Hi everybody, we're back. This is Dave Vellante of Wikibon.org. I'm here with Stu Miniman. This is Silicon Angles theCUBE, where we go out to the events, we extract the signal from the noise, we scour these shows, we grab the best guests that we can find, we unpack what's really going on at these events. Tom Rosamilia is here. He's the Senior Vice President of STG, the Systems and Technology Group at IBM. The storage business, Edge is a big storage show, although there's much more than that, is under Tom. Tom, welcome to theCUBE. Appreciate that, thanks, Dave. Just 15, 20 years, we've seen function sort of migrate out of the host server, if you will, out to the storage array and the sand, and you're starting to see with flash, and we'll talk about that, move back a little bit. And I sometimes, I rib Zitler when I see him and say, you know, you told me one time that R&D in the business was growing 9%, and the revenues were growing 6%, and something had to give, and what gave within STG was storage. And then you guys had to make some acquisitions and have had to refocus on that business. Now we're seeing a major inflection point. Ambuj Goyal, I think has an excellent vision about storage moving into a data platform. I wonder if you could talk about your observations there a little bit, that whole shift out and shift back and how IBM is going to capitalize on that. Yeah, and it really was less about offloading things and more about just where a lot of the new work was going. So if you think back in the day, we had a lot of centralized functions and then we got a lot of it distributed, which created some value for lots of people and got things done, but it also created a lot of islands of automation and things that really had to be remediated.   And so in some cases, it makes sense to do things in a distributed way and some things that make sense to do them in a central way. We've done a lot more centralization within IBM of driving utilization rates way up on our servers, just like our clients are doing. I mean, these are assets you already bought. These are licenses for software that you already have. Why not get the most out of them? So by doing a level of centralization, you can really drive, and virtualization, you can really drive utilization, which says I paid for it, now I get to pay less per unit by really consuming 80, 90. In some cases on our mainframe, 100% of the system's 24 hours a day. I mean, they're running at very high utilization rates. So that's part of the shift back towards centralizing where you can when you can. Do you see that changing now with big data and analytics? Do you see companies looking at IT as a competitive advantage? And do you see that spend metric change? And let's face it, we all take the IDC numbers. I used to be at IDC, I used to do those numbers and you guys, you know, munch them up. And at the end of the day, you come up with a forecast and nobody's going to forecast, you know, the return to double-digit growth, right? You just, you'd be out of your mind to do that. But isn't it possible that with new sources of business value, new models that are driving, whether it's cloud, whether it's flash, that we're actually going to see a return to growth in this business? Like, it certainly hopes so. And I'll tell you, probably the two areas that give me the most hope for that is if you think about it, there are still massively underserved countries in the world. You know, I was just down in Africa earlier this year and went once last year. I've been in Nairobi now and I've been in Nigeria.  They'll never put in the landlines that we have in the Western world. You'll never see the volume of bank branches that you see in the Western world. I mean, they're just going, you know, faster than you might imagine. So, growth opportunities really abound in places like that, not just Africa, but in the next 11, as financial term is called, you know, after the BRICS. We're still obviously investing in the BRICS, but the next 11, the ASEAN, places Latin America, all kinds of interesting parts of the world. So, growth markets for us is all about that. We go into places where we don't see the level of IT that exists in the Western world to mature more major markets. The second one is, from a source of spend, is, you know, the other IDC data that you can quote, is that their prediction is by 2017, CMOs, Chief Marketing Officers, will outspend CIOs on technology. And so, when you think about it, they're not taking the CIO's budget. They're actually taking their marketing budget and they're trying to get down to what I call the demographic of one. They really want to get at an individual. They don't want to say I want to sell to white males over 30 who live in this part of the world and make this much money. They want to market to you. They want to market to me. And they not only want to do it with knowledge of where I am physically, but where I am in my life, you know, journey. I mean, am I buying a house? Am I moving somewhere? Am I, you know, about