(R)evolution: the changing face of the Cloud
Businesses, emerging in a post-pandemic world, are the first witnesses of a greatly changed landscape. The Cloud, as it became known during the past decade, represented a modern version of an old concept; its roots can be traced back to the very beginning of electronic computers, mainframes. However, the changing face of modern industry practices are presenting new challenges which can only be met by the evolution of the Cloud into something better suited to tackle them.
The transformation of the Cloud is already well underway. The Cloud itself, even though it is being described using a single word, cannot be seen as a single technology; in reality, the “Cloud” comprises many different technologies, all of which are evolving and adapting. The Cloud, in turn, is a succession of wavefronts formed by the many converging waves of versions of component technologies. Each new wavefront could be seen as a new version of the Cloud; IBM has already identified and numbered the first four Cloud versions, the first two of which we are already familiar with, while the latter two are entirely different propositions and do away with conventional operational paradigms.
Cloud v1 is being described as the idea that data center functionality can be purchased through an “As A Service” model, with the actual cost based on the utilization of said service. Cloud v2 refers to the ability to purchase cloud services from hyperscale cloud providers with a simple transaction. The next wave, always according to IBM, will be Cloud v3, which marks the shift to the cloud-as-the-default modus operandi for businesses, as well as the inclusion of networking, application, and compute infrastructures within it.
However, the Cloud in whatever version is not the be-all and end-all of the digital transformation. Indeed, a new concept has arisen from the turmoil of the pandemic, one which reflects the hybridization of operations: the hybrid cloud, combined with the multicloud, is the new “thing” in corporate IT centers. The combination of multiple external cloud service providers with privately owned on-premises infrastructure is now regarded as the best way forward, taking advantage of the benefits of both worlds whilst, at the same time, mitigating the limitations and downsides of both. Info Quest Technologies is in a unique position to offer a wide range of cloud solutions and services, providing the exact unique blend that will be the perfect match for each of the clients’ needs. Contact us through email@example.com to discuss your own cloud requirements.
Wi-Fi 6: The next big thing in wireless connectivity
Undoubtedly, Internet has transformed the way we do business, making data more accessible, creating connecting communities, boosting communication & collaboration, and allowing an inclusive and diverse marketplace, don’t you agree? And when it comes to a company – regardless of its size, complexity, or geographical location – connection to the Internet is vital with Wi-Fi being in the spotlight. But what happens when Wi-Fi is slow, even though the primary Internet connection is fast? In such cases, Wi-Fi 6 is the absolute solution. And we are sure that most of you have already heard about the new robust wireless networking standard: Wi-Fi 6, also known as 802.11ax.
But let’s see how it works! Imagine you are in a meeting room with many different networks – all trying to use the same set of channels – and many people sharing the same network with you. For sure, collisions and slowdowns are inevitable. So, companies need an ally to improve performance in crowded Wi-Fi areas that will also advance their hybrid work experience, delivering faster connections & faster data transfer speeds and providing improved power efficiency.
Wi-Fi 6 has it all, as its efficient data encoding offers higher throughput. More specifically, more data can be packed into the same radio waves. Since the chips that encode and decode these signals are more powerful, they can efficiently handle the “extra” work reducing the latency significantly. Wi-Fi 6 offers longer battery life for mobile devices and less bandwidth congestion, apart from faster performance. And it’s a fact, as when the access point is talking to a device, e.g., your laptop or smartphone, it can tell the device exactly when to put its Wi-Fi radio to sleep and exactly when to wake it up to receive the next transmission. This will conserve power, as the Wi-Fi radio can spend more time in sleep mode offering longer battery life.
Experiencing a time when the majority of the business world is in hybrid working mode and many businesses will continue this business model even when covid 19 leaves us, it goes without saying that companies have to upgrade their wireless infrastructure (routers, laptops, and other Wi-Fi devices) to get better speeds. Don’t you think it is high time to reap the benefits of uninterrupted access to applications, data, and services? Contact us to learn how!
The big push towards 1.5°C and how to get there
Everywhere around the globe, everywhere you look, there is clear evidence of the climate change. What’s worse, the effects of climate change are severely impacting societies as well as the global economy in an unprecedented level. Humanity has pushed the limits of the natural environment, perceiving it as a “sink” of infinite capacity and infinite stability. The past few years, however, have demonstrated in the most dramatic fashion that, not only is the stability and capacity of the Earth limited; we have already reached those limits long ago. Obviously, the Earth is still going to be here millions of years from now, with its atmosphere and nature. The problem is that humans will have a hard time living in that environment and human civilization will have an even harder time flourishing in it. In order to reduce the risks for the near future, requires us to work towards limiting the temperature rise to a maximum of 1.5°C, compared to pre-industrial temperatures.
