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Wednesday, 12 February 2014

BBM Chief Andrew Bocking Quits Blackberry



Andrew Bocking, the executive vice president in charge of its flagship messaging product, BlackBerry Messenger, has decided to quit the company. “The BBM organization remains as a group within BlackBerry and will continue to focus on BlackBerry and BBM strength in messaging and new areas of strength such as mobile marketing, community-building and enterprise messaging,” said a statement issued by Blackberry. The news about Bocking’s exit was for first reported by BGR.
 BlackBerry-Logo-Mobile-2012
Bocking, was the head of the messenger service BBM since June last year and had previously run its software product and ecosystem division, along with product management. Most recently, he was responsible for leading BlackBerry through the process of opening up BBM to rival platforms iOS and Android. With over 80 million users, BBM is the only driving force that has kept the company from falling apart.
After Bocking’s exit, BBM remains a separate unit within the company, but now will fall under the responsibility of John Sims, who joined BlackBerry in December to head its enterprise unit. He is the latest amongst high-profile executives to leave the sinking smartphone manufacturer.
The Canadian smartphone maker announced last month that it will soon bring BBM Channels and BBM Voice to Android and iOS. In other news, Blackberry announced that it will stick with hardware based keyboards for its future designs and also updated BB 10 OS with an array of apps and new features today.

Instagram Releases Branding HandBook For Businesses



Major brands are drooling over Instagram as it is one of the best platform that is turning digital likes to decent revenue, according to a study by SumAll in December. Instagram boasts of images and people are less annoyed by ads and promoted content when it looks good, so brands capable of producing attractive images and videos have a good chance of getting positive feedback on the network.
The Facebook owned photo-sharing company started rolling out ads in the US since end of 2013. Instagram today has published The Instagram Handbook for Brands, a book profiling 11 companies that it thinks are doing a great job posting content on Instagram. The book  highlights tips and tricks for businesses to engage with Instagram users. “When it comes to brands and businesses, our goal is to help companies reach their respective audiences through captivating imagery in a rich, visual environment”, posted Instagram on the the company blog.
instagram book
Instagram focuses on the basic elements of advertising in the handbook like be true to your brand, share experiences, and know your audience and so on. The book also features Instagram’s brand values and ten popular hashtags that highlight the collaborative creativity within the Instagram community, such as #chasinglight and #thingsorganizedneatly.
It must be noted that the branding handbook is not “broadly available” to the public. Hence, Instagram stated that it will incorporate some of the examples and lessons from the book into a series of blog posts. With over 15o million users, Instagram is the fastest growing social network as per GlobalWebIndex report.
This is probably first time that a social network has come out in open to help advertisers to help them enhance their brand on its platform.

Samsung Galaxy S5 retail packaging and specs leaked, maybe



Samsung Galaxy S5 retail packaging and specs leaked, maybeThe Samsung Galaxy S5 has a level of hype around it usually reserved for Apple products and a side effect of that is that there are enough rumors and leaks surrounding it to bury a small country.
The latest of these could be one of the most enlightening yet though, as there's now an image of what appears to be the phone's retail packaging.
That might not sound overly exciting, but it's the back of the box - AKA the bit with all the specs listed. The image, which was sent to SamsungGalaxyS5.nl by an anonymous tipster, claims the phone has a 2.5GHz quad-core processor, 3GB of RAM, a 5.25-inch QHD (2560 x 1440) Super AMOLED display, 20MP camera, 1080p video playback and recording and a 3000mAh battery.
The screen size and resolution match previous rumors and we've also heard previously that the Galaxy S5 might have a 2.5GHz quad-core processor and 3GB of RAM, so no real surprise there either.

Snap happy

What's more surprising is the 20MP camera, as earlier rumors pointed to a 16MP lens. While it can apparently only shoot 1080p video, which is slightly surprising given that the Samsung Galaxy Note 3 can shoot 4K video.
We've heard several possibly battery sizes in the past but the general consensus seems to be that it would be bigger than the one in the Samsung Galaxy S4, which this is, as the S4 has a 2600mAh juice pack.
Of course there's no guarantee that these specs are the real deal. The image certainly looks like a Galaxy box, but it could just be a Photoshop of a Galaxy S4 one.

Industry voice: Adding intelligence to accelerate network performance



Industry voice: Adding intelligence to accelerate network performanceAdding more and faster general-purpose processors to routers, switches and other networking equipment can improve performance but adds to system costs and power demands while doing little to address latency, a major cause of performance problems in networks.
By contrast, smart silicon minimizes or eliminates performance choke points by reducing latency for specific processing tasks.
In 2013 and beyond, design engineers will increasingly deploy smart silicon to achieve the benefits of its order of magnitude higher performance and greater efficiencies in cost and power.