to have a baby? Am I, you know, something going to happen in my life that's going to cause me to shift my spending habits? And if I'm about to do that, then, you know, I'm going to need appliances or I'm going to need a crib or I'm going to need, you know, redo my kitchen. I'm going to, you know, it's all kinds of things that can get targeted to me as a demographic of one. And that is all knowable with this confluence of mobile, social, big data and the analytics that go along with that. It's all knowable and the smart people are really taking advantage of that. The other thing I will tell you is we've been doing our CEO survey semi-annually or every two years for the last eight years. And this year was the first year we saw that front of mind for CEOs was technology. The most important thing they saw was technology. Always had been about cost takeout and all kinds of other things. Now they were very focused on a little concerned about, do I have the right skills in my shop to take advantage of this, to get down to that level of demographic of one. Obviously worried about cyber and all the things that are going on in the world. But really wanting to invest in technology because they saw it for business advantage. So I think that's a major change. Yeah, and may point about the demographic of one. I actually think the, and you're mentioning the CMO, outspending the CIO in terms of technology. I actually think the metric with regard to a lot of this stuff is going to be how much revenue can I drive ultimately. Because if I can take my analytics data and my transactional data and put them together and what traditionally has been impossible because I want to limit my access to my database because it's so darn slow. Right. How much revenue can I drive? Or think about the queries you couldn't do today that you can now do because of flash.  What was yesterday impossible to do. So it's not just about cost. It's also about the ability to do things. The last thing would be on an SD and I like your choice of software to find everything. That's what I call it as well. That's not what the industry calls it, but I call it that, so I like that. You know, we've been doing this for a number of years, but it's really been about server virtualization for the most part. You know, we're starting, we've been starting the journey around storage virtualization, but also getting to network virtualization. So, you know, SDNs, SDS, and basic server virtualization. So that journey for people has begun with servers and now continues on to the other two key parts of this. I think it gives us massive flexibility. You're not hard coded, hard wired. You can move things around when you need to. It makes people much more agile and to your point can really drive more work and better outcomes for them. So we were talking about Lou Gerson's book before and in the book he talks about how IBM is a recovering alcoholic. And I want you to talk about open source and the role that open source plays specifically in your business. We're tiered to four. It's been big, obviously, in the software business. You guys made big investments in Linux. How will it affect your systems and storage business? Well, as you correctly pointed out, IBM's been investing in open platforms for a long time. I think, you know, we, I think our endorsement of Linux really helped drive that marketplace. Not alone, but you know, with the combination of others. So really a positive step for us. And Linux really is about my business because I have the operating systems as well. So it's my team that contributes to the Linux community and then we harvest out of that community and build data on, I'm sorry, systems on top of that. So, you know, Linux as an example is running across all our server families. It runs across our x86 business. It runs across our mainframe business and it runs on our power business. So we just announced today, as a matter of fact, the opening of two new power Linux centers. One in New York City and one in Austin, Texas. We announced a month ago, one in Beijing. So, you know, worldwide we're investing in Linux for my business and Linux on power in this case. So it is a fundamental game changer for us. Has been around x, has been around mainframe. Now it'll also be around power and the investment we make. But completely consistent with what we've done with Apache, with WebSphere, with Eclipse, with development tooling, our approach to open stack and open daylight projects. You know, all of these things are built on open and then we build on top of those and differentiate ourselves the way customers want us to do by adding value. Yeah, so that's obviously the corollary question. It's okay, how do you make money on that? So you add layers on top and differentiate from the competition and you do so leveraging the innovation within the industry at large. Yeah, and I think open source is a great development model. And so Hadoop's another good example. We contribute to Hadoop. We build products on top of Hadoop. They run really well on our power systems as an example.  