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Q: What does $N(q_1, q_2, ... , q_s ; r)$ mean in van Lint's stating of Ramsey's Theorem? I've started reading van Lint and Wilson's A Course in Combinatorics and on Theorem 3.3 (Ramsey's Theorem) they use the notation $N(q_1, q_2, ... , q_s ; r)$ without an explanation prior to it. Can someone explain what this meant? I would also appreciate an explanation on what the $q_i$'s and the $r$ referred to in $N(q_1, q_2, ... , q_s ; r)$. Below is how the theorem was stated.
Theorem 3.3. Let $r \ge 1$ and $q_i \ge r, i = 1,2,...,s$ be given. There exists a minimal positive integer $N(q_1, q_2, ... , q_s ; r)$ with the following property. Let $S$ be a set with n elements. Suppose that all $n \choose{r}$ $r$-subsets of $S$ are divided into $s$ mutually exclusive families $T_1,T_2,...,T_s$ ("colors"). Then if $n \ge N(q_1, q_2, ... , q_s ; r)$ there is an $i, 1\le i \le s$, and some $q_i$-subset of $S$ for which every $r$-subset is in $T_i$.

A: The theorem in fact gives the definition of $N(q_1, q_2, ... , q_s ; r)$!  It is just the number whose existence is guaranteed by the theorem.
To amplify: I expect you have seen the following as it is probably the simplest question in Ramsey theory.

Show that if the edges of the complete graph on $6$ vertices are coloured red or blue in any way whatsoever, there will always be either a red triangle or a blue triangle.

We can rephrase this as a "problem to find" rather than a "problem to prove".

Find the smallest $n$ with the following property: if the edges of $K_n$ are coloured red or blue in any way whatsoever, there will always be either a red triangle or a blue triangle.

The answer is of course $n=6$, and we express this by the equation $N(3,3;2)=6$.
This can be generalised in a number of ways.  We could ask:

Find the smallest $n$ with the following property: if the edges of $K_n$ are coloured red or blue in any way whatsoever, there will always be either a $K_3$ with all edges red or a $K_5$ with all edges blue.

The least such $n$ is denoted $N(3,5;2)$; in fact it is known that $N(3,5;2)=14$.  Next, suppose that we have three colours: for example,

$N(5,6,7;2)$ is the smallest $n$ with the following property: if the edges of $K_n$ are coloured red, blue or green in any way whatsoever, there will always be either a $K_5$ with all edges red or a $K_6$ with all edges blue or a $K_7$ with all edges green.

The parameter $2$ at the end of all these $N$s can also be generalised, though the concept is rather more difficult to grasp.  The reason we have written a $2$ so far is that an edge of a graph can be identified with a $2$-element subset of its vertices.  So our basic Ramsey theory question can be expressed as

Show that if the $2$-element subsets of a $6$-element set are coloured red or blue in any way whatsoever, there will always be either a $3$-element subset in which every $2$-element subset is red or a $3$-element subset in which every $2$-element subset is blue.

Think about this carefully until you can see that it is really nothing more than a different way of writing the first problem.  Our most recent example would be

$N(5,6,7;2)$ is the smallest $n$ with the following property: if the $2$-element subsets of an $n$-element set are coloured red, blue or green in any way whatsoever, there will always be either a $5$-element subset in which every $2$-element subset is red or a $6$-element subset in which every $2$-element subset is blue or a $7$-element subset in which every $2$-element subset is green.

And then we can consider, say, $4$-element subsets instead of $2$-element subsets.

$N(5,6,7;4)$ is the smallest $n$ with the following property: if the $4$-element subsets of an $n$-element set are coloured red, blue or green in any way whatsoever, there will always be either a $5$-element subset in which every $4$-element subset is red or a $6$-element subset in which every $4$-element subset is blue or a $7$-element subset in which every $4$-element subset is green.

Since the "colouring" analogy is now rather hard to visualise - note that it is the set that is coloured, not the elements of the set - we tend to speak of "dividing $r$-element subsets into mutually exclusive families", and this gives the statement of the theorem.
It is hard to get your head around all this logic but take it easy, starting with the simplest examples, and see how you go.


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Nokia N9 is the first handset to run on the MeeGo 1.2 Harmattan platform and it only comes two years after the last of the Maemo kind, the Nokia N900. The leap however couldn't have been bigger.
Well, it appears that the wait has been worth it as MeeGo in its current version offers a is already a pretty cool platform. With no need of any hardware buttons and a real taste for multi-tasking the brand new OS is really innovative. You can check it out in action in the following video.
Add to that the impressively novel swipes navigation (a swipe starts off the edge of the screen like on the BlackBerry Playbook) and centralization of everything in a total of three homescreen panes, and you get one neat mobile OS. You can check it out in action in the following video.
You see what we are talking about? No need to press the power key - you can unlock the screen by simply double-tapping on it. And a back button? Well why would you need it if you can just swipe from edge to edge and be back to the app drawer or task manager.
If you slide the lockscreen up a bit, it reveals four customizable shortcuts. A nice touch, indeed.
When you are past the lock screen, you get to the three homescreen panes. Now don't think of them as homescreens in the traditional sense of the word as they are everything but traditional. Instead those are just the three panes that you revert to when there's no app running.
Here's the deal with them - the first pane holds all your notifications (including social network updates), the second one is your app drawer, where all the installed apps reside, and the last screen is the multitasking cards pane. Here's a brief look at each of them.
The events screen gathers all your notifications, including the call log, messages, social network updates, etc. There's also an indication of the current weather conditions in the upper right corner, which you can click to access the detailed forecast for the coming days. Clicking on any of the notifications sends you immediately to the app that triggered it, so you can do something about it immediately.
Next there's the app menu, which is a plain list of icons representing all the applications installed on your N9. There's no grouping of any kind at this point, be it categories or folders, but you are free to rearrange the icons as you see fit.
To enter edit mode you just press and hold one of the icons for a couple of seconds. In that edit mode you are also allowed to uninstall apps by clicking the red cross in their upper right corners. You should bear in mind though that you can only uninstall the apps you have installed and not the preinstalled system ones.
Finally, we came to the multitasking screen, where you see a neat grid of apps that are currently running on your N9. The two view modes (2x2 grid or 3x3 grid) are alternated by a pinch-zooming gesture.
If you have more applications running than can fit on one screen, you can scroll the list of thumbnails to get to the one you are looking for. Normally, you wouldn't need to do that though as the most recently opened apps appear on top of the list.
An interesting feat is the browser behavior, which adds a thumbnail for every page you have opened so you can manage them straight from the task manager. It's as if your browser tabs and history are all integrated in the task switcher.
Everytime you exit an app it doesn't actually close but is minimized to the task switcher. Now depending on the app it would either be suspended or it will keep running in the background. Either way, it will resume from exactly where you left it when you reopen it by clicking its thumbnail.
If you run into performance issues you might want to try and close a few of those apps for real. We didn't see any issues with a list of 12 thumbnails but heavy users will probably end up with more, so we shouldn't rule out the possibility.
Anyway, to close apps you just click and hold one of them until the red crosses appear. Along with them you will notice a close all shortcut at the bottom of the screen, which might come in handy if you need to free up all the available resources.
The final Nokia N9 UI element is a bit harder to spot. By clicking on the status bar above some of the screen you reveal a pop-up, which let's you quickly adjust volume, change your profile or switch off some of your N9 radios.