Enterprise Networks

In the past, Moore's Law was sufficient to keep pace with increasing computing and networking workloads. Hardware and software largely advanced in lockstep: as processor performance increased, more sophisticated features could be added in software.
These parallel improvements made it possible to create more abstracted software, enabling much higher functionality to be built more quickly and with less programming effort.
Today, however, these layers of abstraction are making it difficult to perform more complex tasks with adequate performance.
General-purpose processors, regardless of their core count and clock rate, are too slow for functions such as classification, cryptographic security and traffic management that must operate deep inside each and every packet. What's more, these specialized functions must often be performed sequentially, restricting the opportunity to process them in parallel in multiple cores.
By contrast, these and other specialized types of processing are ideal applications for smart silicon, and it is increasingly common to have multiple intelligent acceleration engines integrated with multiple cores in specialized System-on-Chip (SoC) communications processors.
The number of function-specific acceleration engines available continues to grow, and shrinking geometries now make it possible to integrate more engines onto a single SoC.
It is even possible to integrate a system vendor's unique intellectual property as a custom acceleration engine within an SoC. Taken together, these advances make it possible to replace multiple SoCs with a single SoC to enable faster, smaller, more power-efficient networking architectures.

Storage Networks

The biggest bottleneck in datacenters today is caused by the five orders of magnitude difference in I/O latency between main memory in servers (100 nanoseconds) and traditional hard disk drives (10 milliseconds).
Latency to external storage area networks (SANs) and network-attached storage (NAS) is even higher because of the intervening network and performance restrictions resulting when a single resource services multiple, simultaneous requests sequentially in deep queues.
Caching content to memory in a server or in a SAN on a Dynamic RAM (DRAM) cache appliance is a proven technique for reducing latency and thereby improving application-level performance.
But today, because the amount of memory possible in a server or cache appliance (measured in gigabytes) is only a small fraction of the capacity of even a single disk drive (measured in terabytes), the performance gains achievable from traditional caching are insufficient to deal with the data deluge.
Advances in NAND flash memory and flash storage processors, combined with more intelligent caching algorithms, break through the traditional caching scalability barrier to make caching an effective, powerful and cost-efficient way to accelerate application performance going forward.
Solid state storage is ideal for caching as it offers far lower latency than hard disk drives with comparable capacity. Besides delivering higher application performance, caching enables virtualized servers to perform more work, cost-effectively, with the same number of software licenses.
Solid state storage typically produces the highest performance gains when the flash cache is placed directly in the server on the PCIe® bus. Intelligent caching software is used to place hot, or most frequently accessed, data in low-latency flash storage.
The hot data is accessible quickly and deterministically under any workload since there is no external connection, no intervening network to a SAN or NAS and no possibility of associated traffic congestion and delay.
Exciting to those charged with managing or analyzing massive data inflows, some flash cache acceleration cards now support multiple terabytes of solid state storage, enabling the storage of entire databases or other datasets as hot data.

Mobile Networks

Traffic volume in mobile networks is doubling every year, driven mostly by the explosion of video applications. Per-user access bandwidth is also increasing by an order of magnitude from around 100 Mb/s in 3G networks to 1 Gb/s in 4G Long Term Evolution (LTE) Advanced networks, which will in turn lead to the advent of even more graphics-intensive, bandwidth-hungry applications.
Base stations must rapidly evolve to manage rising network loads. In the infrastructure multiple radios are now being used in cloud-like distributed antenna systems and network topologies are flattening.
Operators are planning to deliver advanced quality of service with location-based services and application-aware billing. As in the enterprise, increasingly handling these complex, real-time tasks is only feasible by adding acceleration engines built into smart silicon.
To deliver higher 4G data speeds reliably to a growing number of mobile devices, access networks need more, and smaller, cells and this drives the need for the deployment of SoCs in base stations.
Reducing component count with SoCs has another important advantage: lower power consumption. From the edge to the core, power consumption is now a critical factor in all network infrastructures.
Enterprise networks, datacenter storage architectures and mobile network infrastructures are in the midst of rapid, complex change. The best and possibly only way to efficiently and cost-effectively address these changes and harness the opportunities of the data deluge is by adopting smart silicon solutions that are emerging in many forms to meet the challenges of next-generation networks.

Updated: Sony Xperia Z2 release date, news and rumors



Updated: Sony Xperia Z2 release date, news and rumorsSony loves a flagship smartphone and, if current rumors ring true, the Japanese firm is lining up its third in just over a year in the form of the Sony Xperia Z2.
January 2013 saw the arrival of the Xperia Z at CES in Las Vegas, which was followed in September 2013 by the Xperia Z1 at IFA in Berlin - and now we're hearing that the Xperia Z2 will arrive at MWC 2014 at the end of February.
Compare Sony's product cycle to the likes of Samsung or Apple - where we see an annual reboot of real flagships such as the Galaxy S4 and iPhone 5S - and you start wondering whether the Japanese firm has gone mad, or perhaps is onto something.We've rounded up all the latest news, leaks and rumors surrounding the Xperia Z2 to bring you a comprehensive overview of what you may be able to expect from the phone.

Panasonic launches two feature phones targetting mass market



 
In a bid to expand its reach to price-sensitive mass market, Japanese electronics major Panasonic today launched two feature phones for Rs 1,790 and Rs 1,350. 

