The bank will create agile teams where “product owners in business and infrastructure divisions will lead teams of technologists, using agile principles, to continuously work on products and ensure progress meets their expectations”.
It will also increase the proportion of software engineers in the workforce and better support and motivate them, as well as “reduce the burdens that slow them down.”
“We partnered with Google because Google wanted to partner with us and Amazon didn’t want to partner with us,” IBM i Chief Architect Steve Will said during a panel discussion at the inaugural POWERUp conference in San Antonio, Texas, in June 2018. “So hey Google is going to succeed with Power. Now I have Amazon calling, asking us.”
While Docker may be able to secure additional capital, it’s yet another company that finds itself in an ominous position after raising mounds of cash during the heady days earlier this decade. When Bearden joined in May, he became the fourth CEO and the third since 2017, replacing Steve Singh, a former senior executive at SAP. Docker’s founder Solomon Hykes left the company last year, and Mariana Tessel, the executive vice president of strategic development, departed in 2017 for Intuit.
When I sorted through the hundreds of examples that emerged, I found four primary activities appeared over and over: anticipating a need, identifying options for filling it, deciding among the options, and monitoring the results. Chelsea, for example, noticed her toddler waking up progressively earlier each morning and envisioned her hours of sleep dwindling (anticipation). She reached out to her Facebook network for advice and learned that other parents rely on “okay-to-wake” clocks that turn green when it’s permissible for a child to get out of bed. She sorted through several product sites to familiarize herself with the range of features and price points available (identification) before eventually deciding to buy a higher-end model she could program from her phone (decision-making). Once the package arrived, Chelsea tracked its effects (monitoring): Was her son staying in bed until a reasonable hour? If he was waking up later, but not quite at her target time, should she keep searching for a solution or consider the problem solved?
The answer is that Anthos is not really a technology, but more of a brand, a wrapper around Google’s cloud crown jewels, Kubernetes (K8s).
In a nutshell, Anthos is the GKE (Google Kubernetes Engine) deployed on-premises in a certified configuration (via hardware suppliers such as Dell and HPE), with an agent installed that maintains an encrypted connection to Google Cloud Platform (GCP). That agent lets you manage your Anthos cluster and its workloads from the GCP console, deploying and scaling applications. Anthos relies on good connectivity to GCP – for example, using Google Cloud Interconnect.
Could every element of an enterprise data center’s infrastructure — not just those newfangled containers, but virtual machines, “big data” platforms, and machine learning frameworks — all eventually become orchestrated by Kubernetes, a product originally born out of Google’s need to make order out of chaos?
In the south of Holland, where I grew up, uitsmijters would be served as the last “one for the road before we get thrown out” meal after a night of partying. Groups of friends would usually end up at someone’s house late at night (or early in the morning) after the bars closed to wrap up the night with a warm, comforting meal in their stomach before going to bed. Many a parent has woken up to the smell of ham and eggs in the middle of the night, only to find a kitchen full of youngsters eating breakfast. That was often the point where the “throwing out” happened
“We need to think about three things with Pivotal now that it is part of VMware: a common substrate (Kubernetes), the ability to manage it, and a build overlay. The cf push experience is important, making the experience better for developers.” —Craig McLuckie, VMware
“I think a lot of times as engineers we can build something that’s super complicated and never understand if people can actually use it. So my job as a developer advocate is making sure that I can use it and then make sure that beginners, intermediate and advanced people can also use it,” Douglas said.
The total market for low-code development platforms will hit $21.2 billion by 2022, growing at a compound annual growth rate of 40 percent, according to Forrester. The researcher also said that 23 percent of global developers reported using low-code platforms in 2018, with another 22 percent planning to do so in 2019.
The vast majority of CIOs expect to deploy new technology stacks in the next 12 months. Most CIOs said they are already using or are planning to deploy microservices (88%), containers (86%), serverless computing (85%), PaaS (89%), SaaS (94%), IaaS (91%) and private cloud (95%) in the next 12 months.
CIO responses captured in the 2019 research indicate that lost revenue (49%) and reputational damage (52%) are among the biggest concerns as businesses transform into software businesses and move to the cloud.
“The goal is to continue building the engineering team to focus on building technology that allows restaurants to operate at a higher efficiency,” he said.
Most of the technology focuses on back-of-house operations, though Newlin declined to share details about that technology. On the front end, customers place orders using kiosks or its mobile app. A large screen then displays the customer’s name next to a countdown, which indicates exactly when an order will be ready.
“The general idea is figuring out how to run a restaurant based on statistics,” he said. “In the long term, we’re going to be running every piece of technology that touches on the customer and employee experience. We’re building a technology platform that will be the entire Birdcall ecosystem.”
“We’re going to own the Kubernetes stack,” Gelsinger said at the Deutsche Bank Conference. “We’re not going to be relying on third-party code. It’s all going to be an integrated solution stack to execute on that Kubernetes.”
“Do we assess the competitive environment? Well, of course, we do,” Gelsinger said. “So, IBM spent $34 billion doing this. I spent $2.8 billion [on Pivotal], plus add Heptio. So, I spent less than $3 billion and I think I have better assets.”
“It’s optimized for cloud native applications – those that follow the patterns that are in my book for example. That represents only a subset of the applications that our enterprise customers need to address. Our 2020 strategy is to broaden the definition of our platform. To be more than just Cloud Foundry, but to broaden it to a larger range of use cases. To broaden it to a larger market.”
“This allows an insurance broker to close and bind a product in real-time,” which also lowers the cost of onboarding new members, Fowler says.
“The urgency was more around understanding the long term vision than an immediate need,” said Andrews. “We’re still very early. Everybody is talking about K8s all the time, but if you look at who is actually using it in production, the list is much shorter. Our technology stack works incredibly well, we have customers with over 100,000 containers working on the current platform. If we forecast out 3 to 5 years in the future though, it seems clear that K8s is going to be a de facto component in the architecture.”
The strategy has four parts, according to the presentation. The investment bank wants to:
Offer a digital client experience
Build scalable infrastructure
Make room for innovation
To do so, Goldman Sachs is using 45% of its $4 billion engineering budget in 2019 on investment. The other 55% will be used to run the bank.
In the financial services sector, banks are making huge investments in technology. JPMorgan allocated $10.8 billion last year and has earmarked $11.4 billion for technology in 2019. Bank of America spent $10 billion on tech in 2018.
Take-up was as we had expected – at peak times better than we’d expected – and it’s clear that not all our customers are ready for a totally till-free store. Some customers preferred to pay with cash and card, which sometimes meant they were queuing to use the helpdesk, particularly at peak times of day. This is why we’ve added a manned till and two self-checkouts back into the store so those looking to pay by cash and card can do so quickly and conveniently. We want to be the most inclusive retailer where people love to work and shop, so it’s really important to us that our customers can pay how they want to…. We’ll take the learnings from this experiment to develop our technology even further to help make shopping easier and more convenient for all our customers.