We're talking about it here at the conference as well. But it gives us the ability to do the analytics and unstructured data as well as unstructured data like we can do in relational data. So we've kind of had this strategy discussion and very positive. I'm actually really enthusiastic about where the industry is today. But then, let me take the other end of the spectrum. You got Hadoop and you got AWS, like two ends of the vice ready to squeeze your business. Does that keep you up at night or do you feel like you've got the innovation roadmap to keep being profitable in this business? Well, I think, I don't... Well, certainly I don't see Hadoop as something that's threatening our business. I think it's something that we're able to take advantage of. Because when you think about, you know, 80% of the data that's being created is unstructured. We bet, you know, we were embracing Hadoop and we were running it on our system. So no issues there. Certainly AWS, you see them running some businesses and certainly certain use cases are more appropriate than others. So people do an application development. Maybe they'll do it on a public cloud. Maybe they'll take out their credit card and start paying whatever per month.  So, you know, the centralized... Interesting thing about centralized systems is you actually have a really good idea how much you're spending on them. When you start spending 150 there and 200 there and 300 there, you really have no idea. Yeah, but it might take a decade for them to realize that. It might, but some of the workload will go that way and that's fine. So that's why we're embracing, we just announce an acquisition intent to acquire, I should say, a company called Softlayers, which gives us the ability to run public cloud as well. Yeah, we've studied that. We love Softlayer. We love the automation story there. It's very, very impressive. Good. Yeah. Okay, good Tom. Well, my last question then is, what does keep you from... No, I had lots of things to worry about competition, but if I focus mostly on our clients, then life is good. So I try to spend my time on the road with clients, like I said in Manila or Nigeria or Bangkok or London or Frankfurt or Munich or in the U.S. As a matter of fact, here with 4,700 people has been a terrific way for me to spend time with clients, with business partners, and with both of you. So, thank you for that. Tom, Tom Rosenberg, I really appreciate you spending time coming on theCUBE, representing your group. We got a lot of enthusiasm about what's going on here, and really appreciate you guys having us. Thank you, appreciate it. All right, pleasure. All right, keep it right there, everybody. We'll be right back with our next guest right after this. This is theCUBE.


In this video I'd like to offer just a few tips for using presentational aids as a part of a speech or business presentation. So first, the most important tip is use the conceal reveal conceal method. We want to avoid distractions, as we've talked about in other videos on delivering speeches and presentations, and part of that is not giving the audience something to distract their attention by having your presentational aid showing at all times. You want to have it concealed until you're ready for it, then when you want to use it, certainly reveal it, use it, refer to it, and do all of that, and then when you're done and you don't want the audience's attention on that anymore, then conceal it again. For an object that may mean covering it up or putting it away, for a slide presentation it may mean having your slides go dark so the audience is not constantly distracted by it, or it could just mean covering up your poster board or turning around your poster board in some way. So whatever method you need to do, please use the conceal reveal conceal method to help keep the audience from being distracted by your presentational aid during your speech and during the portions of your speech where you're not referring to it. Do be sure that you explain and reference your aids, don't just put something up on a table or on a slide and expect people to understand what it is and never refer to it and never explain why it's there, you ought to be explaining and referencing your visual aids when they are available and visible. Be sure that your aids are large enough for everyone to see, you need to gauge the size of the audience and identify whether or not the audience, the entire audience is going to be able to see this visual aid comfortably. We have to practice with our aids, this should not be something that we're figuring out as we go, we ought to practice as we're practicing our speech, we ought to be using our visual aid, having it in our hands, practicing advancing slides or showing a different demonstration piece while we're practicing our speech so that it's more comfortable during the actual presentation. Be sure that you're giving a speech, not a slideshow, this is not an opportunity for you to demonstrate all your wonderful PowerPoint skills, the PowerPoint or whatever visual aid you're using should be there to reinforce and support what you're saying not to be its own show in and of itself. You still should use transitions in your speech, you still should be giving the audience transitions to identify you're moving from one point to the next, don't just assume that your PowerPoint slide is going to convey that well enough on its own.  