Acht CPU-Kerne und ein integrierter Coprozessor für künstliche Intelligenz: Centaur meldet sich nach Jahren mit einem x86-System-on-a-Chip zurück. Das Server-Design unterstützt AVX-512 und ist sehr schnell bei Inferencing. (Prozessor, KI)
Quelle: Golem
Volkswagen will einen kleinen Teil der Produktion des Elektroautos ID.3 auch in Dresden in der Gläsernen Manufaktur realisieren. Dort sollen bis zu 35 Stück pro Tag gebaut werden. (VW, Technologie)
Quelle: Golem
Apple hat erneut eine iOS- und iPadOS-Version veröffentlicht. IOS 13.2.3 und iPadOS 13.2.3 beseitigen Fehler, die beim vorherigen Update nicht berücksichtigt wurden. (Apple, Betriebssystem)
Quelle: Golem
Unter dem Druck der Datenschutz-Grundverordnung (DSGVO) kommt Microsoft den europäischen Kunden peu à peu entgegen. Wenn sich Windows 10 nicht datenschutzkonform nutzen lässt, könnten Behörden auf Open-Source-Programme umsteigen. Von Christiane Schulzki-Haddouti (Windows 10, Microsoft)
Quelle: Golem
LEGO® Technic™ hat den größten Minenschaufelbagger der Welt geschrumpft. Doch wie wird aus 4.108 Einzelteilen ein appgesteuerter LEGO Technic™ Liebherr Bagger R 9800? Ein Erfahrungsbericht. (Lego)
Quelle: Golem
Weiterer Aufschub für Huawei: Die US-Regierung hat die Ausnahmeerlaubnis für bestimmte Geschäfte mit dem chinesischen Smartphone-Anbieter und Netzwerkausrüster Huawei um weitere 90 Tage verlängert. (Huawei, Smartphone)
Quelle: Golem
Amazon bringt kostenfreies Musikstreaming auch auf Smartphones, Tablets und Fire-TV-Geräte und tritt damit stärker in Konkurrenz zu Spotify Free. Bisher gab es die werbefinanzierte Version von Amazon Music ausschließlich für Alexa-Lautsprecher. (Amazon Music, Amazon)
Quelle: Golem
As a partner, you play a critical role in successful planning and managing long-term cloud implementations for your customers. While the cloud grants the flexibility to scale the cloud infrastructure to the changing needs, it does become challenging to control the spend when cloud costs can fluctuate dramatically with demand. This is where Azure Cost Management comes in to help you track and control cloud cost, prevent overspending and increase predictability for your cloud costs
Announcing general availability of Azure Cost Management for all cloud solution partners (CSPs) who have onboarded their customers to the new Microsoft Customer agreement. With this update, partners and their customers can take advantage of Azure Cost Management tools available to manage cloud spend, similar to the cost management capabilities available for pay-as-you-go (PAYG) and enterprise customers today.
This is the first of the periodic updates to enable cost management support for partners that enables partners to understand, analyze, dissect and manage cost across all their customers and invoices.
With this update, CSPs use Azure Cost Management to:
Understand invoiced costs and associate the costs to the customer, subscriptions, resource groups, and services.
Get an intuitive view of Azure costs in cost analysis with capabilities to analyze costs by customer, subscription, resource group, resource, meter, service, and many other dimensions.
View resource costs that have Partner Earned Credit (PEC) applied in Cost Analysis.
Set up notifications and automation using programmatic budgets and alerts when costs exceed budgets.
Enable the Azure Resource Manager policy that provides customer access to Cost Management data. Customers can then view consumption cost data for their subscriptions using pay-as-you-go rates.
For more information see, Get Started with Azure Cost Management as a Partner.
Analyze costs by customer, subscription, tags, resource group or resource using cost analysis
Using cost analysis, partners can group by and filter costs by customer, subscription, tags, resource group, resource, and reseller Microsoft partner Network identifier (MP NID), and have increased visibility into costs for better cost control. Partners can also view and manage the costs in the billing currency and in US dollars for billing scopes.
Reconcile cost to an invoice
Partners can reconcile costs by invoice across their customers and their subscriptions to understand the pre-tax costs that contributed to the invoice.
You can analyze azure spend for the customers you support and their subscriptions and resources. With this enhanced visibility into the costs of your customers, you can use spending patterns to enforce cost control mechanisms, like budgets and alerts to manage costs with continued and increased accountability.