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Home Our School PBIS
What is PBIS?
Postive Behavior Interventions and Supports (PBIS) is a system for building and maintaining a postive school culture. Rather than being a system someone else builds and we implement, PBIS gives teams the tools to develop a school identity and culture that is unique and tailored to the needs of that school community.
The PBIS team at RCHS started their journey by deciding on what values are important to our school and community. This is where the Raiders RISE campagin was born - Respect, Inclusivity, Safety, and Engagment.
Throughout the school year, lessons will be developed that teach students what these values mean in different contexts. What does it mean to RISE in a virtual classoom? What does it mean to RISE on social media? What does it mean to RISE in the community?
We encourage you to check this page often for updates on the PBIS team's work, subscribe to our school's YouTube channel to get updates on new videos, and reach out if you're interested in joining the team!
What it means to RISE in a virtual classroom.

redpajama_set_name: RedPajamaCommonCrawl


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These classic red trainers stay true to the original's details, featuring classic 3-stripes, the trefoil logo on the tongue, and metallic "Gazelle" text on the side.


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Shaikh Mohammad's warning: Public services quick to respond to complaints
Residents voice long pending concerns on Twitter, hoping to get prompt redressal
Published: April 23, 2019 15:24 Sharmila Dhal, Deputy UAE Editor
A queue like this at Emirates Post's Al Karama branch led Shaikh Mohammad to warn government departments against poor customer service. Picture for illustrative purposes. Image Credit: Gulf News Archives
The Twitter warning by His Highness Shaikh Mohammad Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, to Emirates Post and other government departments on Monday has set off a flurry of complaints against several public services, with the concerned entities promptly responding to them.
On Monday, Shaikh Mohammad warned government departments against poor customer service by laying bare a mystery shopper's picture of a long queue at an Emirates Post counter.
In his tweet, Shaikh Mohammad, said, "This is not our standard, nor our service. I will not keep in my team whoever offers such a poor level of service."
He also tweeted the highlights of a report that evaluated Emirates Post on various parameters including services, effectiveness, customer experience, absorption capacity and work culture.
His message received an overwhelming response, with his followers on Twitter saluting him for his hands on and transparent style of governance. Many of them also took the opportunity to raise their concerns or bring to light unresolved complaints regarding various services. The immediate replies they got from the concerned entities on Twitter, they hoped, would translate into action at the earliest.
The complaints were wide-ranging and cut across departments across the emirates as they covered everything from health, education and jobs to parking, street lights and even the media.
Residents wanted mystery shoppers to be sent to hospitals, clinics, post offices, schools, colleges and telecom centres, among other places, to help improve their functioning.
"Thank you Sir! We have a major parking problem in Al Ras, Gold Souq area due to Deira Waterfront construction," tweeted one resident, adding that four big parking lots in the area had been shut and it was taking an average of two hours to find parking every day."
Another complained about a six-month old request for a taxi compensation for his mother. A third talked about how street lights had not been provided in one section of Al Quoz, despite a request made four years ago.
Dubai Road Transport Authority promptly replied to all such tweets apologising for any inconvenience and requesting for a mobile number, so they could be contacted. Some complaints were even registered immediately with an assurance that they would be answered within a specific date.
Many tweets brought up the issue of long waits for doctors' appointments, besides other woes at clinics and hospitals.
"Some private hospitals need better control. We have already had a problem caused by the carelessness and incompetence of the employees in one hospital and the response to the complaint was not expected," said one tweet.
There were other tweets on unavailability of a vaccine, a child not getting the required medical attention, shortage of doctors, undue expenses incurred and so on.
Dubai Health Authority and the Ministry of Health were also prompt to respond to the concerns, asking the complainants to provide their contact details for further action.
In the field of education, the Twitterati highlighted cases of children being under pressure, with pleas to review not just some schools, but also colleges and universities across the UAE.
"A lot of money is wasted Sir on printing books that students do not use … they remain useless," said one post.
There were also complaints about the speed of the internet and the high cost of telecom services, with appeals to make communication in the UAE the best in the world.
"With all respect to TRA and its achievements, the way complaints are handled does not meet expectations," said one tweet which got a prompt reply again from the authority.
One Emirati claimed he had been looking for a job since 2015 but had been consistently rejected. DEWA, one of the departments mentioned in the tweet, immediately got back asking him for his number so "we can help you better".
Even the media was not spared as one resident in a tweet hoped that the National Media Council would have a greater role in overseeing media institutions, going beyond legislation.
More From UAE
British masterpiece 'Mary Magdalene' gifted to UAE
Dubai girl plays role inspired by Kathua victim