And look at the audience and talk to the audience, not to your slide and visual aid, you should not have your back to the audience, you should not be speaking to the screen or to the object that you have as your visual aid, you want to be sure that you're looking to and talking to the audience. Other tips for using presentation aids include keep it simple and professional, again the point of this presentation aid or your slide show or slide deck or whatever is not to impress the audience is to convey and reinforce information. So keep it simple, keep it professional, follow what we call a six by six rule meaning no more than six lines or six words per line and six lines per slide. So if you're using a PowerPoint slide or something similar to that, follow that six by six rule, no more than six words per line or six lines per slide. No random clip art, it doesn't really add anything, if you have an image that's going to add something great, do it, but if not, then don't use the random clip art, no more than two fonts per slide, you should have one for the title, one for the text and that's it. There should not be a ton of different fonts, it makes it much harder to read. No more than four colors at all in the slide show and certainly not within the different words on the screen or whatever, but no more than four colors should be used at all. You want to contrast the font in the background. This font may be a little hard for you to see because it's light font, light colored font on a light colored background. Be sure that you have dark colored font on light background or vice versa so that it stands out. Avoid those animations and transitions, again, don't add anything and this is not an opportunity for you to demonstrate that you know where all the bells and whistles for PowerPoint are at, just put the information on the screen and let the audience see it. There's no need to get fancy with all that. Some final tips, avoid bolding, underlining or italics unless it's absolutely necessary. Again, we should be limiting what's on the screen anyway, so there shouldn't be any need to emphasize those things. Have a backup plan in case you have a PowerPoint and the computer is not working or you end up in an outside venue and you weren't expecting that. You ought to have a backup plan.  The presentation is the presentation. You should be able to go on with or without that visual aid. Finally, use consistent design elements. Use consistent colors, fonts, sizes, styling, and graphics throughout your presentation. Don't keep switching things up. Again, it's distracting for the audience. It doesn't really add anything to their understanding of the material, so just be consistent in the way that you're designing elements and using those design elements. If you have questions about using presentation lanes or preparing presentation lanes, feel free to email me and we can chat about that anytime. In the meantime, I hope that this has been helpful for you in providing some of these tips for how to effectively use presentational aids in your next presentation.


Hi, my name's Jim Boyce and I'm the Director of the Environment Program at the Political Economy Research Institute. The presentation you're about to see was given at the University of Massachusetts Amherst as part of the Forum on Social Wealth. The Social Wealth in the Forum's title refers to forms of wealth that are neither private property owned and managed by individuals and firms, nor public property owned and managed by governments. Instead, these are forms of wealth that are social, that belong to no one and yet at the same time, belong to us all. Examples include nature's wealth, natural resources like the fish in the sea or the air we all breathe. Human wealth that's created and nurtured by families and communities when they care for children, for elderly people, for disabled people, caring labor that's often performed voluntarily and without compensation. And the information commons, the knowledge wealth that underpins not only our economy but our society and culture. These forms of wealth are immensely valuable, terribly important for current and future human well-being. And yet because they're neither owned and operated by the private sector nor by the government, they often go unrecognized, underappreciated and undervalued. The aim of the forum on social wealth is to promote discussion and dialogue about the value of these forms of wealth and to spark creative thinking about how we can manage them better for the well-being of current and future generations worldwide. Thank you for joining us.