Enable cost management at retail rates for your customers
In this update, a partner can also enable cost management features, initially at pay-as-you-go rates for your customers and resellers who have access to the subscriptions in the customer’s tenant. As a partner, if you decide to enable cost management for the users with access to the subscription, they will have the same capabilities to analyze the services they consume and set budgets to control costs that are computed at pay-as-you-go prices for Azure consumed services. This is just the first of the updates and we have features planned in the first half of 2020 to enable cost management for customers at prices that partner can set by applying a markup on the pay-as-you-go prices.
Partners can set a policy to enable cost management for users with access to an Azure subscription to view costs at retail rates for a specific customer.
If the policy is enabled for subscriptions in the customer’s tenant, users with role-based access control (RBAC) access to the subscription can now manage Azure consumption costs at retail prices.
Set up programmatic budgets and alerts to automate and notify when costs exceed threshold
As a partner, you can set up budgets and alerts to send notifications to specified email recipients when the cost threshold is exceeded. In the partner tenant, you can set up budgets for costs as invoiced to the partner. You can also set up monthly, quarterly, or annual budgets across all your customers, or for a specific customer, and filter by subscription, resource, reseller MPN ID, or resource group.
Any user with RBAC access to a subscription or resource group can also set up budgets and alerts for Azure consumption costs at retail rates in the customer tenant if the policy for cost visibility has been enabled for the customer.
When a budget is created for a subscription or resource group in the customer tenant, you can also configure it to call an action group. The action group can perform a variety of different actions when your budget threshold is met. For more information about action groups, see Create and manage action groups in the Azure portal. For more information about using budget-based automation with action groups, see Manage costs with Azure budgets.
All the experiences that we provide in Azure Cost Management natively are also available as REST APIs for enabling automated cost management experiences.
Coming soon
We will be enabling cost recommendation and optimization suggestions, for better savings and efficiency in managing Azure costs.
We will launch Azure Cost Management at retail rates for customers who are not on the Microsoft Customer Agreement and are supported by CSP partners.
Showback features that enable partners to charge a markup on consumption costs are also being planned for 2020.
Try Azure Cost Management for partners today! It is natively available in the Azure portal for all partners who have onboarded customers to the new Microsoft Customer Agreement.
Quelle: Azure
Companies in the financial services industry have to navigate a wide variety of regulatory and industry-specific compliance requirements. This is especially true for financial services customers in Singapore that use the cloud. These requirements include those mandated by the Monetary Authority of Singapore (MAS) and the Association of Banks in Singapore (ABS). Today, we’re announcing three resources to help financial institutions in Singapore navigate their compliance requirements: Google Cloud Platform (GCP) and G Suite’s Outsourced Service Provider Audit Report (OSPAR) attestationsA whitepaper on cloud best practices for Singapore financial institutionsA set of Singapore-specific compliance guideline mapping documents To support customers’ ABS reporting and compliance requirements, we’ve obtained Outsourced Service Provider Audit Report (OSPAR) attestations for both GCP and G Suite. This means that an independent third-party has confirmed that both GCP and G Suite’s security and privacy controls meet the requirements of the Guidelines on Control Objectives and Procedures for Outsourced Service Providers (ABS Guide), which provides a set of guidelines for outsourced service providers who wish to provide services to financial services institutions operating in Singapore.G Suite is the first cloud collaboration and productivity suite to receive an OSPAR attestation, and Google Cloud Platform is among the few hyperscale commercial clouds to receive the report. This news further demonstrates Google Cloud’s commitment to supporting Singapore’s digital transformation. While third-party validation of our security and privacy controls is important, we also believe we have a responsibility to help you understand your compliance requirements and how our products, technical capabilities, and legal commitments map to them. That’s why we published the Cloud best practices for Singapore financial institutions whitepaper, and mappings to the MAS Guidelines and ABS Guide.With the whitepaper and mapping documents, we aim to help you interpret the MAS Guidelines and the ABS Guide, and provide an overview of our approach to information security, risk management, and the shared responsibility model. Compliance is critical to building trust in the financial services ecosystem, and we’re committed to working closely with customers, regulators, and industry organizations to strengthen their compliance frameworks as part of the digital transformation. For more information on our ongoing compliance efforts in Singapore and across the globe, visit our Compliance resource center.
Quelle: Google Cloud Platform
Vernon Turner is the Founder and Chief Strategist at Causeway Connections, an information and communications technology research firm. For nearly a decade, he’s been serving on global, national, and state steering committees, advising governments, businesses, and communities on IoT-based solution implementation. He recently talked with us about the importance of distinguishing between IoT hype and reality, and identifies three steps businesses need to take to make a successful digital transformation.
What is the promise of IoT?