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newswire article reporting oregon & cascadia 19.Mar.2006 16:14
human & civil rights | police / legal
Judical Abuse
author: Acidieraflot e-mail: Acidearflot91@aol.com
Every Oregonian should be concerned about Judicial Abuse and lack of Law Enforcement, especially when you think the law will protect you, and lack of "resouces" are given as an explanation of lack of protection, and the Courts see any complaint of yours as a a nuisance
As a single senior person, I placed my attorney-in-fact- on my power of attorney,to handle my affairs in case of physical or mental disability.
There came a time, when I revoked the Power of Attorney, because my trust had been violated. My attorney-in-fact removed valuable documents from my Safety Deposit Box, and attempted to declare me incompetent, by sending Social Services to check on my mental capabilities. I reported this, and the theft from of my Safety Deposit Box to Clackamas County Social Services, as well as the Abuse Intake Department of the Clackamas County District Attorney's office at various times during the past 6 years. I was always told, it is a civil matter, and no funds are available to make an official report and cause an investigation.
I took the matter to court, to have the name of the attorney-in-fact removed from my property. At the end of the trial, the attorney's from both sides claimed, that the court wanted the matter settled.I was told that the court favored splitting my assets, as well as my income in half, if I did not settle. Can anyone imagine the fear of having your property and income taken from you by the stroke of a pen, just because the estate plan was set up wrong?? (by an attorney who everyone would believe knew what he was doing)
I orally agreed to a settlement, without having been advised by any third party, or being advised of the details of such settlement, or the consequences arising out of such a settlement.
Thhat had serious consequences, which I am still fighting today.
Not having been born or educated in America, I believed, as an American citizen, I had a right to my own property I had been paying taxes on, on owning my own home, and that my civil rights would never be violated by any person, authority or judicial system. How wrong I was to believe in Justice and a citizens right to their own property.
An irrevocable trust was given to me for signature, taking away the principle of my Inheritance, which is my financial security in my advancing age. Without it, I have no way to take care of any healthcare issues which may arise, or nursing home care if needed. I refused to sign such a document, which I believed had no legal validity,without my signature or having known the details of a trust.
I was lucky, because a Judge declared the settlement agreement "nullified"
on the gournds that he believed my testimony, and declared the defendant, my ex-attorney-in-fact, not trustworthy.
I removed his name from my home and inheritance immediately, and believed that Justice had prevailed.
No such thing.....He went to the appeals court, and won. The appeals court were convinced that I had had proper counsel, that I was aware of the details of the settlement agreement, and under Oregon's contract law, an oral contract is enforceable. The did not bother to check the records, to see, that I was coerced into such a settlement.
They were wrong, because in any civilized society, there is no such thing as a subjective or objective contract - a contract is always the result of both theories. (Per Fordham University School of Law Review of November 2000 - "The Origins of the Objective Theory of Contract Formation and Interpretaiton". You see, even at age 79, I did my research to determine who is right and who is wrong. I am being deprived of my civil rights.
Having exhausted my financial rewources for legal fees, I personally
took the matter to the Oregon Supreme Court for Review, citing judicial errors, but a review was categorically denied three times. (I guess one has to be a stripper with a huge inheritance involved, to gain access to the Supreme Court, as has been the case of late. Elder Abuse and Financial Exploitaiton is a national problem and should be of interest to the courts, from the district courts to the Supreme Court, State and Federal.
I refinanced my home for the third time in order to generate cash to find another attorney, because I came to realize, even though the American system of Justice allows for self-representation, it will simply be ignored, or - regardless of how valid your arguments, your Motions will be ignored, and a Judgment in your favor, unheard of.
In my desperation to find justice, I filed a civil suit for for damages, based on Elder abuse (emotional harm, coercion, threats, intimidation) and Fincnacil Exploitation, because my home and Inheritance are about to be taken from me. While I was forced to withdraw my suit for damages, because of more legal maneuvers, which I could not match, (even though a Jury trial was scheduled)a new Judge in Clackamas County Court, had been assigned the case. Having been coerced by defendant's attoreny, and without checking the files to familiarize himself with the facts, this Judge wrote an Opinion, that I was using the courts in a frivolous manner, and fined me $2,500.00.
I filed another MOtion to overturn the Judgementon the basis that I was indeed coerced and influenced into a settlement, which is partly in the transcripts, and a witness who was present, when I was threatened to loose all, if I did not settle, this same Judge has "reserved" the case for himself, even though a Motion for a change of Judge, on the basis of prejudice, has been filed with the Clackamas County Court. To date, he has not relinquished the case, and no other judge can be assigned to the case.
This is what I call the Clackamas County Mafia.
Having obtained a copy of the National District Attorney's Resolution, which calls for vigorous prosecution of elder abuse and financial exploitation, even by caregivers and family members, in a recent letter, I was informed, that the following criminal statutes could have been investigated, but now have "passed the Statute of Limitation"
Aggravated Theft 1
Criminal Mistreatment 1
Misapplication of entrusted Property
The letter did not explain, why it was not acted upon, when I reported abuse as far back a September 1999. The Attorney General, who by law is "Authorized" to intervene in abuse cases, cited lack of funds.....
while the State Office on Aging explained, that only certain cases are being prosecuted - that there are too many complaints, that it is impossible for law enforcement to investigate or prosecute all of the cases.
I am still hopeful that a new Judge will be appointed, especially since my previous attorney stated in a letter to the Oregon Bar Association:
"Once I went into the Judge's chambers at the March 28, 2005 hearing, and listened to the bad mouthing and name calling by defendant's attorney, regarding my client, I decided to go ahead and expand my representation"
"and heard how her son and his attorney were talking about my client to "Judge Thom" I knew this situation was a lot more complex".
The Judge never admonished the defendant's attorney, for making disparaging remarks about the Plaintiff, nor did he recuse himself from hearing any further matter on the case, quite the contrary. H eis hanging on to hear the next matter on April 6, 2006 - NOT IF I CAN HELP IT.
It is a frightening experience to realize, that we have Judges on the bench, who are NOT impartial and are NOT ruling by law, but let prejudice and their own personal opinions, affect the outcome of a case of civil rights violation and an elder's right to her own property and inheritance, as long as she is able to handle her own affairs.
Every Oregonion should be concerned with such a judicial system, indicating, that the victim has no right to be protected under law, as I assumed I had a right to be protected, when I reported abuse and financial exploitation.
It is time, someone take interest and bring checks and balances into the
Clackamas County Fifth Judicial District in Oregon City.
Again - every citizen of this County and State should be concerned about civil rights violaitons and lack of checks and balances in the judicial system. Detailed information is available to any media, interested in this case of unreported and uninvestigated abuse and exploitaiton of a senior.
Acidearflot91.com