If you want to be in the social innovation sphere, I guess my most critical piece of advice is to be very, very sure that you have a very clear problem that you want to solve and are passionate about. Once you've discovered what this thing that you want to do or solve is, you have to go for it and make sure that you continuously have your ear on the ground, be grounded. Otherwise, you won't know what's really going on. In developing countries like the Philippines, you often find yourself in rural areas where there's a general lack of access to basic products and services such as healthcare, water, financial services. But essentially, you find a network of very small shops called sari-sari stores. And the problem that we wanted to solve was two-fold. One, how can we help these very small shops called sari-sari stores to grow their business? And secondly, how can we use the network of sari-sari stores in order to bring, again, these kinds of products and services that could benefit poor communities? Happy Noy Social Enterprise program has three major components. First is training education for the women micro entrepreneurs. Second is access to capital through micro financing. And third is really providing business opportunities, which in this case is products and services that could benefit the communities that the stores are present in. Right now, we are a network of around 10,000 stores in southern Luzon. It actually started with one, one just to sort of like get an idea and to thinker with how it could look like. From that one store, we then expanded it into 10 after three months. And after we got some kind of like traction with that initial 10, then we actually expanded it to 30. Then we came up with a two-tier model where we had a community store and a smaller store. And that took us around a couple more years, we were able to figure out a certain ratio where in one community store could service around 50 smaller stores. And so we were able to then get 200 community stores serving roughly on average around 50 smaller stores under them. And that allowed our network to scale. Large companies, big corporations tend to operate in areas that make the most economical sense for them. In the case of Happy Noy, large companies want to distribute only to a certain extent because that's where the economics work. Say, larger groceries, but they don't want to go deeper and deeper, especially to rural areas, wherein you have very dispersed small, sorry, sorry, stores. But as a social entrepreneur, that's exactly the market that you want to serve. These are exactly the people that you want to partner with. And so how do you go around that? You have to recognize that you have to work with large companies on one hand, but at same time, you have to make sure that it makes a lot of sense for them to engage the communities that you serve. In our case, these small, sorry, sorry, stores. You have to do that by aggregating. You have to do that by putting these stores together in a more organized manner. In our case, it was creating a community store that was linked to smaller stores. For us to be an intermediary between the stores that we represent and the larger companies, we're still fairly very interested in reaching these stores. But now it makes more sense because it's more economically viable to do so. As we get more and more stores into our network, we're also able to harness and get a lot more data that can actually be very, very useful to large companies. Because now they're going to get a lot of insight to their products, existing products. But at the same time, it allows them to create new products and services that are really relevant to the last mile. But that journey now that I share it sounds fairly simple, but it took us several years and it took us several tinkering with the model and a lot of zigzags and different directions as well before we got there. The ultimate question that we needed to answer was what in the world are we going to be the best at? Because we're not going to be the best at everything. And so that entails a certain kind of focus and really realizing what your core is. Focusing on the core also means focusing and not losing sight of your mission. This is something that if you ask me is uncompromisable. We could change what products and services will be offered to adopt to the market need. We could change our model entirely. But for me personally, as a social entrepreneur, we should never, ever compromise our social mission. And as one scales, a social enterprise will necessarily need more resources, more partners, and often this comes in the form of investors into your organization. You're very lucky that the initial founding partners, founding group, were very extremely aligned to the mission. We all believed in it. We all drank that Kool-Aid and there was no debate in the boardroom of what we were trying to achieve, especially for our women micro entrepreneurs. But as we were scaling and growing and we needed to get in more resources and investors, then we had to be very, very careful. Because getting an investor and getting them on your board, for me it's like getting married.  You have the same value system. You both believe in the same vision, mission and direction of this organization. Is there that kind of flexibility in terms of the model, but still making sure that you're still on that same path? So take that time to really get to know who you're getting into bed with, especially if they are investors coming into your board.