The promise of more and more data from more and more connected sensors boils down to unprecedented insights and efficiencies. Businesses get more visibility into their operations, a better understanding of their customers, and the ability to personalize offerings and experiences like never before, as well as the ability to cut operational costs via automation and business-process efficiencies.
But just dabbling with IoT won’t unlock real business value. To do that, companies need to change everything, how they make products, how they go to market, their strategy, and their organizational structure. They need to really transform. And to do that, they need to do three things, lead with the customer experience, migrate to offering subscription-based IoT-enabled services, and have a voice in an emergent ecosystem of partners related to their business.
Why is the customer experience so important to fulfilling the promise of IoT?
There can be a lot of hype around IoT-enabled offerings.
I recently toured several so-called smart buildings with a friend in the construction industry. He showed me that just filling a building with IoT-enabled gadgets doesn’t make it smart. A truly smart building goes beyond connected features and addresses the specific, real-world needs of tenants, leaseholders, and building managers.
If it doesn’t radically change the customer experience, it doesn’t fulfill the promise of IoT.
What’s the disconnect? Why aren’t “smart” solution vendors delivering what customers want?
Frankly, it’s easier to sell a product than an experience.
Customer experience should be at the center of the pitch for IoT, because IoT enables customers to have much more information about the product, in real-time, across the product lifecycle. But putting customer experience first requires making hard changes. It means adopting new strategies, business models, and organization charts, as well as new approaches to product development, sales and marketing, and talent management. And it means asking suppliers to create new business models to support sharing data across the product lifecycle.
Why is the second step to digital transformation, migrating to offering subscription-based, IoT-enabled services, so important?
To survive in our digitally transforming economy, it’s essential for businesses and their suppliers, to move from selling static products to a subscription-based services business model.
As sensors and other connected devices become increasingly omnipresent, customers see more real-time data showing them exactly what they’re consuming, and how the providers of the services they’re consuming are performing. By moving to a subscription (or “X as a service”) model, businesses can provide more tailored offerings, grow their customer base, and position themselves for success in the digital age.
When companies embrace transformation, it can have a ripple effect across their operations. Business units can respond to market needs to create a new service by combining microservices using the rapid software development techniques of DevOps. These services drive a shift from infrequent, low-business-value interactions with customers to continuous engagement between customers and companies’ sales and business units. This improves customer relationships, staving off competition, and introducing new sales opportunities.
What challenges should companies be prepared for as they migrate to offering subscription services?
For a subscription-based services model to work, most companies need to make significant changes to their culture and organizational structure.
Financial planning needs to stop reviewing past financial statements and start focusing on future recurring revenue. Instead of concentrating on margin-based products, sales should start selling outcomes that add value for customers. Marketing must be driven by data about the customer experience and what the customer needs, rather than what serves the branding campaign.
From now on, rapid change, responsiveness to the customer, and the ability to customize and scale services are going to be the norm in business.
You mentioned the importance of participating in an emergent ecosystem of partners. What does that mean? Why does it matter?
As digital business processes mature and subscription models become the standard, customers will demand ways to integrate their relationships with IT and business vendors in an ecosystem connected by a single platform.
Early results show that vendors who actively participate in their solution platform’s ecosystem enjoy a higher net promoter score (NPS). In the short term, they gain stickiness with customers. And in the long run, they become more relevant across their ecosystem, gain a competitive advantage over peers inside and outside their ecosystem, and deliver more value to customers.
How does ecosystem participation increase the value delivered to customers?
Because everyone’s using the same platform, customers get transparency into the performance of suppliers. Service-level management becomes the first point of contact between businesses and suppliers. Key performance indicators trigger automatic responses to customer experiences. Response times to resolve issues are mediated by the platform.
These tasks and functions are carried out within the ecosystem and orchestrated by third-party service management companies. But that’s not to say businesses in the ecosystem don’t still have an individual, separate relationship with their customers. Rather, the ecosystem acts as a gateway for IT and business suppliers to integrate their offerings into customer services. Business and product outcomes from the ecosystem feed research and development, product design, and manufacturing, leading to continual improvement in services delivery and customer experience.
To conclude, let’s go back to something we talked about earlier. For builders, a truly smart building is one that does more than just keep the right temperature. It also monitors and secures wireless networks, optimizes lighting based on tenants’ specific needs, manages energy use, and so on to deliver comfortable, customized work, living, or shopping environments. To deliver that kind of customer experience takes an ecosystem of partners, all working in concert. For companies to unlock the value of IoT, they need to participate actively in that ecosystem.
Learn how Azure helps businesses unlock the value of IoT.
Quelle: Azure