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Transcript of a BriefingsDirect podcast on how telecom giant AT&T is leveraging its networking and cloud expertise to provide advanced cloud services.
Today, we present a sponsored podcast discussion on how global telecommunications giant AT&T has created advanced cloud services for its customers. We'll see how AT&T has developed the ability to provide virtual private clouds and other computing capabilities as integrated services at scale.
Chris Costello: Thank you, Dana.
Gardner: Just to help us understand, because it's such a large company and you provide so many services, what cloud services generally is AT&T providing now, and why is this an important initiative for you?
Gardner: Let's look into your role Chris as an IT executive and also a woman. The fact is that a significant majority of CIOs and IT executives are men, and that's been the case for quite some time. But I'm curious, does cloud computing and the accompanying shift towards IT becoming more of a services brokering role change that? Do you think that with the consensus building among businesses and partner groups being more important in that brokering role, this might bring in a new era for women in tech?
Gardner: It's a very interesting period. Do you have any sense of a future direction in terms of IT roles? Does the actual role, whether it's a man or woman, shift? The leadership in IT, how is that changing?
Costello: I've been in the technology space for a number of years at AT&T and I've had the opportunity to interact with many women in leadership, whether they be my peer group, managers that work as a part of my team, and/or mentors that I have within AT&T that are senior leaders within the business.
I've worked with several women in leadership. I think that trend is going to continue. I also mentor three women at AT&T, whether they be in technology, sales, or an operations role. So I'm starting to see this trend continue to grow.
Gardner: You have a lot of customers who are already using your network services. It seems a natural extension for them to look to you for cloud, and now you have created these, as I have seen it termed, virtual private clouds.
From what you're describing, that allows folks to take whatever cloud activities they've got and be able to burst those into your cloud, and that gives them that elasticity. I imagine there are probably some good cost-efficiencies as well.
AT&T's cloud is embedded in our network. It's not sitting on top of or attached to our network, but it's fully integrated to provide customers a seamless, highly secure, low-latency, and high-performing experience.
Gardner: Let's look into the VMware solution set, and why you chose VMware. Maybe you can explain the process. Was this a data-driven decision? Was this a pure architecture? Were there other technology or business considerations? I'm just trying to better understand the lead-up to using vCloud Datacenter Services as a core to the AT&T Synaptic Compute as a Service.
How this manifests itself in terms of client solutions is that an engineering firm can now perform computationally intensive complex mathematical modeling on the fly and on demand using AT&T Synaptic Compute as a Service.
Medical firms can use our solutions for medical imaging to securely store and access x-rays. Companies that are interested in mobile cloud solution can use AT&T's Mobile Enterprise Application Platform to offer product catalogs in the cloud with mobile access.
Gardner: It certainly appears to me that we're going to be finding a lot more ways in which the private cloud infrastructure in these organizations can synergistically add value and benefit from public cloud services.
Even though we want to distill out the complexities, there's something about the interactions between the private cloud and the enterprise and the public cloud services, like AT&T, that depend on some sort of a core architecture. How are you looking at making that visible? What are some of the important requirements that you have for making this hybrid cloud capability work?
Costello: One of the requirements for a hybrid cloud solution to be a success, specifically in terms of how AT&T offers the service, is that we have a large base of customers that have private networking solutions with AT&T, and they view their networks as secure and scalable.
Many of our customers that we have today have been using these networks for many years. And as customers are looking to cloud solutions to evolve their data centers and their application environment, they're demanding that the solution be secure and scalable. So the fact that we let customers extend their private cloud and instantly access our cloud environment over their private network is key, especially when it comes to enterprise customers.
Secondly, with the vCloud Datacenter program that we are part of with VMware, letting customers have access to copy and paste workloads and see all of their virtual machines, whether it be in their own private cloud environment or in a hybrid solution provided by AT&T, providing that seamless access to view all of their virtual machines and manage those through single interface, is key in reducing technical complexity and speeding time to market.
Gardner: I should also think that these concepts around the software-defined datacenter and software-defined networking play a part in that, is that something that you are focused on?
Gardner: As you moved toward this really important initiative, what were some of the other requirements you had in terms of functionality for your infrastructure? What were you really looking for?
Costello: In terms of functionality for the infrastructure, if we start with enterprise, the security aspects of the solution had to prove out for the customers that we do business with. When you think about clients in financial services, the federal government, and healthcare, as examples, we really had to prove that the data was secure and private. The certifications and audits and compliance that we were able to provide for our customers were absolutely critical to earning customers' business.
We're seeing more and more customers, who have had very large IT shops in the past, who are now opening the door and are very open to these discussions, because they're viewing AT&T as a service provider that can really help them to extend the private cloud environment that they have today. So security is absolutely key.
As I mentioned earlier, networking capabilities are very attractive to the enterprise customers that we're talking to. They may think. "I've already invested in this global managed network that I have in multiple points around the world, and I'm simply adding another node on my network. Within minutes I can turn up workloads or I can store data in the cloud and only pay for the resources that I utilize, not only the compute and/or storage resources, but also the network resources."
Also, having that enterprise-grade customer experience is absolutely critical to the customers who do business with AT&T. When they think of our brand, they think of reliability. If there are service degradation or change management issues, they want to know that they've got a resource that is working on their behalf that has technical expertise and is a champion working proactively on their cloud environment.
Gardner: You mentioned that it's a natural extension for those who are using your network services to move towards cloud services. You also mentioned that VMware has somewhere in the order of 350,000 customers with private-cloud installations that can now seamlessly move to your public-cloud offering.
Tell me how that came about and why the VMware platform, as well as their installed base, has become critical for you?
We learned early on, in working with customers' managed utility computing environments, that VMware was the virtualization tool of choice for many of our enterprise customers.
Costello: We've been doing business with VMware for a number of years. We also have a utility-computing platform called AT&T Synaptic Hosting. We learned early on, in working with customers' managed utility computing environments, that VMware was the virtualization tool of choice for many of our enterprise customers.
I've been in the hosting business and application management business for many years and have seen lots of fantastic discussions with customers. The whole thing falls apart when you start talking about the complexities of interoperability and having to write scripts and code and not being able to accept tools that the clients have already made investments in.
The fact that we're part of the vCloud Datacenter program provides a lot of benefits for our clients, when you talk to customers about the benefit of running that cloud in AT&T's network. Some of the additional benefits are no incremental bandwidth needed at the data center and no investment in a managed-router solution.
We have patented AT&T technology that completely isolates traffic from other cloud traffic. The network and cloud elasticity work in tandem. So all of this happens on the fly, instantaneously. Then, all of the end-to-end class of service prioritization and QoS and DDOS protection capabilities that are inherent in our network are now surrounding the compute experience as well.
Gardner: We've certainly seen a lot of interest in this hybrid capability. I wonder if you could help me identify some of the use cases that this is being employed with now. I'm thinking that if I needed to expand my organization into another country or to another region of the world, given your 38 data centers and your global reach, I would be able to take advantage of this and bring services to that region from my private cloud pretty rapidly.
Is that one of the more popular use cases, or are there some others that are on the forefront of this hybrid uptake?
One customer that comes to mind is one that looks at the probability of natural disasters on large structures, such as bridges, tunnels, nuclear power plants. They came to AT&T, looked at our Synaptic Compute as a Service, and ultimately ran a very large number of VMs in a workload. Because of the large amount of data crunching they had to do, they ran it for two weeks straight on our platform. They finished the report. They were very pleased with the results, and the convenience factor was there.
They didn't have to stand up an environment temporarily for themselves and now they use us anytime they sign a new client for those bursty type, short-term compute workloads.
Certainly test and development is one that I am seeing CIOs, directors of IT, and other functional managers as one of the most highly adopted use cases, in that it's lower risk. Over the years, we've gone from, "Will I use the cloud?" to "What workloads are going to fit for me in the cloud?"
For those that are earlier on in their journey, using AT&Ts Synaptic Compute as a Service for their test and development environments certainly provides the performance, the global reach, and also the economics of pay per use. And if a client has private networking solutions from AT&T, they can fully integrate with our private networking solutions.