What does it mean to come to this stadium and come out with a victory? Yeah, I didn't understand the first part. Yes, ladies and gentlemen, we have another episode of Time 2 Football after I was one of the few that was not placed on IR following week 2. My name is Hasan Khan, I am your wonderful host and week 2 of the 2019 season brought us a lot of injuries which we wish a lot of speedy recoveries to the quarterback position. Just to name a couple, there was Ben Rothesberger in his injured weaness, he's going to miss the entire 2019 season. Andrew Breeze in his right hand and much like Breeze, I also hurt my right hand this past weekend. But that was from Carpal Tunnel after long hours in the chat room with the mothers of 12 year old kids to talk trash on the internet. I guess you could say that my hand prevented me from grasping some things. Let's continue recapping last week with the most prestigious honor on this show. The hungriest player of the week, the one that wanted it the most. Bill's quarterback Josh Allen dismantled the Giants defense in a 28-14 victory, but this is what makes this victory even sweeter. Head coach of the Giants, Pat Shermer, prior to the NFL draft said that Josh Allen has a chance to be an NFL starter in this league one day. The chance, the Bill's, took that as motivation. Josh Allen ended up with two touchdowns on the day.  And you hope that that past employer sees how good of a job you're doing. And you're like, man, I bet they're pretty jealous right now. Well, that never happens because why would Taco Bell care about what I'm doing at Wendy's? I just got promoted, shift lead. Anyways, that's the case for Josh Allen proving that he is a capable starter in the NFL. And that is why he is the hungriest player of the week. Speaking of the bills, let's talk about week three, the Bengals versus the Bills. This is the first time that Andy Dalton and the Bengals are visiting Buffalo ever since two years ago when they helped them get to the NFL playoffs. That entire Bengals roster will be treated like saints in that city for what they did during the 2017 season. I'm telling you, like Buffalo fans will offer the Bengals drinks on the house. Hopefully they don't drink before the game because that's going to affect their performance. But let's be honest, can we really tell a difference at that point? I know I felt bad saying that, but I've got Joe mixing on my fantasy team. And it's just like, ah, I should do something, you know? Oh man, a little bit of history for you. It's been an entire year since Vonte Davis retired during halftime for the Buffalo Bills during an NFL game. That sounds crazy, but that's a decision that's mostly crazy to women. For men, we kind of understand what it's like to finish during halftime. No, no, no, not me. No. Let's use this awkward transition to tell you guys about Overlay DFS. This is daily fantasy football where every matchup is in a start or set format.  I'm definitely going to be playing this all throughout the 2019 NFL season. But like I said, start or set format, you just guess who's going to get more fantasy points for that week. Matchups like Stefan Diggs or Adam Thielen, Zach Erter, Alshon Jeffery, Sonya Michelle or James White. If you're perfect in your predictions for the week, you have the opportunity to win a jackpot prize of $25,000. And if you're not perfect, all you got to do is win within the 10% of your lobby and you can win nine times your money that you put in. And you have the opportunity to win a bonus jackpot of over $25,000. I'm going to be telling you guys about this all throughout the entire 2019 NFL season. But if you're interested, hit that link in the description, www.overlaydfs.com and sign up. An AFC East matchup between the Jets and the Patriots and the Jets are desperately needing a quarterback. They're down to the 3rd string and Luke Faulk and this isn't anything against Faulk. He might be really good, but if you want to make a serious run in 2019, you may want to bring in a veteran quarterback either as a backup or could be a fill-in until Sam Dolanor gets healthy from Mano. I mean, you could bring in a backup, but the market out there for veteran quarterbacks, it's pretty thin. I don't know who you'd sign. Oh, no, no, no. You wouldn't want to sign him. I mean, he just wakes up at 5 a.m. every morning, works out three hours a day for five days a week in the best shape of his life.  I mean, as last year in San Francisco in 2016, 16 touchdowns to only four interceptions, that's terrible. I will never talk about politics on the show because I'm not a 2019 Cancer Cultural Celebrity giving a speech at the Oscars, but Colin Kaepernick, the last time we saw him at least, was mediocre and should a mediocrity at least give you a workout with an NFL team? Why not give him a shot? As for the Patriots, last week was a debut of Antonio Brown and they treated last week against the Dolphins like it was a pre-season game. They targeted Brown early and often just to get him caught up to speed for the rest of the NFL season. That's kind of sad when one of the best teams in the NFL isn't treating your game seriously and sad has been the definition for the whole entire Miami Dolphins team and sadly, Brian Flores wants to win games, but he's just caught up in this whole management's theory of tanking for Tua. I mean, we don't know for sure if that's their motive or not, but the players and the coaches want to win but the ownership just keeps on getting rid of all their best players with the latest being Minka Fitzpatrick to the Pittsburgh Steelers. Things don't get easier this week as they face a very good Cowboys team and it's looking more and more likely that they're going to be the first team on the clock in Las Vegas for the NFL draft. But that'll wrap things up for this episode. Thank you guys so much for watching this video. Don't forget to like this video, leave a comment down below, and subscribe to this channel so you can stay up to date when we come out with another episode every single week. And also be sure to hit me up on Instagram, Facebook, and Twitter. The username for all three is AtTimeToFootball. Seriously, interact with me. I would love to hear from you guys. And again, to play daily fantasy football, go to www.overlaydfs.com. Thank you guys so much for watching this video and enjoy week three.