The company said the devices offer a good battery life, Hindi support and security features like mobile tracker, security inbox and application privacy. 

"With these new offerings, Panasonic is focusing on expanding beyond the metros and delivering a remarkable mobile experience to the Indian mass consumers in tier II and tier III cities," Panasonic India MD Manish Sharma said in a statement. 

"This launch is a testimony to the company's focus in reaching out to these markets which are increasingly price-sensitive perfectly matching to our consumers' needs for affordable solutions," he added. 

The company had launched few premium smartphone models since May last year, when it entered into the domestic market and aims to achieve a market share of 8 per cent in first year.

How companies like Citi, Dabur India, EXL & others empower high performers



 
Leaders need to be constantly on call, motivating their team, pushing them to stretch their boundaries and providing the right opportunities. ET takes a look at the strategies used by CXOs to push their best men to perform even better. 
Stretching boundaries

High performers look for challenges, tasks that prompt them to constantly stretch their boundaries and an environment that encourages innovation and professional entrepreneurship. One of the cornerstones of motivating high performers in an organisation is to provide an environment that enables them to constantly raise the bar and showcase their strengths, say CXOs, who deal with such high performers.

A case in point is Anand Selvakesari, head of consumer banking, Asean & India at Citi, who believes in taking calculated risks on his people by stretching them to deliver more through extended roles and responsibilities. For instance, he creates ample opportunity to expose high performers to cross-functional and or cross-geographical markets, either as a participant or as a project leader. He also uses his network frequently to ensure that high potentials have the opportunity to meet senior global managers to further enrich these cross-market experiences. "Through these exposures, individuals invest in building their own global networks that are driven by common interests, which provide for free exchange of ideas across specialisations and allow them to further their career," says Selvakesari.
 


Agrees CV Raman, executive director, engineering at Maruti Suzuki: "We expose them to working on new products, and at times teaming up with Suzuki engineers in Japan. Each project could last up to three years. We throw extreme challenges, such as improve the performance, reduce cost or reduce the weight of parts... Opportunities are provided to present design innovations at international forums, visit global auto shows and technology centres to expand their horizons. Some of them also work on advanced engineering projects."

Allowing freedom

High performers look for a certain degree of freedom in delivering their performance and clarity in decision-making freedom entrusted by their team leaders. Companies have dedicated programmes and policies to identify high performers and give them the needed freedom to ideate, decide and act.

"We foster a culture, which empowers the employee and impacts the 'value zone'. The HCL culture allows employees to become independent while delivering the outcome. Hence, we see that high performers who demonstrate a mindset and behaviour to excel are more committed and engaged," says Sandeep Kishore, corporate VP, global head of sales & practice, engineering and R&D services, HCL Technologies.

HCL follows an inverted pyramid approach i.e. most initiatives are grounds up, rather than top down mandates. Pavan Bagai, president and chief operating officer, EXL, adds: "We give them challenging situations to work on. The more autonomy they get, more they are likely to deliver above and beyond their work responsibilities."

Showcasing Talent

CXOs believe that providing ample scope to high performers to get themselves heard is crucial to motivate in their role. At companies such as HCL, employees are provided multiple forums like Value Portal, MAD JAM, etc. to share their out-ofthe- box actionable ideas. Points of views are encouraged and ideas get reviewed across levels and potential high impact ones get deployed.

George Angelo, executive director, sales, Dabur India, says: "We try to give them high visibility projects with exposure to the highest levels of management in the organisation. In fact, when it comes to some, the biggest initiatives that have been rolled out in sales at Dabur, we have had significant contributions from some of these individuals."

Dabur has a structured process to identify potential leaders that identifies people who can handle large and complex roles. "We then expose them to roles that accelerate learning of different facets of the business. Typically, these will be roles that will provide them exposure to key stakeholders of many functions within the organisation," says Angelo.

High performers are involved in goal-setting and planning along with the senior leadership team and are given projects that involve work usually not entrusted to a person of their level.

Frequent feedback

High performers like to have regular feedback from leadership which not only helps them chart their future road map but also drives them to deliver better. Dabur, for example, has more frequent feedbacks for fast trackers, once a quarter, compared to once a year for everybody else. The purpose is reward and recognition as well as coaching. A high performer would be differentiated with a significant difference in compensation with an average performer in 3-4 year time frame.

HCL has a 360 degree Feedback that can be provided to anybody across organisation units using the 'Happy Feet' feature, thereby complementing the typical Bell Curve responses from the immediate ecosystem and providing genuine feedback for networked high performers.

Succession planning

Some extent of visibility about future roles and functions within the organisation motivates high performers. Several companies have projects to build future leadership pipeline as well as training opportunities to hone their leadership skills. "We are working on a project to build a leadership pipeline, figuring out how to go about succession planning, groom internal talent for future positions by pre-determining attributes needed in an individual to fill such positions," says Nilesh Gupta, MD, Lupin.

Furthermore, companies like EXL uses external coaches for high potentials to hone their leadership skills. "We use external coaches for high potentials as people might have great technical skills, but may not be great with people development, leading capabilities," says EXL's Pavan Bagai.