In order to achieve that 1.5°C goal, global greenhouse gas emissions should be cut in half by 2030 and reach net zero by 2050. Moreover, some of the carbon already present in our atmosphere should be removed. It is of paramount importance to understand that reducing emissions is not an endeavour only applicable to governments or huge multinational corporate entities, but something that everybody can have an impact and should strive to achieve. The entire business sector contributes to the greenhouse gas emissions and can, therefore, also contribute to their reduction.
The United Nations’ report on 1.5°C concludes that global temperatures need to remain below the new threshold, if we are to avoid major catastrophic events. Therefore, it is imperative that emissions be cut in half for every passing decade – starting from 2020. This simple rule, colloquially known as the Carbon Law, is germane to everyone: nations, companies, cities and private individuals. Moreover, the Carbon Law should be perceived as the absolute minimum average; in other words, if we can do better, we really should.
The climate strategy for each company can be broken down into four distinct links of a comprehensive chain. The first link focuses on the activities of the company itself and its actions towards reducing its own emissions. The second link entails activities aimed at reducing the emissions of its value chain. The third link involves the company’s vision, strategy, and products and services, and their alignment with the 1.5°C goal. Finally, the fourth link pertains to the contributions beyond the company. Influencing government policies, supporting initiatives, verifying organisational objectives outside the corporate walls, as well as encouraging employees to adopt sustainable practices, all fall within the scope of the fourth link.
Finally, it is imperative that full disclosure on the direction, targets, progress and actions of each company should be communicated and updated on a regular basis. The 1.5°C commitment can both strengthen a brand and simultaneously influence others towards the same goal.
Self-disruption is needed for the new era of distribution
The Distribution segment is in front of a series of new challenges, which are being introduced by a number of new players that have risen in the last years in the consumer sector and have already begun their expansion into the B2B realm.
The main differentiation that most players coming from the B2C segment bring to the table is the optimized distribution network and strong sales teams, touting products and services that till now tend to avoid due to the lack of technical expertise or because of the longer sale cycle. By building big sales teams and using advanced algorithms that predict the customers’ needs, the new digital players are entering an area that was the realm of distributors for many years.
In a recent survey conducted by McKinsey among 3500 decision-makers, the outcome shows that distributors across Europe are not as proactive as those in the USA in increasing their investments in new technologies such as e-commerce platforms to compete with the experience that the new digital players are offering to customers.
The question traditional distributors should be asking is how they can disrupt themselves to keep pace. No matter what strategy is pursued, the winners will galvanize their workforce to create a more innovative culture with a relentless focus on their customers.
That is the case with Info Quest Technologies. Standing on a tradition of over 40 years, we have made all the necessary moves to be first on the new era of disruption and, at the same time, help our partners and customers. We are working hard to create a tangible commercial differentiation, investing in technology, supply chain, and added value.
We have built a unique portfolio of innovative products and services that can handle all the unique needs and address customers’ pain points and are being offered to our partners to build their unique offerings.
Offering a multitude of SKUs to thousands of clients, we have gathered significant volumes of data that we can process with analytics, machine learning, and our personnel’s unique experience to gain valuable insights. This way, we can offer our partners ways to achieve profitable growth, providing them with the solutions that customers need and are willing to pay for.
Pick your own journey to Digital Transformation
The onset of the pandemic found businesses around the world scurrying to fill the gaps in their (IT) infrastructure and meet the sudden demand for remote work. That unprecedented boom is now cooling off, leaving companies in roughly the same predicament as before the pandemic. Whereas, during the pandemic, companies were prepared to follow anyone who promised to keep them running, many are now returning to the office and the digital transformation seems that is no longer of existential importance. However, this is not true. The digital transformation is a process that cannot and will not reverse.
The Digital Transformation is a fundamental shift in the modus operandi and the mindset of a company. It permeates every aspect of its being, through the organization, its processes, its models, its people. However, not all companies had the same results during thi process. Companies of the same size, the same talent, even operating in the same industry, had very different results. Recent events have highlighted the fact that there is no “recipe” for the Digital Transformation.
Experience has proven time and again that there are many ways to get the Digital Transformation right. But also, that there are many ways to get it wrong. Companies are, in principle, not created with a transformation culture; it is an arduous process, through trial and error, through which they eventually settle on a transformation approach that works for them.
Our multi-year experience in this industry has shown that there are three broad pathways which point towards the general direction of a successful Digital Transformation. The first pathway involves having the support of the company’s leadership. This is the so-called “top-down” transformation and, having the unwavering support of the leadership, it will ultimately succeed. The second pathway is through the IT department, and it is usually driven by internal talent and will result in building in-house expertise and know-how. Over time, it will create sufficient momentum, starting with small-scale projects and building on them, to succeed. The third and final path involves addressing specific issues and trying to fix them quickly and efficiently. The leadership are not willing to waste time with experimentation; they will invest the necessary resources and they will want results.
Ultimately, there are many pathways to make the Digital Transformation, but the one common factor is the drive to see it through to the end and not let it fade. It also means that you will have to follow the path that better suits your company or business, not copy what others did.