Gardner: I'm particularly interested in the spiky applications, where your workload spikes up, but then there is no sense of keeping resources available for it when they're not in use. Do you think that this will extend to some of the big data and analytics crunching that we've heard about or is that hurdle of getting the data to the cloud still a major issue? And does your unique position as a network service provider help pave the way for more of these big-data, spiky types of uses?
Speaking about this type of a bursty use case, we host some of the largest brand name retailers in the world. When you think about it, a lot of these retailers are preparing for the holidays, and their servers are going underutilized much of year. So how attractive is it to be able to look at AT&T, as a service provider, to provide them robust SLAs and a platform that they only have to pay for when they need to utilize it, versus sitting and going very underutilized much of the year?
Gardner: I suppose one other area that's top of mind for lots of folks is how to extend the enterprise out to the mobile tier, to those mobile devices. Again, this seems to be an area where having the network services expertise and reach comes to an advantage.
For an enterprise that wanted to extend more of their apps, perhaps the VDI experience, out to their mobile devices, be they smartphones or tablets, what offerings do you have that might help us grease the skid towards that kind of a value?
Costello: AT&T has a very successful mobility applications business, and we have a couple of examples of how customers use our cloud services in conjunction with making their mobile applications more productive.
First and foremost, we have a set of experts and consultants who help customers to mobilize their applications. So there might be internal customer proprietary applications, and we can really help them move to an on-demand mobile environment.
Secondly, a couple of cloud examples of how customers will use our capabilities off the shelf. One is our AT&T Synaptic Storage as a Service capability. We find that many customers are looking for a secure place to collaborate on data sharing. They're looking to have a place to access their data and store their data to enable a worker on the go scenario, or to enable a field services applications or technicians.
Our AT&T Synaptic Storage as a Service capability gives the end-user that ability to store, distribute, share, and retrieve that data on the go using any web-enabled device. Another example is AT&T's Platform as a Service capability, a great foundational tool for users to go in and use any one of our pre-built application and then instantly mobilize that application.
We have a customer who recently used this, because they had a customer meeting and they didn't have a sophisticated way to get surveys out for their customers. They wanted to create a database on the fly and get instantaneous feedback.
We find that many customers are looking for a secure place to collaborate on data sharing.
So they went into AT&T's Platform as a Service -- and this is a marketing person mind you, not a technical user -- they entered the questions that they required of the customers. They sent the quick questionnaire out to the end-users, five simple questions. The clients answered the questions.
Ultimately, that customer had a very sophisticated database with all of that information that they could use for market sensing on how to improve their products, number one. But number two, it made sense to use it as a marketing tool to provide promotional information to those customers in the future.
Gardner: Very good. We've been talking about how global telecommunications giant AT&T has been creating and delivering advanced cloud services for the customers, and we have seen how they view the VMware-centric infrastructure approach to help provide virtual private clouds and other computing capabilities as integrated services at scale.
So thanks to our guest, Chris Costello, Assistant Vice President of AT&T Cloud Services, really appreciate your input.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. Thanks again to our audience for listening, and do come back next time.
Transcript of a BriefingsDirect podcast on how telecom giant AT&T is leveraging its networking and cloud expertise to provide advanced cloud services. Copyright Interarbor Solutions, LLC, 2005-2013. All rights reserved.
Advanced business networks are driving innovation and social interactions as new technologies and heightened user expectations converge.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're listening to BriefingsDirect. Today, we present a sponsored podcast discussion on how new levels of collaboration have emerged from an increasingly networked world, and what that now means for business and society.
We'll hear from a Harvard Kennedy School researcher and author on how deeper levels of collaboration -- more than ever -- can positively impact how organizations operate. And we'll learn from a global business-commerce network provider how these digital communities are redefining and extending new types of business and collaboration.
To learn more about how new trends in collaboration and business networking are driving innovation and social interactions, please join me now in welcoming Zach Tumin, Senior Researcher at the Science, Technology, and Public Policy Program at the Harvard Kennedy School. Welcome, Zach.
Zach Tumin: Good morning, Dana.
Gardner: Zach, you're also the co-author with William Bratton of this year's Collaborate or Perish: Reaching Across Boundaries in a Networked World, published by Random House. We welcome you to the show.
Gardner: We're also joined today by Tim Minahan, Senior Vice-President of Global Network Strategy and Chief Marketing Officer at Ariba, an SAP company. Welcome back, Tim.
Gardner: Gentlemen, let's set the stage here, because we have a really big topic. Zach, in your book "Collaborate or Perish," you're exploring collaboration and you show what it can do when it's fully leveraged. It's very interesting. And Tim, at Ariba you've been showing how a more networked economy is producing efficiencies for business and even extending the balance of what we would consider commerce to be.
I'd like to start with looking at how these come together. First, we have new types of collaboration and then we have the means to execute on them through these new business networks. What should we expect when these come together? Let's go to you first, Zach.
Tumin: Thanks, Dana. The opportunities for collaboration are expanding even as we speak. The networks around the world are volatile. They're moving fast. The speed of change is coming at managers and executives at a terrific pace. There is an incredible variety of choice, and people are empowered with these great digital devices that we all have in our pockets.
That creates a new world, where the possibilities are tremendous for joining forces, whether politically, economically, or socially. Yet it's also a difficult world, where we don't have authority, if we have to go outside of our organizations -- but where we don't have all the power that we need, if we stay within the boundaries of our charters.
So, we're always reaching across boundaries to find people who we can partner with. The key is how we do that. How do we move people to act with us, where we don't have the authority over them? How do we make it pay for people to collaborate?
Gardner: Tim, we've seen lots of change in last 20 years, and a lot of times, we'll see behavioral shifts. Then, at other times, we'll see technology shifts. Today, we seem to be having both come together. Based on what Zach has described in this unprecedented level of change in adaptation, where do you see the big payoffs for business in terms of leveraging collaboration in the context of a vast network?
Minahan: Collaboration certainly is the new business imperative. Companies have leaned out their operations over the past couple of years and they spent the previous 30 years focusing on their internal operations and efficiencies and driving greater performance, and getting greater insights.
When they look outside their enterprise today, it's still a mess. Most of the transactions still occur offline or through semi-automated processes. They lack transparency into those processes and efficiency in executing them. As a result, that means lots of paper and lots of people and lots of missed opportunities, whether it's in capitalizing on getting a new product to market or achieving new sales with new potential customers.
What business networks and this new level of collaboration bring is four things. It brings the transparency that's currently lacking into the process. So you know where your opportunities are. You know where your orders are. You know where your invoices are and what your exposure to payables are.
It brings new levels of efficiencies executing against those processes, much faster than you ever could before through mostly automated process.
It brings new levels of efficiencies executing against those processes, much faster than you ever could before through mostly automated process. It brings new types of collaboration which I am sure we will get into later in this segment.
The last part, which I think is most intriguing, is that it brings new levels of insights. We're no longer making decisions blindly. We no longer need to double order, because we don't know if that shipment is coming in and we need to stockpile, because we can't let the refinery go down. So it brings new levels of insight to make more informed decisions in real time.
Gardner: One of the things I sense, as people grapple with these issues, is a difficulty in deciding where to let creative chaos rein and where to exercise control and where to lock down and exercise traditional IT imperatives around governance, command and control, and systems of records.
Zach, in your book with William Bratton, are there any examples that you can point to that show how some organizations have allowed that creativity of people to extend their habits and behaviors in new ways unfettered and then at the same time retain that all-important IT control?
Tumin: It's a critical question that you've raised. We have young people coming into the workforce who are newly empowered. They understand how to do all the things that they need do without waiting online and without waiting for authority. Yet, they're coming into organizations that have strong cultures that have strong command-and-control hierarchies.
There's a clash that's happening here, and the strong companies are the ones that find the path to embracing the creativity of networked folks within the organization and across their boundaries, while maintaining focus on set of core deliverables that everyone needs to do.
There are plenty of terrific examples. I will give you one. At Wells Fargo, for the development of the online capability for the wholesale shop, Steve Ellis was Executive Vice President. He had to take his group offline to develop the capability, but he had two responsibilities. One was to the bank, which had a history of security and trust. That was its brand. That was its reputation. But he was also looking to the online world, to variability, to choice, and to developing exactly the things that customers want.
Steve Ellis found a way of working with his core group of developers to engage customers in the code design of Wells Fargo's online presence for the wholesale side. As a result, they were able to develop systems that were so integrated into the customers over time that they can move very, very quickly, adapt as new developments required, and yet they gave full head to the creativity of the designers, as well as to the customers in coming to these new ways of doing business.
So here's an example of a pretty staid organization, 150 years old with a reputation for trust and security, making its way into the roiling water of the networked world and finding a path through engagement that helped to prevail in the marketplace over a decade.
Gardner: Tim Minahan, for the benefit of our audience, help us better understand how Ariba is helping to fuel this issue of allowing creativity and new types of collaboration, but at the same time maintaining that the important principles of good business.
Minahan: Absolutely, Dana. The problem we solve at Ariba is quite basic, yet one of the biggest impediments to business productivity and performance that still exists. That's around inter-enterprise collaboration or collaboration between businesses.
We talked about the deficits there earlier. Through our cloud-based applications and business network, we eliminate all of the hassles, the papers, the phone calls, and other manual or disjointed activities that companies do each day to do things like find new suppliers, find new business opportunities as a seller, to place or manage orders, to collaborate with customers suppliers and other partners, or to just get paid.
They can connect with known trading partners much more efficiently and then automate the processes and the information flows between each other.
Nearly a million business today are digitally connected through the Ariba Network. They're empowered to discover one another in new ways, getting qualifying information from the community, so that they know who that party is even if they haven't met them before. It's similar to what you see on eBay. When you want to sell your golf clubs, you know that that buyer has a performance history of doing business with other buyers.
They can connect with known trading partners much more efficiently and then automate the processes and the information flows between each other. Then, they can collaborate in new ways, not only to find one another, but also to get access to preferred financing or new insights into market trends that are going on around particular commodities.
That's the power of bringing a business network to bear in today's world. It's this convergence of cloud applications, the ability to access and automate a process. Those that share that process share the underlying infrastructure and a digitally connected community of relevant parties, whether that's customers, suppliers, potential trading partners, banking partners, or other participants involved in the commerce process.
Gardner: Zach, in your book and in your earlier comments, you're basically describing almost a new workforce and some companies and organizations are recognizing that and embracing it. What's driving this? What has happened that is basically redefining a workforce and how it relates to itself and to the customer or, in many cases, for businesses across the ecosystem of the suppliers and then the channels and distribution? What's behind this fairly massive shift in what workforces are?
Tumin: It's in the demographics, Dana. Young people are accustomed to doing things today that were not possible 10 years ago. The digital power in everyone's pocket or pocket book, the digital wallet in markets, are ready, willing, and able to deal with them and to welcome them. That means that there's pressure on organizations to integrate and take advantage of the power that individuals have in the marketplace and that come in to their workforce.
Everyone can see what's going on around the world. We're moving to a situation where young people are feeling pretty powerful. They're able to search, find, discover, and become experts all on their own through the use of technologies that 10 years ago weren't available.
So a lot of the traditional ways of thinking about power, status, and prestige in the workforce are changing as a result, and the organizations that can adapt and adopt these kinds of technologies and turn them to their advantage are the ones that are going to prevail.
Gardner: Tim, with that said, there's this demographic shift, the shift in the mentality of self-started discovery of recognizing that the information you want is out there, and it's simply a matter of applying your need to the right data and then executing on some action as a result. Your network seems ready-made for that. I know that you guys have been at this for some time. It seems like the events, these trends, have coalesced in a way that that really suits your strength.
Tell me why you think that's the case that this vision you had at Ariba a decade or more ago has come about. Is there something fundamental about the Internet or were you guys just in the right place at the right time?
The reality of the community is that it is organic. It takes time to grow.
Minahan: The reality of the community is that it is organic. It takes time to grow. At Ariba we have more than 15 years of transactional history, relationship history, and community generated content that we've amassed. In fact, over the past 12 months those, nearly a million connected companies have executed more than $400 billion in purchase, sales, invoice, and payment transactions over the Ariba network.
Aggregate that over 15 years, and you have some great insights beyond just trading efficiencies for those companies participating there. You can deliver insights to them so that they can make more informed decisions, whether that's in selecting a new trading partner or determining when or how to pay.
Should I take an early-payment discount in order to accelerate or reduce my cost basis? From a sales standpoint, or seller's standpoint, should I offer an early payment discount in order to accelerate my cash flow? There are actually a host of examples where companies are taking advantage of this today and it's not just for the large companies. Let me give you two examples.
From the buyer side, there was a company called Plaid Enterprises. Plaid is a company that, if you have daughters like I do who are interested in hobbies and creating crafts, you are very familiar with. They're one of the leading providers for the do-it-yourself crafts that you would get at your craft store.
Like many other manufacturers, they were a mid sized company, but they decided a couple of years ago to offshore their supplies. So they went to the low cost region of China. A few years into it, they realized that labor wages were rising, their quality was declining, and worse than that, it was sometimes taking them five months to get their shipment.
So they went to the Ariba Network to find new sources of supply. Like many other manufacturers, they thought, "Let's look in other low cost regions like Vietnam." They certainly found suppliers there, but what they also found were suppliers here in North America.
They went through a bidding process with the suppliers they found there, with the qualifying information on who was doing business with whom and how they performed in the past, and they wound up selecting a supplier that was 30 miles down the road. They wound up getting a 40 percent cost reduction from what they had previously paid in China and their lead times were cut from more than 120 days down to 30.
That's from the buy side. From the sell side, the inverse is true. I'll use an example of a company called Mediafly. It's a fast growing company that provides mobile marketing services to some of the largest companies in the world, large entertainment companies, large consumer products companies.
They were asked to join the Ariba Network to automate their invoicing and they have gotten some great efficiencies from that. They've gotten transparencies to know when their invoice is paid, but one other thing was really interesting.
Once they were in the networked environment and once they had automated those processes, they were now able to do what we call dynamic discounting. That meant when they want their cash, they can make offers to their customers that they're connected to on the Ariba Network and be able to accelerate their cash.
You have extraordinary volatility on your network and that can rumble all the way through.
So they were able not only to shrink their quote-to-settle cycle by 84 percent, but they gained access to new financing and capital through the Ariba network. So they could go out and hire that new developer to take on that new project and they were even able to defer a next round of funding, because they have greater control over their cash flow.
Gardner: Zach, in listening to Tim, particularly that discovery process, we're really going back to some principles that define being human -- collaboration, word of mouth, sharing information about what you know. It just seems that we have a much greater scale that we can deploy this. As Tim was saying, you can look to supply chains in China, Vietnam, or in your own neighborhood that you might not have known, but you will discover.
Help me understand why the scale here is important? We can scale up and scale down. How is that fundamentally changing how people are relating in business and society?
Tumin: The scaling means that things can get big in a hurry and they can get fast in a hurry. So you get a lot of volume, things go viral, and you have a velocity of change here. New technologies are introducing themselves to the market. You have extraordinary volatility on your network and that can rumble all the way through, so that you feel it seconds after something halfway around the world has put a glitch in your supply chain. You have enormous variability. You're dealing with many different languages, both computer languages and human languages.
That means that the potential for collaboration really requires coming together in ways that helps people see very quickly why it is that they should work together, rather than go it alone. They may not have a choice, but people are still status quo animals. We're comfortable in the way that we have always done business, and it takes a lot to move us out.
When crisis hits, it's not exactly a great time to build those relationships. Speaker of the House Tip O'Neill here in United States once said "Make friends before you need them." That's a good advice. We have great technology and we have great networks, but at the end of day, it's people that make them work.
People rely on trust, and trust relies on relationships. Technology here is a great enabler but it's no super bullet. It takes leadership to get people together across these networks and to then be able to scale and take advantage of what all these networks have to offer.
Gardner: Tim, another big trend today of course, is the ability to use all of this data that Zach has been describing, and you are alluding to, about what's going on within these networks. Now, of course, with this explosive scale, the amount of that data has likewise exploded.
As we bring more of these coalescent trends together, we have the ability to deal with that scale at a lower cost than ever, and therefore start to create this dynamic of viral or virtual benefit type of effect. What I'm alluding to is more data, the more insight into what's going on in the network, the more the people then avail themselves of that network, the more data they create, and therefore the better the analysis and the more pertinent their efforts are to their goals.
So, am I off in la-la land here or is there really something that we can point to about a virtuous adoption pattern, vis-a-vis, the ability to manage this data even as we explode the scale of commerce?
One of the reasons we're so excited about getting access to SAP HANA is the ability to offer this information up in real time.
Minahan: We've only begun to scratch surface on this. When you look at the data that goes on in a business commerce network, it's really three levels. One is the transactional data, the actual transactions that are going on, knowing what commodities are being purchased and so on. Then, there's relationship data, knowing the relationship between a given buyer and seller.
Finally, there's what I would call community data, or community generated data, and that can take the form of performance ratings, so buyers rating suppliers and suppliers rating buyers. Others in the community can use that to help determine who to do business with or to help to detect some risk in their supply chain.
There are also community generated content, like request for proposal (RFP) templates. A lot of our communities members use a "give a template, take a template" type approach in which they are offering RFP templates to other members of the community that work well for them. These can be templates on how to source temp labor or how to source corrugated packaging.
We have dozens and dozens of those. When you aggregate all of this, the last part of the community data is the benchmarking data. It's understanding not just process benchmarking but also spend benchmarking.
One of the reasons we're so excited about getting access to SAP HANA is the ability to offer this information up in real time, at the point of either purchase or sale decision, so that folks can make more informed decisions about who to engage with or what terms to take or how to approach a particular category. That is particularly powerful and something you can't get in a non-networked model.
Gardner: To that same point, Zach, are there some instances in your book, where you can point to this ability to share the data across community, whether it's through some sort of a cloud apparatus or even a regulatory environment, where people are compelled to open up and share that is creating a new or very substantial benefits?
I am just trying to get at the network effect here, when it comes to exposing the data. I think that we're at a period now where that can happen in ways that just weren't possible even five years ago.
Tumin: One of the things that we're seeing around the world is that innovation is taking place at the level of individual apps and individual developers. There's a great example in London. London Transport had a data set and a website that people would use to find out where their trains were, what the schedule was, and what was happening on a day-to-day basis.
As we all know, passengers on mass transit like to know what's happening on a minute-to-minute basis. London Transport decided they would open up their data, and the open data movement is very, very important in that respect. They opened the data and let developers develop some apps for folks. A number of apps developers did and put these things out on the system. The demand was so high that they crashed London Transport, initially.
London Transport took their data and put it into the cloud, where they could handle the scale much more effectively. Within a few days, they had gone from those thousand hits on the website per day to 2.3 million in the cloud.
You need governance and support people, and people to make it work and to trust each other and share information.
The ability to scale is terribly important. The ability to innovate and turn these open datasets over to communities of developers, to make this data available to people the way they want use it, is terribly important. And these kinds of industry-government relations that makes this possible are critical as well.
So across all those dimensions, technology, people, politics, and the platform, the data has to line up. You need governance and support people, and people to make it work and to trust each other and share information. These are the keys to collaboration today.
Gardner: We're coming up on our time limit, but I wanted to put myself in the place of a listener, who might be really jazzed by the potential here, but is still concerned about losing control. How do you take advantage of the mobile extended networks of social media and networks, but without losing your basic principles of good business practice and governance?
Is there something that you're seeing Tim, through your network and the way you're approaching this, that is a balancing act? How can you give some advice to someone who can start to enter these waters, but not drown or get lost?
Minahan: First, I want to talk about the dynamics going on that are fueling B2B collaboration. There is certainly the need for more productivity. So that's a constant in business, particularly as we're in tight environments. Many times companies are finding they are tapped out within the enterprise.
The second is the leaning out of the enterprise itself with outsourcing more processes, more supply, and more activities to third parties. Companies are becoming more and more dependent on getting insights and collaborating with folks outside their enterprise.
The third is what Zach mentioned before, the changing demographics in the workforce, the millennials. They're collapsing the hierarchal command and control. They don't stand for sequestering of information with only a given few. They believe in sharing and in the knowledge of crowds. They want more collaboration with their peers, their bosses, and their business partners.
When you take that within a business context and how you put controls on it, obviously there needs to be some change. There is some change going on. There is change going on towards this wave of collaboration. Zach said before that it needs a good leader. There is change management involved. Let's not fool ourselves that technology is the only answer.
So policies need to be put down. Just like many businesses put policies down on their social media, there needs to be policies put down on how we share information and with whom, but the great thing about technology is that it can enforce those controls. It can help to put in checks and balances and give you a full transparency and audit trail, so you know that these policies are being enforced. You know that there are certain parameters around security of data.
You don't have those controls in the offline world. When paper leaves the building, you don't know. But when a transaction is shared or when information is shared over a network, you, as a company, have greater control. You have a greater insight, and the ability to track and trace.
When a transaction is shared or when information is shared over a network, you, as a company, have greater control.
So there is this balancing act going on between opening the kimono, as we talked about in '80s, being able to share more information with your trading partners, but now being able to do it in a controlled environment that is digitized and process-oriented. You have the controls you need to ensure you're protecting your business, while also growing your business.
Gardner: Zach, last word to you. What do we get? What's the payoff, if we can balance this correctly? If we can allow these new wheels of innovation to spin, to scale up, but also apply the right balance, as Tim was describing, for audit trails and access and privilege controls? If we do this right, what's in the offing? Even though it's early in the game as you pointed out, what's the potential here? When can we expect this payoff?
Tumin: I think you can expect four things, Dana. First is that you can expect innovations faster with ideas that work right away for partners. The partners who collaborate deeply and right from the start get their products right without too much error built-in and they can get them to market faster.
Second is that you're going to rinse out the cost of rework, whether it's from carrying needless inventory or handling paper that you don't have to touch where there is cost involved. You're going to be able to rinse that out.
Third is that you're going to be able to build revenues by dealing with risk. You're going to take advantage of customer insight. You're going to make life better and that's going to be good news for you and the marketplace.
The fourth is that you have an opportunity for constant learning, so that insight moves to practice faster. That's really important, because the world is changing so fast, you have the volatility, a velocity, a volume, variability, being able to learn and adapt is critical. That means embracing change, setting out the values that you want to lead by, helping people understand them.
Great leaders are great teachers. The opportunity of the networked world is to share that insight and loop it across the network, so that people understand how to improve every day and every way the core business processes that they're responsible for.
Gardner: Well, great. I am afraid we'll have to leave it there. I'd like to thank our audience for joining us. We've been discussing new levels of collaboration and how they have emerged within an increasingly networked world and how that's all coming together to impact both business and society.
I'd also like to thank our guests for joining us. Zach Tumin, Senior Researcher at the Science, Technology, and Public Policy Program at Harvard Kennedy School. He is also the co-author with William Bratton of this year's Collaborate or Perish.: Reaching Across Boundaries in a Networked World, and that's published by Random House. Thanks so much Zach.
Gardner: And, of course, Tim Minahan, Senior Vice-President of Global Network Strategy and Chief Marketing Officer at Ariba, an SAP company. Thanks so much, Tim.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions and you've been listening to a sponsored BriefingsDirect broadcast. Thanks again for listening and come back next time.
Advanced business networks are driving innovation and social interactions as new technologies and heightened user expectations converge. Copyright Interarbor Solutions, LLC, 2005-2013. All rights reserved.


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Assuming both items are genuine, dosed correctly and of a sanitary style there is really no distinction in either thing; regardless of kind, when you buy Dianabol, Deca-Durobolin and also Clenbuterol in here ask about. It will certainly perform within the physical body the same way tablet computer or otherwise. It applies, many of the fluid kinds, a lot more so compared to the tablet kinds are definitely nothing but rubbish or unsteady at finest and also difficult to dosage properly. Because of this a tablet computer acquisition is always a much better wager yet there are first class liquid products around, you merely have to do a little research study to guarantee you find the best ones.
You could purchase really normally various buy Dianabol, Deca-Durobolin and Clenbuterol in below ask about as it is one of the most effective. So trustworthy those that take many non-prescription fatty tissue burners will not enjoy or experience near the body fat burning results as those that shop Dianabol, Deca-Durobolin and also Clenbuterol in below inquire about. No, this powerful bronchodilator will certainly not change out sound diet programs and also exercise principles however in added fashion it might provide a much preferred included side.
Why you should Get Dianabol, Deca-Durobolin as well as Clenbuterol in here? Ask about Where to Acquire Dianabol, Deca-Durobolin and also Clenbuterol in below inquire about Go to any type of kind of message board and also there are all kind of tales and point of views in right here ask about with concerning this bronchodilator; there are tales concerning just how much it helps the PCT process, how it creates fantastic harmony with an anabolic steroid pattern; the listing continues. It holds true, Dianabol, Deca-Durobolin and also Clenbuterol Hydrochloride does possess a light anabolic nature but its hardly enough should dietary supplement with it.
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Where Can I Get Deca-Durobilin Steroid In Beppu, Japan. There are definitely just two good reasons anyone would certainly ever before shop Dianabol, Deca-Durobolin and Clenbuterol in here inquire about, for the treatment of persistent bronchial asthma and also for metabolic improving effects, i.e. physical body fat burning. Real, you could buy Dianabol, Deca-Durobolin as well as Clenbuterol in here ask about in an initiative to increase cardio efficiency and also this could be advantageous for some yet by and large both after mentioned aspects are the key concentration with physical body fat burning being the key concentration of many any person that finds themselves below.
Like all medications of any type of kind of kind you need to have understanding, you have to know specifically what you are doing this that you not just experience high quality outcomes nevertheless to ensure that you stay risk-free also; luckily for you there are a number of overviews listed below on steroid.com that can provide to this end. It corrects below however we want to discuss the sort of Clen as it is typically recognized that you might certainly purchase Of those in below ask about which utilize Clen most will definitely find it could come either approaches, as an oral tablet computer or in a liquid option you just eat. The greatest tips you could acquire would be making certain that you recognize just how you can prepare.
Although this appears a little unimportant, it is an ability which is not to be taken also lightly. Although numerous find it a great deal easier to just purchase a take-away, if you want your physical body to react positively to the medication eating right is the first thing you have to do. Amongst the benefits of cooking on your own is that you understand specifically merely exactly what you are eating as well as the quantity of calories you are consuming. This dismisses the possibilities of over or under consuming as a result of misdirected areas marketed on a number of take-away food choices!
Guarantee that you include large quantities of fruits and veggie in your weight management. Eat bunches of citrus fruits which are high in vitamin C and also great for your health. Bananas are additionally fantastic when you are trying to burn fat and also construct muscle. Green Veggies are quite high in Iron which additionally superb for your physical body and keepings you aware and also sharp. This will definitely put you at a substantial perk as it will absolutely increase your focus and also keep you motivated. Ensure that you are in addition eating foods which are high in calcium as well as bountiful in vitamin D as this will certainly help to enhance your bone sturdiness which is wonderful for when you are building muscular tissue mass as your physical body will have the capability to endure itself much much better. An additional great concept is to establish on your own small possible goals. By establishing your sights expensive you will definitely wind up disappointing on yourown and also ending up being demotivated. By setting tiny goals you will absolutely handle to document your development effortlessly and also you will certainly continuing your own motivated which as a result will absolutely motivate you to proceed with the process.
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Dianabol, Deca-Durobolin as well as Clenbuterol Stacking is not an anabolic steroid yet it does work extremely well in conjunction. Generally any sort of anabolic steroid can be used nonetheless those that acquire Dianabol, Deca-Durobolin and also Clenbuterol in right here ask about will generally doing this when anabolic steroids that advertise a leaner as well as a lot more challenging physique remain in play. While Clen will absolutely lend to this end there are various other products that function well with it; as an instance, lots of people which get Dianabol, Deca-Durobolin and Clenbuterol in right here inquire about often financial investment thyroid glandular hormonal agents such as Cytomel (T3) to support it and also various additionally supplement with Human Development Hormone. It holds true; a mix of Dianabol, Deca-Durobolin as well as Clenbuterol, Cytomel and Human Growth Bodily hormone coupleded with a strong anabolic steroid cycle will certainly offer end results difficult to acquire or else.
You can purchase Dianabol, Deca-Durobolin and also Clenbuterol in here inquire about and definitely nothing else as well as obtain a light anabolic bump and also ramping of the metabolic procedure yet if you choose this walloping it will certainly be mild. It is very important to note the effects will definitely be far more noticable when an anabolic steroid pattern is at hand nevertheless while necessary it is hardly one of the most vital factor. Those which acquire Dianabol, Deca-Durobolin as well as Clenbuterol in right here inquire about yet fall short to follow audio diet regimen programs concepts will definitely not lose any sort of physical body fat; you can actually take a massive quantity of Clen each day as well as if you are taking in like a body fat porker then presume simply exactly what, youre getting fat. When we purchase. Dianabol, Deca-Durobolin as well as Clenbuterol there is truly merely one approach to enjoy it, as a supplement and also the idea of a supplement is to consist of in the benefits, no Hydrochloride t establish them. Clen can be part of the equation, a beneficial tool to your fat burning needs; it is nonetheless not the reaction all alone.
Dianabol is amongst one of the most effective dental anabolic steroids on the market in Poltava Ukraine for the objective of swiftly raising both dimension and toughness and also as by its nature is much more powerful than its usual relative Anadrol on a milligram for milligram basis. As toughness and also measurement enhancing are its main function most of those that buy Dianabol will certainly doing this for a bulking cycle, as must come as not a surprise yet it can be used effectively throughout a decreasing pattern also.
Dr. John Ziegler did not have any sort of type of hand in producing D-bol, yet he contributed in the circulation as well as early use of the steroid. He started by handling a variety of his own medical people consisting of an appendectomy person and shed victim. Dr. Ziegler attempted evaluating on himself and also later continued to working together with professional athletes searching for a way to enhance their efficiency.
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If you're a performance boosting expert athlete or maybe if you're simply preparing to start there's an exceptional possibility you'll acquire Dianabol in Poltava Ukraine in the near future. The factors are simple; individuals in Poltava Ukraine acquisition Dianabol as it is amongst the most extremely efficient concerning its purpose, it is extremely basic to manage, it is generally actually affordable and also for years has been among among the most thoroughly conveniently offered anabolic steroids of perpetuity; in-fact, the little 5mg pink Anabol tabs, among one of the most popular brand names of perpetuity have actually been taken a look at in gym as typically as the weights themselves given that before the Golden era of physical body building.
Where Can I Get Deca-Durobilin Steroid In Beppu, Japan. In order to examine the brand-new medication and please an asked for requirement, Dr. Ziegler collaborated with a triad of American weight lifters, thinking about that they were having troubles taking on the Russian weightlifting group. The experiment located combined results, yet in the end Dr. Ziegler thought it to be a failure, considering that the only genuine outcome he positioned in the weightlifters was enhanced horniness. Nonetheless, proof another time showed the appropriate dose neither pattern were being used.
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While this steroid can be trusted in a reducing pattern, usually most will situate different other options to be far more effective after that limitation this steroid to off-season periods of use. Those that supplement with this powerful C17-aa dental steroid normally report gains in size of up to 20lbs in mere weeks, often a lot more; it needs to be kept in mind, the person will certainly not proliferate if sufficient nutrients are not in position. A normal misunderstanding is that you have to do is supplement with anabolic steroids along with you'll expand; this is simply unreal. If you wish to enable you need to feed your growth along with while those that obtain Dianabol will identify it effective it is not magic. The suggestion behind this steroid as is with all steroids is to take simply what youre already doing ideal nonetheless to do it with a much better degree of performance.
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