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Test Code : HP2-Z37
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HP CloudSystem: What exactly is it? | Real Questions and Pass4sure dumps

HP claims to have put deepest cloud, hybrid cloud and possibly public cloud in its pocket to promote to firms and service suppliers. however CloudSystem, as it is wide-spread, is rarely so an awful lot a platform as a group of intersecting HP items and roadmaps to get cloud capabilities -- elastic, self-carrier provisioning, storage and metered use -- into your statistics core.

At heart, or not it's the Cloud carrier Automation software that makes or breaks the HP cloud.

there's CloudSystem Matrix, CloudSystem business, CloudStart answer, Cloud provider Automation, Cloud carrier beginning, CloudMaps, Cloud Matrix working atmosphere, CloudSystem safety, CloudAgile, and on and on. HP has loads of stuff stamped "cloud." What's extra, there isn't a shrink-wrap; you prefer bits right here and there, and HP helps you installation and tune it. happily, there may be at the least one example in the wild to peer what in reality constitutes an "HP cloud."

"yes, they do have a great deal to examine," said Christian Teeft, VP of engineering for records center operator and features issuer Latisys. Teeft observed Latisys may also well have the first are living CloudSystem environment at an HP customer. Latisys is the use of the device to sell cloud infrastructure services, which are available in "deepest" and "semi-private" alternatives; dedicated clouds for consumers, because it were.

Teeft spoke of Latisys deliberately leaned faraway from startups and smaller cloud platform providers, speaking to commercial enterprise carriers and other provider providers like NewScale, Joyent, BMC and others about automation, but HP had the country membership marquee valued clientele and Teeft liked the combination with HP's hardware.

"There are synergies with HP around hardware blade programs and ISS," he stated.

business regular Server technology Communications (ISS know-how communications) is HP's way of distributing expertise courses and options to clients, a little like Microsoft's TechNet.

Teeft referred to cloud computing for business customers was becoming a fairly mainstream request, although precise usage should be would becould very well be exploratory or restrained to definite workloads, all new consumers wanted to look the potential attainable.

"or not it's a checkmark on a lot of RFPs and RFIs at the moment," he talked about.

HP additionally touts the means of CloudSystem to make use of external public cloud capabilities. Teeft pointed out he became privy to the capability to do hybrid clouds but that wasn't crucial to him. Latisys' cloud is unequivocally staying excessive and dry from melding with other features.

"Our workload goes to live within our 4 walls for now," he referred to.

Teeft observed CloudSystem had two other key merits for a provider provider. it is hypervisor agnostic, meaning they can serve greater than simply VMware users, and unlike cloud-in-a-container options just like the vBlock or Oracle's Exalogic or Cisco's UCS, it might run off a small hardware allotment firstly.

"It allowed us to do a distinct scale… we failed to ought to sink a few million dollars right into a vBlock or anything," he pointed out.

So what exactly is CloudSystem?The central part of CloudSystem is the Cloud carrier Automation application, which is in accordance with Opsware. HP is promoting three core add-ons: HP Converged Infrastructure (operating whatever known as the Matrix operating atmosphere), Cloud service Automation (CSA) and HP's own aid features to maintain it operating.

The Matrix OE is HP insight, really, and handles low-stage provisioning, monitoring and administration for actual and virtual elements. It additionally helps with network administration by hooking into HP virtual connect enterprise supervisor (VCEM). Cloud provider Automation is in the main Opsware, which HP bought in 2007. That offers every thing else obligatory to turn your infrastructure into a cloud -- the person interfaces (and consumer management), provisioning tools, configuration and workflow tools, and management/monitoring shows -- a entrance-end resource manager and orchestration tool. it could actually tap into HP's personal Infrastructure as a provider choices when these come on-line and with other public cloud functions like Amazon net features, in line with the literature.

HP says that HP blades and 3PAR storage are the hardware component for CloudSystem, but say most x86-primarily based servers and SAN storage can work with the Cloud service Automation application.

"They also promote that one at a time, so you can simply buy the software solution and put it to your hardware," mentioned Forrester analyst Lauren Nelson, who has spoken to a handful of CloudSystem early adopters.

Nelson noted that the CSA cloud platform provides the entire quintessential accessories to show a bunch of servers into whatever thing comparable to Amazon web capabilities or Rackspace Cloud. The person interface is rarely polished, in line with Nelson, however the performance is there; it's on par with items like Eucalyptus, Abiquo and

"With Abiquo, you can change the color of the interface history, I believe," referred to Nelson.

The intent HP is promoting the utility one after the other as a substitute of an exclusive hardware/utility bundle is that it desires to thrill either side: providers like Latisys, and additionally the customers who're on the fence about operating their own infrastructure or outsourcing. there may be a powerful impulse in businesses to do something within the means of private cloud this yr, stated Nelson, but clients are looking to birth small in the event that they probably can.

HP all at once has a lot of stuff stamped "cloud."

"in case your infrastructure is truly behind, you're going to be looking at a hardware/application answer or hosted inner most cloud," she stated. "if you're not quite as worried concerning the hardware, you might possibly be simply the software this year."

HP has a couple of further software enhancements for the base platform, like Tipping element, which gives some community safety, intrusion detection and site visitors management facets. CloudMaps are templates for the platform based on general commercial enterprise utility stacks, HP ArcSight can also be used for compliance, HP Storage essentials and the like. Aggregation Platform for SaaS (AP4SaaS) has billing and templates for application as a carrier providers baked in. All of these are sideshows to the Cloud service Automation utility.

IT giants compete for cloud dominanceNelson mentioned that, at this time, only HP and IBM have a complete equipment to offer agencies round private cloud, that means thoroughly built-in hardware and utility to run and support it. Dell's partnerships with Joyent and Microsoft (Hyper-V quickly music) and its personal digital Infrastructure device (VIS) weren't at the equal stage, and the pure-play cloud systems require loads of work to tune for a considerable number of styles of infrastructure. they are additionally a riskier guess, as the companies have an unclear future.

HP has put up a big tent for its private cloud products and piled it filled with bric-a-brac. At coronary heart, besides the fact that children, it be the Cloud service Automation utility that makes or breaks the HP cloud. Experimenting with and adopting cloud products in condo is right now becoming a fact for a lot of companies, and the large vendors are clearly trying to step as much as the plate. but if nothing else, here's yet yet another technique to demonstrate that cloud computing isn't just extra of the identical old facts center operations.

Carl Brooks is the Senior technology author for Contact him at

HP Inc. Unveils trade's most efficient Label Press for Converters and brands | Real Questions and Pass4sure dumps

PALO ALTO, CA--(Marketwired - Mar 29, 2016) -  HP ( NYSE : HPQ ) today announced the HP Indigo 8000 Digital Press, the business's best digital slender net press,(1) offering conclusion-to-conclusion label production at double the pace up to now purchasable.(2)

HP also announced enhancements for the HP Indigo 20000 and 30000 Digital Presses in addition to new ink and substrate options, providing converters and brands unmatched utility probabilities at quicker speeds.

"main manufacturers are more and more leveraging HP Indigo labels and packaging options to have interaction with patrons in targeted, significant and measurable techniques," talked about Alon Bar Shany, typical supervisor, Indigo division, HP. "With modern day announcement, converters are uniquely positioned to redefine labels and packaging standards with more desirable productivity, versatility and turnaround instances for a wide range of applications."

high-value, exceptional label functions now enabled at sooner speeds surroundings a new productiveness benchmark in digital narrow web printing, the HP Indigo 8000 Digital Press presents excessive-volume converters conclusion-to-end label construction at doubled accelerates to eighty meters per minute or 262 toes per minute.(2) Working in-line or off-line with an ABG fast tune semi-rotary die reduce unit, the press gives a good all-digital workflow as well as true-time great assurance, using AVT inspection know-how.

The HP Indigo 8000, WS6800 and 20000 Digital Presses assist HP Indigo ElectroInk premium White, a flexible new ink that helps converters carry a much broader range of opacity levels. moreover, the HP Indigo 8000, WS6800 and 20000 Digital Presses function a brand new color automation kit that perfects colour accuracy, consistency and repeatability, enabling converters to attain any company color in minutes.

next-level bendy packaging alternatives open new company alternatives The HP Indigo 20000 Digital Press now facets an improve package that allows for:

  • Compatibility with new substrates, equivalent to polyethylene and stretchable substances, for a wider range of excessive-quantity flexible packaging, cut back sleeve, and in-mould and drive-sensitive label applications, including lids and laminated tubes.
  • New colour capabilities, allowing advanced colour matching and colour consistency throughout jobs, presses and websites.
  • sooner turnarounds than prior to now feasible with HP Indigo Pack in a position Lamination, which eliminates treatment time, enabling instant time to market.
  • support for the brand new HP Indigo ElectroInk top class White in excessive-attention 20-kilogram ink pails for industrial-scale productiveness.
  • additionally, optimized changing solutions from Comexi, AB images, Karville and other companions provide sooner close-line and in-line finishing in addition to reduced waste and shorter setup times.

    larger productiveness and new substrates carry brilliant folding carton probabilities  The HP Indigo 30000 Digital Press improve kit increases productivity up to 30 p.c and allows dozens of folding carton jobs per day.(three) the clicking permits new high-margin opportunities with artificial media as well as metallized boards, polyvinyl chloride, polypropylene and polyethylene terephthalate materials. The HP Indigo 30000 Digital Press additionally offers new and enhanced security features, akin to micro textual content and barcodes.

    Designed primarily for in-line finishing with the HP Indigo 30000 Digital Press, the TRESU iCoat 30000 now offers protecting and spot varnish in a single move in addition to new embellishment capabilities with gold, silver and other excessive-viscosity flexo inks. The HP Indigo 30000 Digital Press is also suitable with HP companion converting options for inspection, creasing, folding and gluing. Integration with AVT's inline inspection system ensures error-free creation, immediately ejecting defective sheets.

    Availability The HP Indigo 8000 Digital Press and the HP Indigo WS6800, 20000 and 30000 Digital Press enhancements should be commercially accessible in 2016. All HP Indigo digital presses offer HP PrintOS connectivity, allowing valued clientele to display screen print fame remotely as well as tune and improve production performance over time. HP PrintOS is expected to be purchasable for valued clientele on may additionally 31, 2016.

    HP at drupa 2016 HP will exhibit the new solutions might also 31 - June 10 in corridor 17 at drupa 2016 in Düsseldorf, Germany. HP is additionally showcasing these options at Dscoop Tel Aviv and Dscoop San Antonio in April.

    on account that drupa 2012, HP purchasers have more than doubled HP Indigo WS6000 collection Digital Press installations to 1,000+ instruments and have installed greater than 80 HP Indigo 20000 and 30000 Digital Presses.

    This 12 months promises to be the most social drupa yet, with attendees, journalists, industry experts and brands joining within the #drupa2016 conversation. Add your voice to the discussion, and share your evaluation of recent HP Indigo labels and packaging options and their expertise for consumers by using adding the #ReinventPossibilities hashtag.

    Story continues

    greater counsel in regards to the newest HP Indigo labels and packaging solutions is accessible at Product videos and updates can be found on fb, Twitter, YouTube and LinkedIn. 

    About HP Inc. HP Inc. creates know-how that makes life more desirable for each person, far and wide. via our portfolio of printers, PCs, cellular contraptions, solutions, and features, we engineer experiences that amaze. extra tips about HP is purchasable at

    (1) The HP Indigo 8000 Digital Press is the best digital slender net press in the market in accordance HP interior and impartial market statistics.

    (2) compared to the HP Indigo WS6800 Digital Press.

    (three) in response to HP internal research as well as client validations.

    © 2016 HP Inc. The counsel contained herein is field to trade with out observe. The best warranties for HP items and capabilities are set forth within the categorical warranty statements accompanying such items and services. Nothing herein should be construed as constituting an additional guarantee. HP shall not be responsible for technical or editorial errors or omissions contained herein.

    ecu pushes to hasten beginning of Japan exchange deal | Real Questions and Pass4sure dumps

    BRUSSELS (Reuters) - the european commission put forward a proposed free-change agreement with Japan for fast-track approval on Wednesday, hoping to keep away from a repeat of the public protests that very nearly derailed a exchange pact with Canada two years ago.

    the eu Union and Japan concluded negotiations to create the area’s largest economic area in December, signalling their rejection of the protectionist stance of U.S. President Donald Trump. Now they wish to see it go into drive.

    The contract would eradicate eu tariffs of 10 p.c on eastern cars and the 3 % expense for many automobile materials. it would additionally scrap japanese responsibilities of some 30 percent on eu cheese and 15 p.c on wines, and cozy entry to significant public tenders in Japan.

    The tariff reduction and removal would in the reduction of by means of 1 billion euros (£870.8 million) the charge of eu items exported to Japan.

    The commission, which negotiates trade agreements for the european, will present its proposals to the 28 european contributors, together with an extra planned alternate contract with Singapore. european countries, the eu Parliament, and the jap parliament will need to supply their assent earlier than the trade pact can beginning.

    The commission hopes respective leaders will signal the european-Japan contract at a summit in Brussels in June or July and that both offers will come into force by using the middle of 2019, an ambitious deadline according to previous event.

    The eu is conscious of protests against and criticism of the european-Canada finished economic and trade settlement (CETA) in 2016, which culminated in a place of Belgium threatening to break the deal. It provisionally entered force last September.

    both Brussels and Tokyo wish to ensure the contract can enter force early in 2019, ideally earlier than Britain leaves the eu on the conclusion of March. If it does, it may follow immediately to Britain throughout a transition length except the end of 2020. in any other case, it might now not.

    many of Japan’s carmakers serve the european from British bases, and it has said having a deal in force right through the transition would buy it greater time to set up a separate change settlement with Britain.

    European Union flags flutter outside the european fee headquarters in Brussels, Belgium, March 12, 2018. REUTERS/Yves Herman

    One reason the Japan deal may get quick approval is that it doesn't take care of funding insurance policy, which critics say enables multinational companies to have an impact on public coverage with the threat of legal motion.

    The contract could then enter force after approval by way of the country wide governments and the european Parliament, in place of also having to relaxed clearance from countrywide and even regional parliaments.

    really, european and japanese negotiators have not agreed on the manner by which overseas traders should still be covered.

    Reporting via Philip Blenkinsop; enhancing by using Robert-Jan Bartunek, Larry King and Andrew Heavens

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    How Lenovo Is Leveraging the Brand from East to West | real questions and Pass4sure dumps

    In May 2005, when Lenovo Group completed a $1.75 billion purchase of IBM’s personal computing division, the China-based manufacturer leapfrogged its way to become the No. 3 computer maker in the world, second only to Dell and Hewlett-Packard. Along with rights to the venerable IBM name and logo, Lenovo got Deepak Advani, a Wharton graduate who was serving as vice president of marketing for the old regime. Michael Useem, director of Wharton’s Center for Leadership and Change Management, and Wharton marketing professor John Zhang spoke with Advani – who is now Lenovo’s senior vice president and chief marketing officer – about what it takes to merge an Eastern business with a Western one.

    Useem:  Following Lenovo’s acquisition of the IBM PC line, could you talk about the kind of leadership you need to exercise under the new Chinese ownership?

    Advani: When you look at the IBM PC division, remember that the “I” stands for international. The last three jobs I had were all worldwide in scope, so the ability to work with individuals from different cultural backgrounds was really a requirement of IBM. In the leadership positions I held there, my teams were located around the world – in Latin America, Asia, Europe and in the United States.

    One of the key leadership attributes necessary to do well at IBM was to find ways to turn diversity into a competitive advantage. That happens when you are very respectful of different individuals and the way they think, because at the end of the day everyone has developed a point of view that has been influenced by the various experiences they have had and the cultures within which they operate…. Very often there isn’t a black-or-white, right-or-wrong answer. If you can put aside your biases and look at others … from an objective perspective, then all of a sudden you start to realize that what they are saying makes so much sense to them.

    Also, there are cultural differences. Some cultures are much more vocal, aggressive and outgoing, and others are more reserved. Keeping that at the forefront of your consciousness often helps, since very often you have to draw ideas out of certain people. So at the end of the day at IBM, one of the things I [learned] was to be respectful and to understand different people’s points of view.

    [With respect to the Lenovo transaction], one of the most fulfilling experiences with the team that I have worked with over the course of the last six months has involved getting to know some of my colleagues. They are very smart, very young, very driven and very good team players. The working relationships have been outstanding on both sides. There’s a burning desire to make this succeed.

    I remember in your [Useem’s] leadership class that you would say, in the context of Apollo 13: “Failure is not an option.” We are in the sort of situation where we are energized to make this thing work. As [Lenovo] chairman Yuanqing Yang told us six months ago, in order to be a cohesive team we had to remember three key things: trust, respect and compromise. We would need to trust one another, to be respectful of the different points of view, and to compromise – not in the sense of the lowest common denominator, but in the sense of realizing that not everything we do will be done the way we want, or the way we always did it. We are going to look at the best of all worlds and try not to do what we have always done in the past. That is the meaning of compromise, and it has worked very well for us.

    Useem: A reporter once asked Dale Berra, son of [baseball great] Yogi Berra, if he was similar to his father. And he replied, “No, our similarities are different.” Given that you have worked on both sides of the Pacific, what are some significant leadership styles or approaches that are similar or different from those of the U.S., and how do you use them to bridge an international gap?

    Advani: We are similar in that both sides are very much meritocracies, so the best ideas rise to the top. I have also seen a very strong focus on the marketplace and what the customer really needs. Both the old Lenovo and the old IBM PC division differentiated themselves in the marketplace through innovation, but the mantra that we both have is a focus on innovation that matters. We don’t want to innovate for the sake of innovation, but we want to innovate in areas that address customer pain points.

    So being very focused on the marketplace and on customers are key attributes. And we are both focused on honesty and integrity in all our dealings. Maybe it’s unique to this company, but Lenovo modeled itself, 20 years ago, after some of the multinationals like HP and IBM. When two companies come together, there tend to be unique cultural differences to be resolved. A lot of people focus on the differences in China and the United States and the rest of the world, but I think that is less important, because IBM operates in so many countries that we are used to dealing with global differences.

    What’s more important are the company cultures and how they are different. As we have seen, some mergers and acquisitions never realized their full potential because the company cultures were so different. But in this case we actually studied the key values both companies had, and they mapped almost one-on-one. Innovation is the way we both differentiate, and customer service is very important, [as are] integrity and honesty in all dealings. I would say from a leadership perspective, having those attributes in common – meritocracy, focus on the customer, and integrity in all our dealings – is important.

    You also asked about the differences between the way we did things in IBM and the way I see Lenovo. When I was in the PC division of IBM, during the last four years we were not investing in the business for growth. We got out of the consumer [business] in the late 1990s. We decided that profitability was very important and instead focused on the enterprise market. So there wasn’t as much focus on growing the business. Whereas in Lenovo, I sense an incredible optimism and appetite for growth. The mindset is that “the future’s so bright I’ve gotta wear shades.” As we bring two teams together, creating a culture of profitable growth is one of the important issues. So we were a little different there.

    The other difference is that in IBM we were a business unit within a very large, complex organization. If there was a problem that needed to be solved, we needed to make sure that we were consistent with Armonk (N.Y.) corporate headquarters’ policies, systems and other issues. But what’s incredible about Lenovo is because it’s a PC-focused company – in a very dynamic, fast-moving industry – if it thinks that something needs to get done it can do it. As we come together, that’s very liberating, at least for me personally. If you see an issue, you just take action, you take it quickly and you learn as you go.

    Zhang: Do you have a free hand?

    Advani: Absolutely. One of the first questions I asked chairman Yuanqing was: When it comes to decisions that I need to make – especially in marketing – do I need to go to him for approval? He said: “You are the head of marketing. You make the decisions and I will support them.” He was very clear on that. So one of the things that I have noticed, and I don’t know if you can generalize this as “East vs. West,” is that in very large companies you tend to be a little more risk-averse. You tend to be more conservative because you don’t want to make a lot of mistakes. That damages your career to some degree. Lenovo is much more entrepreneurial. If something needs to get done we say, “Look, let’s do it and let’s go.” There’s a sense of urgency. That’s a different leadership style and I think it’s really great for the PC industry.

    Zhang: My mom used to tell me that any marriage is difficult, but a cross cultural marriage will be even harder. Right now you are in a honeymoon period. I wonder if you have encountered any sort of surprises.

    Advani: Yes, there have been some little surprises. But they are more silly than serious. Here’s an example: I’ve gone to China maybe half a dozen times this year. My colleagues there are just incredibly gracious hosts. Someone picks you up at the airport; the calendar is planned out; it’s terrific. Well, we sort of made a mistake early on, when an executive [from China] visited the United States. We didn’t realize that maybe someone should go pick him up at the airport and have things laid out. It was a courtesy kind of call that we were not conscious of, and we had to fix it. But it was a very minor thing.

    As you get to know some of your colleagues, you find that companies have very similar cultures. We have been able to work through most issues very well because it comes down to people. It comes down to one-on-one relationships, and once you start building those relationships, then you can overcome many things. That’s what has been happening. Whenever we get together we go out and have dinner, show pictures of the family and all of a sudden there is a real bonding taking place. In February, for instance, we had a meeting of about 30 executives in Las Vegas. We were still getting to know one another, and the chairman of the board put his arm around my shoulder and said, “Hey, Deepak, I hear you’re a pretty good blackjack player. Let’s try our luck at blackjack.” About eight of us took over a table and we were there for a couple of hours. We had a great time. We built very strong relationships.

    Now, as we go forward, without a doubt there will be challenges. When you look at the way Lenovo operated in China, it was a very successful business model. On the China side we understand the business model; on the China side we understand the needs of the marketplace very, very well. A lot of it applies to other markets, particularly to other emerging markets. But not everything. So we’re having a dialog about what makes sense to replicate, and what doesn’t make sense to replicate. We will have those challenges, but the personal relationships that have been cemented will help us.

    Zhang: Many Chinese companies seem to want to go international. Based on your interactions with the management there, do you think that those companies are ready to go international?

    Advani: There’s no question that it’s going to happen. It’s just a matter of how quickly. I was with IBM for 13 years and my career was on the fast track, so I wasn’t looking to leave. But then this opportunity came along, and now, having had the pleasure of working with my colleagues in China for the last year or so, I have been incredibly impressed. The mindset here is very smart; they are great team players. And they really understand the basic business fundamentals. Many of them have been educated at business schools in the United States. The mindset is: What does it take to win, and how can we deliver value to customers? The management team is very hungry to learn what it takes to build a truly global business.

    Useem: In light of your experience so far, do you have any advice or warnings for other Chinese companies looking to invest in the U.S.?

    Advani: I think that if it makes business sense for the customer, then there’s a lot that can be gained from such partnerships. I did Linux strategy for IBM, and one of the comments that was made by a senior executive at IBM – back when Linux was very new – was that as companies we place bets on trends in the industry. Some pan out and some don’t. But if a trend is going to deliver economic benefits for customers, it’s going to happen with or without you. So you better find a way to make your business model work and get aligned with the market forces that will deliver economic benefits.

    The advice I would have is that whether it’s a Chinese company working with an American company – or any two companies that are coming together – there have to be synergies and economic benefits to customers. Part of the reason that our integration has gone so incredibly well over the last couple of months is that there is hardly any overlap between the Lenovo business and the old IBM PC division. With the IBM PC division, more than 60% of our business was with notebooks. And when you look at Lenovo in China, 85% of it was in desktops. We [IBM] had revenue coming from every corner of the world, while [Lenovo] was focused primarily on China. We were focused a lot on the large-enterprise mid-market and they were focused on consumers and small business. As long as the business reason is sound, then coming together would make a lot of sense.

    Zhang: What are the challenges that you face today, as the person in charge of marketing?

    Advani: We are in the process of establishing the Lenovo brand and trying to introduce Lenovo to the world. There are competitors out there saying that every dollar spent on a ThinkPad goes directly to the Chinese government. So the challenge is establishing Lenovo as a worldwide brand that focuses on innovation in ways that matter to our customers and our stakeholders. You may know that Lenovo is an Olympic sponsor – of the winter Olympics in Italy and then the summer in Beijing in 2008. So we are leveraging the Olympics, the strong partnership we have with IBM, and the great products we will be introducing over the next couple of quarters. We are leveraging the strong relationships we have with our partners like Intel and Microsoft. We are going to use all these elements to introduce Lenovo in a holistic way to the world. It’s a huge challenge but it’s exciting.

    It wasn’t too long ago that people thought Korean companies could not produce innovative, high-quality products, but Samsung and other companies changed that. And 20 years ago the same thing was thought about Japan. We’re at the beginning of a wave with China. When you look at Lenovo, a lot of people are completely underestimating the assets that we are going to bring to the market. We have won a number of awards [for our products] and I think the world is in for a surprise.

    Knowledge@Wharton: Returning to the topic of complementary capabilities and synergies: Mary Ma, the CFO of Lenovo, was interviewed recently by BusinessWeek. She said that while Lenovo has very strong supply chain control, it doesn’t have much experience in sales and marketing, especially when it comes to managing in more than 160 countries, the way IBM does. How are you managing the process?

    Advani: I’m responsible for managing the worldwide market for Lenovo. I have a global marketing team in Raleigh, N.C., and in New York. I also have marketing teams spread around the world. The European headquarters are in France, the Asia headquarters are in Australia and China, and I have localized marketing teams at the country level. These teams work to understand what the trends are in a given country, what the real met and unmet needs are of the target customer and what the best way is for us to communicate our value proposition.

    Basically we’re taking that infrastructure and the marketing know-how we have around the world and using it to introduce the product that we sell only in China. So we have in-depth knowledge of countries all around the world. Our advertising agency, Ogilvy & Mather, also has local insights into the countries in which we operate. And even though the old Lenovo did not have a lot of international experience, we have very strong marketing teams in China. This whole process is designed to bring together the best of what the old IBM PC division has to offer – the international marketing branding know-how – and couple that with some of the strengths we have. There are many lessons we can apply from China and the other emerging markets, and that is going to be a big focal point.

    Knowledge@Wharton: What role does the IBM image play in the Lenovo marketing? Is it helpful or a hindrance?

    Advani: I think it’s absolutely helpful. IBM resells Lenovo PCs. It provides worldwide service and support for Lenovo PCs, and provides financing. IBM is the biggest customer because it buys Lenovo PCs. Most important, the IBM logo will stay on the ThinkPad and ThinkCenter PCs for up to five years. For 18 months it remains exactly as it is now. After that, the IBM part becomes smaller and Lenovo becomes bigger. Right now, we have talked to more than 4,000 of our customers and more than 90% of them say they are either positive or neutral with this deal. Neutral means that they love the story but they want to see the results. That IBM association is a very good bridge, because [these customers] get reassured…. In the near term, the IBM relationship and brand are key bridges as we establish Lenovo. As I build up the Lenovo brand globally, we will carefully watch [consumer] awareness, preference and other metrics to determine when the right time is to switch over from the IBM brand to Lenovo.

    Top Fuel monsters put on notice: 5,000-hp electric dragster has 8 world records in its sights | real questions and Pass4sure dumps

    An Australian company is working from scratch to build the biggest, baddest electric powertrain ever hooked up to a set of wheels. Top EV Racing is aiming to violently end the dominance of fire-breathing Top Fuel cars at the drag strip, and smash acceleration and landspeed world records to boot.

    By now, everyone's well aware of the monstrous performance potential of electric drivetrains. The first time you stomp the gas on a humble Nissan Leaf commuter is a real eye-opener – let alone the sheer force of a Zero SR, or Tesla Model S.

    Neither of those are really designed as high performance machines, either. The Lightning LS-218 electric superbike is, and that thing accelerates fast enough to scare the hairs off the stoutest scrotum.

    Electric is no joke. But there are still heights to be scaled before the battery is crowned king over the combustion engine on the racetrack. When the flag drops, the bullshit stops and results speak for themselves.

    The Ultimate Challenge

    The quarter-mile drag strip is one of the purest tests of vehicle performance, and it's still ruled by the combustion engine; specifically, the Top Fuel class.

    These giant, mutant, 10,000-horsepower fire-breathers suck down more than 20 gallons of nitromethane fuel over the course of a pass. Their ear-splitting, 150-decibel, open exhaust headers are angled upward, and they push enough gas to give the car an extra 1,100 pounds worth of downforce to help with the almost-impossible task of sticking its giant rear tires to the drag strip.

    Fearsome doesn't cover these things. Within 0.8 seconds of launch, they're doing more than 100 mph, and they run a quarter mile in 4.5 seconds, hitting up to 332 mph at the finish line. That's in Australia, which is the only place that still lets them run that far. The rest of the world decided years ago that top speeds were getting out of control, and only runs them about three quarters of that distance … keeping top speeds to a much safer 328.8 mph.

    These are among the most extreme machines on the planet, a hair's breadth from explosive destruction at any given second, and ultimately these are the Goliaths that will need to be defeated if electric is to truly take over in the pure performance stakes.

    Electric drag racing is progressing fairly well, but it's nowhere near what the Top Fuel guys are doing. According to the National Electric Drag Racing Association, the current quarter-mile record for an electric dragster is 7.274 seconds @ 185 mph, set by the Swamp Rat team in Florida three years ago. That's crazy fast to you and me, but the 2.7 seconds between that and the Top Fuel record is an ocean of time in drag racing.

    In order to cover that distance and relegate combustion to the history books, electric drag racing has to take a huge leap forward – a leap that will require the biggest, baddest, highest discharge, most powerful electric powertrain ever hooked up to a set of quivering tires.

    Meet Top EV Racing

    This Western Australian company believes it's nearly ready to take on the Top Fuel challenge – and break an armful of drag racing, land speed and Guinness world records along the way.

    Top EV Racing is the brainchild of electronic engineer Michael Fragomeni, a long time drag race enthusiast, who drove a 9-second altered race car at the tender age of 12.

    Fragomeni and his team haven't just had to build a car. Off-the-shelf electric motors, inverters and battery packs simply can't produce and handle the massive power and discharge rates this task requires. So, using cutting-edge aerospace alloys, additive manufacture and generative design, the team has spent the better part of the last seven years working on the custom powertrain engineering.

    If this car lives up to its potential, it will be a foundational revolution in the sport of drag racing. Its 1,000-volt, 5,000-odd horsepower motor might fall short of the peak power figures of the Top Fuel cars, but it'll generate more than 17,000 pound-feet (23,049 Nm) of torque from zero RPM, has more "power strokes" per revolution, and should use its muscle in a far more controllable way than the combustion cars.

    The team believes it won't take long to beat the Top Fuel cars at their own game, under their own rules, and the Australian National Drag Racing Association (ANDRA) has agreed to let the Top EV car race alongside Top Fuel cars once it's sanctioned.

    If all goes to plan and they beat the best of the combustion world, things could get really interesting. Freed from the constraints of Top Fuel regulations, the Top EV team wants to start running a host of other new technologies that could make the car significantly faster and safer.

    And while acceleration times are the clear focus here, the team is also aiming at tarmac-based land speed records as well, with a stated target of half the speed of sound, or about 612 km/h (380 mph), down an airplane runway. These are wildly dangerous endeavors, accelerating terrifying amounts of electric energy to speeds that test the outer limits of control.

    We spoke with Top EV's director, electro-motive engineer and eventual driver Michael Fragomeni. A transcript follows:

    Loz: What's your timeline looking like right now?

    Fragomeni: We are about 12 months away from our debut run. When we debut the car we have to license both the car and me as a driver. We will need to complete a burnout, show we can launch the car and complete the quarter and half tracks.

    So we're going to be building the car up slowly. But we hope we can set a world record on our first day out, and then we've got another several to achieve after that as we continue to step the car up and learn the car.

    We're custom building the entire driveline, you can't buy this stuff off a shelf, and that's great part of what's taking time. In top fuel and like most motorsport racing, you can buy all of the engine and driveline parts from suppliers around the world and put it together. But for us it's new technologies, it's new development.

    We are also working towards commercializing these technologies. The components are scalable and can be used in other forms of motorsport including drag racing, but we are also eagerly exploring other industries and applications.

    If it was just about a race car, we could've built this out in the back shed, from a personal budget, and we could go fairly fast. But then it wouldn't be repeatable. This is all about building a business so we can support the car, take the race car around Australia and around the world in time, and grow to a multi-car team.

    So we've got to create a lot of new technologies, to be able to create and draw on the power that we need to achieve such.

    What kind of power are we talking about there?

    We've just been able to step up our inverter design and swing a bit more power to the motor. So we might end up close to 5,000 horsepower now. Yet we won't unleash that power straight away.

    It will probably take us 6 to 12 months from hitting the track to applying that full power because we want to be safe and repeatable, and keep the car off the walls. We're talking about 4,000-plus amps of current, so it's a considerable amount of energy. You approach it carefully and learn the car as we go. We're bound to find improvements along the way and implement those.

    We wear two hats really; we're racing competitively and going out there to put on an exciting exhibition. Really big burnouts and really show the crowd some exciting passes. But we're also developing the technologies and bettering that through constant research and development.

    Let's talk a bit about the records you're hoping to set.

    We're hoping to achieve drag racing records, and also land speed. On the drag strip, we want the Elapsed Time and Top Speed records for both the quarter and eighth mile. We want the Guinness World Records for fastest accelerating electric vehicle, and fastest accelerating wheel-driven vehicle outright. And we want land speed elapsed time and top speed records as well.

    We'd like to do land speed not only on the quarter mile, but also on asphalt. We're not really looking to hit the salt. The car is designed for an awful lot of launch energy. We really want the traction, so we would like to stay on asphalt.

    Zero to 200 km/h (124 mph) in 0.8 seconds over the first 20 meters, hitting over 7G's is the goal, and drag strips are prepared with sticky rubbery glue all down it. We're able to apply energy and get that launch. When we go to an aircraft runway, even though it's asphalt, it doesn't have that sticky preparation on it. So we're not going to be able to achieve the same launch forces on a long runway, we'll instead have a more consistent acceleration off the line, and hold it for a lot longer over the measured mile.

    Our top speed goal is half the speed of sound, 612 km/h (380 mph). That's more than enough for us now. The limit for rubber tires is about 800 km/h (497 mph). They just fly apart after that from the centrifugal force and dynamic loads. But we'll cross that bridge when we come to it.

    What kinds of tech are you developing to get there?

    Batteries, inverters, motors. There's also data acquisition, safety intervention, and active aerodynamics systems.

    How about traction control, will you be using anything like that?

    I'll have the feature to be able to completely "manual-ise" the car and it's all just up to me as a driver. Or I can turn on our closed-loop control systems.

    The Australian National Drag Racing Association will class us in Exhibition class, and that means we can pretty much do what we want, within safety regulations. But we do what to be able to compete fairly against the Top Fuel cars in time. We're trying to keep everything as Top Fuel sanctioned as possible so it's apples for apples, apart from the obvious driveline differences.

    So, the same minimum weight, the same chassis parameters, the same aerodynamics, but you can't have any closed loop controls, you can't have any real-time performance intervention. It can be pre-set before the run, but you drive the car essentially manually.

    We want to be able to do that, get as fast as we can under all the Top Fuel regulations, and ANDRA has said they'll let us race side by side with Top Fuel cars once we've had a few meetings under our belt and we can show we're safe and consistent. The ultimate goal over the next two or three years is to reach those cars' speeds and then beat them.

    Once we're at that point, we can start using higher technologies that aren't really allowed in drag racing, to go faster. So once we match them with their regulations, we can start doing some very different things to the car.

    That'll bring us to our version 2 car, and it'll have very different aerodynamics and not worrying about minimum weights, and hopefully we'll go a fair bit faster in time. That's our long term goal. We're already planning version 2 and version 3, so we know where we're headed with things.

    So as you go down a drag strip side by side with a Top Fuel car, where will your advantages be?

    We feel we're going to have an amazing advantage all the way to half track. That's for a couple of very obvious reasons; electric motors make all their torque from zero RPM, so we've got more launch force. In Top Fuel drag racing, these guys are slipping their clutches all the way to half track or more, so they're not using anywhere near the full power their engines are able to make until about half track.

    Our limiting factor is tires and grip, just like theirs is. But the difference, I believe, is that we're applying our power and torque much more precisely and more controllably. Those cars are subject to clutch behavior changes. And the air pressure, humidity and temperature change, which affects the power of the motor, and the ignition timing is critical as those variables change and the applied load varies. They have a lot of factors changing dynamically that are very hard to master.

    We believe we can be a lot more precise and measured, with a lot more control. We hope to achieve more launch force and take advantage of our launch force more linearly up to half track.

    Now, electric motors do roll off torque with higher RPM, and that's something we'll have to monitor with data acquisition to work out those characteristics and how to better them over time, yet it's not overly different to an internal combustion engine rolling off power and torque at high-RPM too.

    But we by no means think we're going to hit the track and do a 4-second pass. This is going to require development, and the evolution of the car, the technology, and us as a team.

    There's nothing off-the-shelf to run these kinds of power, so it's been about seven years of specific development to date, specifically on this project. I've been an electro-tech my entire career, working on electro-magnetic drives, switch-mode inverters and all sorts of things over my 30-odd years of practical career time, so a lot of the fundamentals are well-exercised.

    What are the biggest challenges for you guys at the moment?

    Our biggest challenge is developing motorsport sponsorship partners. This venture of ours is understandably not a cheap exercise by any means, what with engineering, materials, parts, exhibition assets, and a lot of time. We've been actively working with sponsors to build up this race team, which is the approach for many global motorsport categories. That takes a lot of time in itself, to generate those relationships and see what sponsors want out of the project, and incorporate their insight.

    We have many great companies on-board, and with their support our team and program is growing exponentially. Our debut naming-rights partnership is currently open to be established. If any of your readers here have an interest in getting on-board, please go to our website, have a look through our dedicated sponsorship partners, and please drop us a line.

    So developing the right professional networks and the right sponsors over time is a large chunk of the admin side of the business, aside from all the time we spend on developing the engineering and components. We don't want to be a one-hit wonder, and then park the car away. There's a lot to achieve, to learn, to address.

    Then there's the constant advances in component-level technologies. Battery management systems, data acquisition, nano-tech coatings, and the like. Battery cell chemistries are constantly evolving. Discrete components in electronics such as high-output transistors, everything's constantly evolving.

    It's a double-edged sword. We want to hit the track yesterday, yet some of the extra time we've spent is because there are different components becoming available at a rudimentary level that we can use. It seems the longer we take to get to the racetrack is good, because we'll have newer tech and improved safety margins in devices that we can utilize.

    Are you aware of anyone else trying to do something like this?

    There doesn't seem to be anyone doing this at such an advanced and scientific level. There's a couple of electric drag racers with fast cars, that have almost hit 200 mph. And they're very close to doing just that. It's an exciting space, and a healthy rivalry nevertheless. Top EV is a whole other level, different driveline approaches and new technologies, with our power levels a hell of a lot more difficult to achieve safely.

    We're talking about enough potential power, mounted within a foot behind my head, to run a whole suburb of houses with lights and appliances switched on. The electro-chemical energy density of the battery pack is equivalent to more than 18 kilos of TNT. If that's to short circuit and dissipate all the energy in the power pack, you're dealing with 18 kilos of TNT essentially, plus high speed and stability at those high speed you're pressing the boundary of.

    So you can start to work out that safety systems are paramount in this kind of race car. Certainly for me as a driver. But not just that, for the team and track safety crew as well. They need to know that the car's safe if they need to extract me out, and that the car's chassis is not live for example. They can't use their standard fire extinguishers on things either. So there's a lot of electronic safety systems, technical considerations and personnel training for all involved.

    We've spent a lot of time on this project, and we're in for the long haul, because we want to do this right, we want to do this safely and we want to promote the sport, so that in time, Top EV becomes the name of the class we'd like to see come about. You've got Top Fuel, Top Alcohol, Top Doorslammer, Top Bike, as class naming conventions, and now Top EV–Top Electric Vehicle.

    To get that going, you'll need serious competition.

    And we'd love to see other cars preparing to compete. We imagine over the next few years you'll start to see a complete field. Wouldn't that be exciting?

    I've worked a lot in high-end competition-level car audio for about 20 years of my life. I've set seven world and Australian records. Without sounding too arrogant, every competition we'd go to, we'd win. I got about 90 trophies in that time, plus those of my clients. It's a bit lonely at the top. It can be quite unsatisfying not to have someone next to you that you're really edging to beat. That lack of competition.

    The same thing will happen in this sport. If it's just us out there setting speed records and whatnot, well, that'll be awesome for the first year or two. But as much as we think we're addressing all the challenges and all the hurdles and going fast, there's other people with different minds that can do things differently.

    Certainly, we hope to dominate the field once there is a field, but it'd be great to have that competition next to us doing their own things as well, and raising the bar with collective development. I guess we're looking at the 3, 4, 5 year mark for that.

    I just can't wait to be strapped in and put my foot down. It'll be a great reward for all, with the time and effort inputted and with the great people involved.

    I understand you're working on being able to show some telemetry visually on the car, and via an app to fans in the stands. Can you talk us through that?

    Exactly right. We have the technology to monitor the vehicle in a number of ways and share this with the audience. Fourteen inbuilt cameras will help us to monitor various components in the vehicle with four of these available for streaming to the public. It is an exciting novelty, and just another way we can engage our audience, both locally and globally.

    You mentioned active aerodynamics; what are you planning to do with that?

    Front and rear active aero. It's been designed and developed, and now we're starting to fit it to the race car, and that's going to give us a lot more control and stability down the course.

    Now, in order to be apples for apples when we race against other classes, we won't use it. We'll set things up manually. But once we're free to use our own systems and controls that are not sanctioned … Look, active aero's nothing new, you see it in many forms of motorsport and exotic cars. But not in drag racing, it's not used. We've never seen it used once. I hope when we hit the track with ours, it'll be the first time that's been seen in use, and always the most advanced.

    There's a lot to develop there, that'll give us a lot of efficiency down the run, and certainly stability control. It also gives us the ability to brake the car aerodynamically if we have an issue. So I'm able to hit my abort button that'll intervene in many systems and bring all the wings up at a high angle of attack and slow the car down.

    If you have a static wing position, then your drag and downforce are generally proportional – they both increase with speed. You want downforce, you don't want drag. In the case of active aero, you're able to launch with a lot of angle for increased downforce at low speed, and then as our speed increases we can take the angle of attack out and thus drag away. So downforce becomes a consistent force, instead of one that linearly increases with speed. That'll help us to get faster in the second half of the track especially.

    What sort of battery do you need for this kind of work?

    It's centered around very high discharge ability. One advantageous consequence of that is fast charging ability too, but that's not a big practical consideration for us, because we have about two hours to turn the car around between competition runs, and we'll only need a few minutes to charge up if we need to push it. We'll have plenty of time to maintain and check over the rest of the car as we essentially trickle charge the thing back up.

    But yes, very high electrical discharge. It's drag racing, so 4-5 seconds of full throttle, and we're dissipating a hell of a lot of energy throughout those 5 seconds. So the internals are designed for very high current discharge, very high thermal stability, high-voltage isolation, and safety in the case of internal explosion, and safety in the case of high-speed impact.

    Even though the specifications of our battery packs are designed for drag racing initially, we see a lot of potential uses in other high energy discharge situations as well. These driveline technologies can go into aircraft, or flying cars, boats, hyperloops, and similar.

    We're set for killer power, but this can be scaled down for other applications. The race car, for us, is effectively a dyno machine for our ongoing research and development. To the motorsport fans it's a new race car spectacle, and we'll do great burnouts, we'll set great elapsed times and speeds, we'll achieve our performance goals, and we have a lot to show and a lot to prove.

    When was the last time there was a real technological revolution in drag racing, a new class, something like what you're doing now?

    That's a really good question. Before electric? I'll try not to offend the petrolheads out there, and I'm a revhead too! But what we've seen with the internal combustion engine, both in motorsport and in day-to-day transport is improvements in materials, improvements in the tolerances of machining by CNC essentially, and improvements in data acquisition and therefore tuneability.

    They're very small increments. So you've seen a lot of drag racing classes, and speedway, NASCAR and Formula 1 for example, slowly implementing electronic fuel injection, electronic ignition mapping, variable intake runners and variable cam timing from a better understanding of port flows and fluid dynamics inside ports … You've seen a lot of improvements over time, but it's still the same basic technology.

    We're using the latest cutting-edge aerospace materials on the car, and adopting additive manufacture. Certain parts are 3D printed. We don't know of any drag racing teams that have used any form of 3D metal printing for any part for their car, let alone made with the best aerospace alloys on the planet. We've partnered with Airbus on that and we're using its Scalmalloy.

    When we went to additive manufacture, we had to take another look at our designs, because they were all ready for CNC machining. But now we can make shapes that aren't limited by CNC machining tool paths, and we're using a material as strong as Titanium yet as light as aluminum, so we can really reduce our wall thicknesses and make components that are much lighter but just as strong. That's taking advantage of the pure material science and additive manufacturing advances.

    Hopefully when we hit the track and debut with all this stuff, we can be the first to do it. And that'll be a testament to our partners, our sponsors, our team, our forethought, and we're grateful for access to these technologies from around the world.

    We look forward to following Top EV Racing's journey going forward.

    View gallery - 10 images

    John Smallwood: McDermott, Eagles defense already under the gun | real questions and Pass4sure dumps

    SO MANY THINGS to fix, but so little time to get them all corrected.

    To be honest, right now, you can apply that to all phases of the Eagles - offense, defense and special teams.

    Still, while no unit has distinguished itself during the first two preseason losses, defensive coordinator Sean McDermott is being watched by Bird backers with a little more scrutiny.

    He's the rookie coordinator charged with replacing the iconic Jim Johnson. He's the one with no track record. He's the one whose unit has been toasted for 38 points when, presumably, most of the starters were on the field against New England and Indianapolis.

    Think what you want about head coach Andy Reid and offensive coordinator Marty Mornhinweg, but past results have shown that once they get all the players they're counting on healthy, they'll figure a way to get this offense working efficiently.

    And whether it's fair or not, if the late Johnson were still the Eagles defensive coordinator, we'd think much the same way about the defensive side of the game.

    But we don't know what McDermott is yet. We can believe that he has been properly prepared for this role, but we don't how he's going to perform.

    We don't have enough empirical evidence to know if the Eagles' defensive lapses in the first two preseason games are easily correctable with proper adjustments and execution or a sign of something more troublesome.

    "I do," McDermott said yesterday when asked if he thought he is where he needs to be as a defensive coordinator at this stage. "I feel like I'm on schedule in terms of my development.

    "It's important that, just like the players, we need to make progress and that includes me, that I develop continually with each week and with each game. As I mentioned before, my second call is better than my first, and my third game is better than my second."

    That all may be true, but the problem is that whatever McDermott and his defense have been doing, it hasn't been good enough. And if it doesn't get better in the next few weeks, this defense is going to be in for a lot of hurt come Sept. 13 when the Eagles open the regular season at the Carolina Panthers.

    You can say what you want about the insignificance of preseason games. You can even point out that the Eagles faced future Hall of Fame quarterbacks Tom Brady and Peyton Manning in those first two games.

    The facts, however, remain that the Eagles defense has not looked impressive, and that adds more emphasis on the notion that McDermott wants to see his unit play significantly better in Thursday's game against Jacksonville at Lincoln Financial Field.

    Considering the primary goal of the last preseason game is to ensure your starters come away healthy for the season opener, the game against Jacksonville will be the final chance for the projected starters to clean up the messes they have left thus far.

    "On an individual basis and play-by-play basis, there were some outstanding efforts," McDermott said of the Indianapolis game where the starters surrendered two first-quarter touchdown passes to Manning. "Obviously as an overall defense, generally speaking, it wasn't where we needed to be from an execution and fundamental standpoint. We have a long list of items where our focus is right now on areas where we can get better."

    I find it a bit discouraging that after a full training camp and two preseason games, McDermott's emphasis has to be on the execution of fundamentals.

    I don't expect the Eagles running on all cylinders right now, but I'd at least like to see them be able to shift out of first gear.

    "You want to see the ones come out and start fast, No. 1," McDermott said of what he wants his defense to show him against Jacksonville. "You want them to come and establish an attitude and mentality of this defense and execute the defense from pre-snap until the whistle blows."

    McDermott sounded like a guy confident that the issues have been identified and can be corrected.

    "We've gone back to the drawing board to make sure that we understand what's going on there," McDermott said. "We hope [the problem have been corrected].

    "That's what you do as a coach. You come back and it provides a learning opportunity and a teaching opportunity. So, we'll treat it as such."

    The thing is that this is a timed test, and the clock is rapidly winding down before a crucial pass or fail exam will be taken.

    "We have a long way to go until we are where we need to be," McDermott said. "Even when we are where we need to be, we will still have a long way to go.

    "[The final preseason games better be enough time] because in 2 weeks from now we'll be kicking off against Carolina. That's a formidable opponent down there. There won't be any time for it not to be enough time then."

    For recent columns, go to

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