Since May 2016, DIUx has completed 21 contracts using other transaction (OT) authority and the average time is 78 days, Shah said at the New America Foundation Future of War summit in Washington. The mission of DIUx, he said, “is to do agile culture change.…We are never going to be the acquisition arm of the Department of Defense, we’re not the R&D arm of the department.” DIUx has so far comprised $42 million in program funding, which Shah characterized as a “rounding error of a rounding error” of the DOD budget.

Since May 2016, DIUx has completed 21 contracts using other transaction (OT) authority and the average time is 78 days, Shah said at the New America Foundation Future of War summit in Washington. The mission of DIUx, he said, “is to do agile culture change.…We are never going to be the acquisition arm of the Department of Defense, we’re not the R&D arm of the department.” DIUx has so far comprised $42 million in program funding, which Shah characterized as a “rounding error of a rounding error” of the DOD budget.

Since May 2016, DIUx has completed 21 contracts using other transaction (OT) authority and the average time is 78 days, Shah said at the New America Foundation Future of War summit in Washington. The mission of DIUx, he said, “is to do agile culture change.…We are never going to be the acquisition arm of the Department of Defense, we’re not the R&D arm of the department.” DIUx has so far comprised $42 million in program funding, which Shah characterized as a “rounding error of a rounding error” of the DOD budget.

Since May 2016, DIUx has completed 21 contracts using other transaction (OT) authority and the average time is 78 days, Shah said at the New America Foundation Future of War summit in Washington. The mission of DIUx, he said, “is to do agile culture change.…We are never going to be the acquisition arm of the Department of Defense, we’re not the R&D arm of the department.” DIUx has so far comprised $42 million in program funding, which Shah characterized as a “rounding error of a rounding error” of the DOD budget.

Commonwealth Bank of Australia, for instance, replaced its core banking platform in 2012 with the help of Accenture and software company SAP SE. The job ultimately took five years and cost more than 1 billion Australian dollars ($749.9 million). Being conservative, multiply $500m across the top 20 banks, and you’ve got $10bn, using $749.8m directly, you get much closer to $15bn. Better start planning. Source: Banks scramble to fix old systems as IT ‘cowboys’ ride into sunset

The Register closes out it’s reporting on the rumor that Oracle was considering buying Accenture: ...spokeswoman Deborah Hillinger has since denied that an acquisition will take place, claiming: "The Accenture rumour is completely untrue. Never even considered it." Meanwhile, Dennis covers the many reasons why the deal wouldn’t make sense in the first place. The margin argument is always a good, quick one: ...consultants are not normally selling software solutions, but are selling the bodies and expertise needed to make the chosen solution work, the second part of this model.

Predicting data storage requirements of 200PB by 2021 – growing from today’s 13PB – Ford chief exec Mark Fields said in a canned statement that the new bit barn “will increase the ability of Ford’s global data insights and analytics team to transform the customer experience, enable new mobility products and services, and help Ford operate more efficiently.” Link

On March 27, 2016, Dell entered into a definitive agreement with NTT Data International L.L.C. to sell substantially all of Dell Services for cash consideration of approximately $3.0 billion. On June 19, 2016, Dell entered into a definitive agreement with Francisco Partners and Elliot Management Corporation to sell substantially all of Dell Software Group for cash consideration of approximately $2.4 billion. Link

Pivotal had a pretty major milestone this last quarter, over a quarter-billion dollars in 2016 bookings, up 130 percent year-over-year. The momentum with Pivotal in terms of digital transformation is white hot. Pivotal is now engaged in a third of the Fortune 100, and I would say the strategy so far has been to only go after the tallest buildings in the city. The opportunity to take Pivotal Cloud Foundry into Fortune 2000 and beyond is enormous.

Now that they don’t have to compete with AWS, they have an extra $300m floating around in the spreadsheets: "Ultimately now it's about how are we going to build a stronger company. If we don't have to go spend $300 million a year in capital competing against Amazon, building computing storage and networking, where should we go put that? In things like managed cybersecurity and professional services," said Rhodes. On OpenStack, finding the product/market for for private cloud: