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M2065-659 - IBM Smarter Cities Sales Sales Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : M2065-659
Exam Name : IBM Smarter Cities Sales Sales Mastery Test v1
Questions and Answers : 42 Q & A
Updated On : March 20, 2019
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M2065-659 exam Dumps Source : IBM Smarter Cities Sales Sales Mastery Test v1

Test Code : M2065-659
Test Name : IBM Smarter Cities Sales Sales Mastery Test v1
Vendor Name : IBM
Q&A : 42 Real Questions

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IBM IBM Smarter Cities Sales

IBM crew joins 'smarter metropolis' project | killexams.com Real Questions and Pass4sure dumps

IBM introduced a crew of its executives has begun work with Chon Buri officers to collaborate and improve techniques to help flip the city into a world vacationer vacation spot and transport hub of the vicinity.

The team is to analyse and make thoughts to assist Chon Buri develop into a wiser city. The venture is a component of IBM Smarter Cities problem can provide to assist revolutionary, forward-pondering municipalities.

The crew comprises Michael Preis, delivery govt, IBM world business features; Krishnan Ramachandran, IBM exclusive engineer and chief know-how officer, mobile solutions Leaders, Banking and economic Market; Anna Tassioula, customer director, IBM economic Markets; Denise Freier, organisational alternate executive, IBM revenue Forces Automation; and Mauricio Sucasas Da Costa, director, ISV and developer members of the family, IBM growth Markets Unit.  

The crew will spend the subsequent three weeks analysing the current circumstance and construct on existing plans to tackle Chon Buri’s vision to be a better metropolis.  

Chon Buri is one in all 33 cities that were chosen for the 2012 Smarter Cities problem furnish. A crew of five proper-performing IBM leaders from the U.S. and China has been selected to work with the metropolis.

The group of IBM specialists will work with metropolis officers on two key priorities. First is to help position the city as a world-noted vacationer destination and livable town for local citizens and foreigners. And 2d is to assist transform it into the logistics hub for the region.  

The tourism venture, in partnership with Pattaya city, goals to improve the metropolis’s great of dwelling with the aid of specializing in public safeguard and traffic management. 

For the logistics hub assignment, the team will collaborate with Laem Chabang Port to help develop its operations and repair by means of leveraging know-how to become an immense logistics hub and gateway to counties in the Mekong sub-location.  

Launched in 2011, the Smarter Cities problem is a three-yr, 100-metropolis US$50-million (Bt1.5 billion) programme. it's IBM’s single-largest philanthropic initiative, which funds in-grownup engagements staffed via teams of precise IBM specialists, who study and then make specific strategies addressing in the community essential city issues.

groups of above all chosen IBM consultants will give city leaders with analysis and suggestions to support a success boom, enhanced start of municipal capabilities, more citizen engagement and more suitable efficiency.

ultimate year, Chiang Mai become one of 24 cities international selected to receive IBM Smarter Cities problem grants. The supplies give the cities with access to IBM’s appropriate consultants to analyse and suggest approaches they can develop into even improved areas by which to are living, work and play. Thailand has been selected as one in all 20 increase countries that IBM will focal point on intensively for funding.

in response to IBM, increase markets generated 22 per cent of the enterprise’s international income remaining 12 months, and the company goals to have 30 per cent of its complete world earnings come from increase markets with the aid of 2015. IBM recognized 140 international locations from a complete of 170 where IBM has a company presence.


IBM Makes Smarter Cities by way of Crowdsourcing ideas | killexams.com Real Questions and Pass4sure dumps

Ogilvy Paris' "Smarter Cities" effort for IBM closing 12 months turned city constructions like bus stops into valuable infrastructure -- and received a Grand Prix at Cannes whereas at it.

Now, IBM's newest part for the hassle grew to become to the residents of cities to ask them how they might improve their cities. Created in partnership with Zooppa, a social community for inventive skill like filmmakers and bloggers, the frenzy accepted 80 entries, and picked eight winners from worldwide.

concepts blanketed "Granby Park," a video from Dublin that won first prize that showed how an empty area can be repurposed. an extra, from Detroit, became a defunct, abandoned manufacturing facility that changed into became an "indoor fish pond," altering the face of the native food income economic climate.

The movies could be purchasable on the branded people For Smarter Cities web page, as well as YouTube and IBM social-media websites starting Wednesday.

read more on AdAge.com.


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here's what you probably find out about IBM. You recognize overseas company Machines changed into one in every of the usa’s first tech groups, and in the Sixties and Nineteen Seventies grew to be the world’s main laptop maker on the strength and power of its massive mainframes. all of it went to hell in the 1980s, when very own computer systems and servers supplanted these mainframes, and an arrogant and bloated IBM turned into caught flat-footed. The board introduced in Lou Gerstner, who famously stabilized the enterprise (partially through firing tens of thousands of personnel) and acquired it to grow again via steerage IBM into the unsexy — but excessive-margin — enterprise of methods integration and functions. perhaps you lately watched an IBM laptop, Watson, trounce a couple of brainiacs on the online game reveal Jeopardy.

Now, here’s what you may now not comprehend: nine years after Gerstner stepped down as CEO, IBM (IBM) is financially and strategically enhanced and, sure, sexier than ever — all due to Sam Palmisano, Gerstner’s successor. under Palmisano, profits have quadrupled and the stock is up fifty seven%. He’s now not only slicing expenses (though he’s performed lots of that, together with shifting work from the U.S. to India). He’s remaking the company by way of pushing into new international locations and increasing hot organizations reminiscent of supercomputing and analytics that require heavy-duty lab improvements. closing year’s R&D spending? Some $6 billion, or 6% of IBM’s almost $100 billion in annual income. Its 5,896 patents in 2010 — greater than any company in the world — help clarify why it lands at No. 12 on Fortune’s annual list of the realm’s Most Admired companies. That Jeopardy-playing computer isn’t just a gimmick; it is at the coronary heart of IBM’s lengthy-time period growth method.

“long term” is a phrase Sam Palmisano uses generally right through a rare set of interviews. Palmisano, who is barely the eighth CEO of the one hundred-12 months-historic employer, makes clear in conversations with Fortune that he’s as focused on the next 10 years as he is on the subsequent quarter — even if, at 59, he’s likely to retire in a couple of years. At typical meetings with IBM’s researchers, Palmisano exhorts his Ph.D.s to tune and form the tech tendencies as a way to define the area a decade or greater from now. “analysis gives us the headlights to get forward of the obtrusive,” he tells me.

but make no mistake, Palmisano additionally can provide quarter after quarter, no small feat when you trust the measurement and complexity of IBM. (Its $4 billion in revenue boom in 2010 by myself is roughly equal to the full revenue of gamemaker electronic Arts, (ERTS) the No. 494 company on the Fortune 500.) And even though he inherited a tons-greater company, Palmisano moved into the CEO’s office in 2002, simply after the information superhighway bubble burst. more currently he’s needed to deal with the worst recession considering the fact that the superb depression. instead of hunkering down as a lot of his friends did, Palmisano greenlighted a few predominant initiatives — including IBM’s “Smarter Planet” initiative, a program to use networking and computer expertise to tackle social issues akin to entry to fitness care or traffic congestion. In 2010, IBM earned $14.8 billion on $99.9 billion in revenue, with forty six.1% gross profit margins.

Palmisano, a Baltimore native, acquired his delivery in income (he joined IBM clean out of Johns Hopkins in 1973), and he conducts enterprise with a pitchman’s zeal. At 6-foot-2, his extensive shoulders perspective forward a little as if he’s always leaning in to inform you something. When he grew to become head of global functions lower back in the ’90s, he blocked off 70% of his calendar for consumer meetings, and he still speaks to at least one client on daily basis. He remembers that Macy’s (M) CEO Terry Lundgren has planned a visit to China and calls to offer up some introductions. He golfs with big apple city Mayor Michael Bloomberg. (Says the mayor: “He may still maintain his day job.”) but he additionally lingers after a speech to change business cards with the mayor of a tiny Chilean local. And when he travels, he regularly leaves time for a solo walk round city to peer what people are buying. “you could study the entire financial facts, but you’re not going to get a way” of your purchasers, he says, explaining, “If I’m not with somebody, I’m on the mobilephone with someone.”

Making the planet smarter

The tiny Chilean District of Peñalolén is home to some of Santiago’s richest — and poorest — residents. From the plate-glass home windows of up to date million-dollar buildings nestled into the Andes foothills, you have got a sweeping view of the greatest of Santiago’s sprawling squatter villages. Residents have strung wires across rooftops to pirate electricity and thrown cardboard over the sewage channels they’ve dug. this is the entrance line for Palmisano’s quest to make the planet smarter — and increase its customer base.

Peñalolén Mayor Claudio Orrego, forty four, doesn’t deserve to be persuaded that expertise can enrich residing circumstances in his regional. A Harvard-educated former tech exec, he’s an energetic idealist with a trimmed brown beard and his personal Twitter account. When travelling his regional remaining fall, I visited a sanatorium where he had partnered with Cisco (CSCO) to digitize medical information. I drove by means of internet kiosks he built with assist from Intel (INTC). but unless ultimate yr he had in no way worked with IBM. Orrego firstly met Palmisano in fall 2009 when he flew to new york for IBM’s first Smarter Cities discussion board (a part of the Smarter Planet crusade), which he’d heard about at yet another convention. “It was backed and arranged by a tech business, nevertheless it wasn’t in reality about technology,” he says. Of course technology played a part: With Smarter Planet, IBM is promoting a concept that lots of the systems that vigor our cities — electrical grids, transportation, buildings, factories — can be made to run more effectively if you can more desirable monitor them, analyze the suggestions you assemble, and use it to tinker. but as a good deal as anything, Palmisano is selling hope. His consumers are govt officials beneath power to make complicated and antiquated systems work enhanced for much less funds, and Palmisano guarantees in the event that they inject a little techie efficiency, things should be better.

nevertheless, a Chilean regional may also seem to be an improbable vicinity for IBM to commit materials when market alternatives the size of China and Brazil are looming, however is a component of Palmisano’s formidable plan to capitalize on each closing nook of the rising world. It’s all within the numbers. He is aware of that while First World nations spend roughly 3% to four% of their gross domestic product on infotech, rising markets spend just 1% to 2%. As these international locations try to propel themselves into the first World, Palmisano expects those percentages will double over the next 5 years. With a solid executive and robust business ethics, Chile is one among 20 emerging countries IBM has identified as conserving probably the most immediate promise. That’s why Palmisano selected to hold and attend a wiser Cities discussion board — certainly one of 200 identical pursuits the enterprise has held so far — there last fall.

Palmisano arrived on the Santiago Sheraton early, took a seat within the entrance row, and sat through more than an hour of speeches without so tons as checking his BlackBerry earlier than his flip came at the podium. After Palmisano spoke, Orrego, via now an IBM client (IBM’s assessment turned into executed on spec), and the Santiago governor joined Palmisano onstage for a dialogue about tech innovations, like how expertise could carry down expenses for things like trash assortment. When the moderator, a local news anchor, completed the interview, he became to the audience and mentioned, “well, we acquired through the complete hour devoid of talking about servers and switches.”

The actual goal of IBM’s forum became to shut sales, of course, and Palmisano did his part. He left the event at lunchtime to make a income name on Chilean President Sebastián Piñera. Palmisano doesn’t like to ambush individuals, so he introduced alongside only 1 colleague. Piñera’s chief of workforce, an energetic 27-year-historical, confirmed them in to the President’s office, which become decorated with a framed picture of the recently rescued miners. The community mentioned having IBM appoint a team of software experts, increasing its Chilean group of workers. They also agreed to create an inventory of tasks on which to work via the end of the first quarter.

again in new york, I asked Palmisano what he concept of Chile. “In all these locations there’s an inherent optimism,” he referred to. “There’s a way problems can be solved. There’s definitely nothing in our means but ourselves. So let’s just get to work.”

Baloo the bear

Sam Palmisano grew up in a huge Italian household in Nineteen Fifties Baltimore. there have been two Palmisano households on the town on the time. His dad changed into the auto mechanic, now not to be perplexed with the delicatessen owner. each households packed their children off to Calvert hall, the Catholic boys college the place Sam’s 10th-grade football coach, Augie Miceli, remembered him as a favored guy who certainly not ignored practice. “As an offensive core, he snapped the ball to the quarterback, so he had to make first line calls,” says Miceli.

Palmisano also played sax in a band. The drummer’s mom was the band’s agent, and he or she as soon as scored them a weeklong gig each opening and taking part in backup for the Temptations. He used his profits — $1,000 — to buy a station wagon so he might haul around his gadget.

At Johns Hopkins, Palmisano become a history main whose Beta Theta Pi fraternity brothers known as him Baloo after the endure from The Jungle publication. He co-captained the football crew but turned down an invite to try out for the Oakland Raiders. In 1973, the 12 months he graduated, the U.S. changed into at warfare with Vietnam, and many evenings he’d crowd around the eleven p.m. news along with his fraternity brothers for updates on the draft. The number he’d got his junior yr become four, low satisfactory that his probabilities of recruitment have been high. “So I talked about, ‘I’ve acquired to get a job,’ ” he remembers. a chum mentioned that IBM’s recruiter had come to campus to appear for women with backgrounds in math and science. even though he healthy neither class, the following day Palmisano took and handed IBM’s entrance examination, a staple for all new entrants at the time.

IBM’s iconic machines

Palmisano joined IBM on the top of its glory, when the iconic figure of the IBM salesman symbolized a certain ascendance to the upper center class. The dress code was strictly followed: dark suits, white shirts, defense force striped ties, wingtip footwear. Liquor became off-limits. “in case you had a consumer luncheon and you had a drink with the consumer, you have been expected to move domestic,” says Palmisano. earlier than he ever made a sales name, he went to Washington, D.C., to attend the requisite 15 months of classes on community design and accounting and revenue displays. (whereas in D.C. he met his future spouse, Gaier Notman, referred to as Missy, who changed into the daughter of a prominent Maryland banker.) Then he went to work within the records items unit in Baltimore, hawking mainframes to native governments.

In 1989, Palmisano became chosen for a one-year time period as govt assistant to CEO John Akers. It turned into the first signal that his superstar become rising at the enterprise, and he jumped from there to a two-12 months stint working IBM Japan. while Palmisano became learning to manage a personnel that didn’t speak his language, the service provider struggled to locate its region in a tech business that had misplaced persistence with IBM’s monolithic method to selling accessories like semiconductors, hardware, and application. by the point Gerstner parachuted in to show things around in 1993, IBM had posted an $8.1 billion loss, its third straight year of losses. as the caustic chieftain raced to drag the business out of its near-demise spiral through doubling down on the services business, embracing the information superhighway, and shaking up the lifestyle, Palmisano back and took a turn at running almost each one of IBM’s better devices, including the very own computers division, the server company, and global functions. At Gerstner’s retirement in 2002, IBM’s stock rate had risen to $90 from $eleven.

while Gerstner, who declined to comment for this article, won a reputation for his quick mood, Palmisano honed a measured but uncompromising management trend. Chief financial officer Mark Loughridge, who pronounced to Palmisano lower back when he took over the world services division, recalls an infamous mobile call. “We have been losing money each quarter. Sam bought on the mobilephone and pointed out, ‘I just desire each person to know we are on no account dropping money in this business ever again,’ ” says Loughridge. Given the widely wide-spread condition of the business, it appeared like a daft request, but Palmisano wasn’t asking. He became disturbing. “The executive team become like, ‘Man, what’s this man speakme about?’ however we not ever misplaced money again.”

Palmisano has long been neatly-connected politically. He has vacationed with participants of the Bush clan, with whom he grew acquainted through his wife’s family unit, when you consider that before George Bush Sr. become elected President, and he purchased a Kennebunkport summer season house from the bushes in 1996. however, for a multimillionaire, he has kept his family unit lifestyles modest. For virtually two a long time he has lived within the identical century-ancient residence in Southport, Conn. unless he changed into appointed IBM’s CEO, he drove himself to work day to day.

research: The core of strategy-environment

watching Watson (named for founding CEO Thomas Watson Sr.) cream Jeopardy champs Ken Jennings and Brian Rutter changed into gripping television. (profitable answer: “who's Bram Stoker?”) but Watson’s intelligence is more than trivial. Palmisano expects to peer it make its manner into hospitals, for instance, the place it could diagnose sufferers and suggest treatments more directly and precisely than medical doctors.

research is at the core of ways Palmisano sets strategy. The business continues nine research labs world wide and 7 “collaboratories” it has built with shoppers like a Beijing center to improve excessive-tech railroads. moreover enterprise-connected projects like constructing new services for Indian mobile-mobilephone operators, IBM funds experiments equivalent to substances analysis that might also become new items. however Palmisano sees even those supertechnical “blue-sky” projects as vital to figuring out where he must take IBM, and how he should still organize its assets and businesses.

annually, in a knock-down, drag-out marathon of a dialogue, he spends a day with lab administrators predicting the longer term and adjusting corporate strategy to tackle it. You don’t dare demonstrate up unprepared, lab directors say, because he knows your work and he has his personal place on its value. This session is the place he can look at chip improvements if you want to exchange the manner IBM markets and sells servers, for instance. It also is where he saw the cornerstones for Smarter Planet approach back in 2002. “It turned into no longer going to be a computer era. It changed into going to be sensors and smartphones,” he says. That looks glaring now, however lest one neglect, the iPhone wasn’t even invented unless 5 years later. In 2005, Palmisano shocked the tech world when he sold IBM’s profitable computer company to China’s Lenovo. He persisted to unload hardware, and he stepped up acquisitions, deciding upon up software and analytics companies by using the dozens.

Shareholders were puzzled. Palmisano countered by using wooing Wall street. “in case you’re going to dump all that earnings and go make investments in additional ecocnomic issues the place you can innovate, there’s going to be a duration of time where you’re not going to get a lot of suitable-line boom,” he explains. “There’s a lot of very own drive on the management of the company to reply.” He introduced a five-year highway map and held six-hour sessions with investors to answer questions about his strategy. He pledged to keep expanding profits and investor returns while he changed the company’s make-up. He changed expensive worker's in North america with cost-efficient people overseas, which has helped maintain margins and earnings growing to be. He and his board additionally authorized massive share buybacks every year, yet another tactic for expanding earnings per share.

The upshot: IBM these days is a corporation that nevertheless gets most of its revenue from services and consulting — the enterprise that Gerstner astutely pushed IBM into in the Nineties. but software now contributes greater to pretax revenue than consulting, and analytics, the sort of subtle records-crunching and determination-making that Watson does, grew 19% remaining quarter, sooner than every other line of business. Harvard business school professor Rosabeth Moss Kanter calls this a “boldness of imagination,” asserting, “Sam accelerated what Lou Gerstner set in motion.”

That boldness has helped IBM develop into as soon as once again the business that sets the agenda for business technology. corporations from HP (HPQ) and Dell (DELL) to Oracle (ORCL) have assembled consulting groups to resolve issues for purchasers in preference to promote them servers and switches. And HP’s Cense community aims to pepper the world with sensors just as IBM plans to do with the Smarter Planet initiative. IBM has singlehandedly helped lift the valuations of analytics agencies. someplace the ghost of Tom Watson Sr. is smiling.

IBM after Palmisano

IBM will turn a hundred this yr, and Palmisano will flip 60. That age has lengthy been the expiration date for an IBM CEO, and while he gained’t verify it, americans close to him think he’ll step down just after the centennial. This previous summer time he reorganized the government ranks in a circulation that means he has chosen a couple of contenders for his alternative. each Virginia Rometty, who brought marketing and method to her income and distributions responsibilities, and Michael Daniels, who now oversees all of international services, are referred to to be in the running. So is Rod Adkins, who oversees the methods and know-how community.

Can things maybe work as well at IBM when Palmisano leaves? revenue is ready relationships, and on the maximum degree, he is their safekeeper. accept as true with Sunil Mittal, the rags-to-riches founding father of India telecom colossal Bharti Airtel. last fall IBM turned into within the closing tiers of negotiating a ten-year contract to deploy and manage the counsel expertise assisting Bharti’s circulate into sixteen African nations when the contract pretty much fell aside. “IBM is an incredible laptop, and sometimes it receives irritating,” says Mittal. “there have been layers of lawyers and approval strategies.” Mittal changed into able to walk, and then Palmisano popped up on Skype. Palmisano guaranteed Mittal that IBM’s work could be done at once and successfully. Six weeks later both men met in Nairobi to announce the landmark deal that might plant the Indian telecom colossal in Africa.

Mittal trusts Palmisano. He has invited the person to dinner in his Delhi home, and hung out with the Palmisanos and three of their kids on the Beijing Olympics. “My very own reference to him is terribly robust. As for who will succeed him, and should I actually have the identical chemistry?” says Mittal. “I don’t know.”

I ask Palmisano about it the last time we meet. we're seated within the perfectly preserved 1937 library of the senior Watson himself, every final mahogany panel of which has been lifted from his original workplace into the government suite of a Midtown new york skyscraper. Palmisano suggests Mittal’s posturing is a little of theatrics. Relationships are developed as a result of americans act invariably over long intervals of time, he tells me. “I’ll do my term. possibly it’s 10 years. suppose of it as 10% of a hundred years. after which somebody else has acquired to preserve it going,” he says.

With that, he reaches for his coat. “I’ve received to move sing for my supper, younger woman,” he says. site visitors is bad in Midtown, and he needs to be on time for the earnings call he’s about to make on J.P. Morgan (JPM) CEO Jamie Dimon. forget the idling sedan. He takes off walking at a fast clip, a earnings rep just about sprinting to catch up.


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Machines beat us at our own game: What can we do? | killexams.com real questions and Pass4sure dumps

In this undated publicity image released by Jeopardy Productions, Inc., host Alex Trebek, left, poses with contestants Ken Jennings, center, and Brad Rutter and a computer named Watson in Yorktown Heights, N.Y. On Monday, Feb. 14, 2011, "Jeopardy!" will begin airing two matches spread over three days between Jennings, Rutter and Watson, who was developed by IBM scientists. (AP Photo/Jeopardy Productions, Inc.) NO SALES (AP) -- Machines first out-calculated us in simple math. Then they replaced us on the assembly lines, explored places we couldn't get to, even beat our champions at chess. Now a computer called Watson has bested our best at "Jeopardy!"

A gigantic computer created by IBM specifically to excel at answers-and-questions left two champs of the TV game show in its silicon dust after a three-day tournament, a feat that experts call a technological breakthrough.

Watson earned $77,147, versus $24,000 for Ken Jennings and $21,600 for Brad Rutter. Jennings took it in stride writing "I for one welcome our new computer overlords" alongside his correct Final Jeopardy answer.

The next step for the IBM machine and its programmers: taking its mastery of the arcane and applying it to help doctors plow through blizzards of medical information. Watson could also help make Internet searches far more like a conversation than the hit-or-miss things they are now.

Watson's victory leads to the question: What can we measly humans do that amazing machines cannot do or will never do?

The answer, like all of "Jeopardy!," comes in the form of a question: Who - not what - dreamed up Watson? While computers can calculate and construct, they cannot decide to create. So far, only humans can.

"The way to think about this is: Can Watson decide to create Watson?" said Pradeep Khosla, dean of engineering at Carnegie Mellon University in Pittsburgh. "We are far from there. Our ability to create is what allows us to discover and create new knowledge and technology."

Experts in the field say it is more than the spark of creation that separates man from his mechanical spawn. It is the pride creators can take, the empathy we can all have with the winners and losers, and that magical mix of adrenaline, fear and ability that kicks in when our backs are against the wall and we are in survival mode.

What humans have that Watson, IBM's earlier chess champion Deep Blue, and all their electronic predecessors and software successors do not have and will not get is the sort of thing that makes song, romance, smiles, sadness and all that jazz. It's something the experts in computers, robotics and artificial intelligence know very well because they can't figure out how it works in people, much less duplicate it. It's that indescribable essence of humanity.

Nevertheless, Watson, which took 25 IBM scientists four years to create, is more than just a trivia whiz, some experts say.

Richard Doherty, a computer industry expert and research director at the Envisioneering Group in Seaford, N.Y., said he has been studying artificial intelligence for decades. He thinks IBM's advances with Watson are changing the way people think about artificial intelligence and how a computer can be programmed to give conversational answers - not merely lists of sometimes not-germane entries.

"This is the most significant breakthrough of this century," he said. "I know the phones are ringing off the hook with interest in Watson systems. The Internet may trump Watson, but for this century, it's the most significant advance in computing."

And yet Watson's creators say this breakthrough gives them an extra appreciation for the magnificent machines we call people.

"I see human intelligence consuming machine intelligence, not the other way around," David Ferrucci, IBM's lead researcher on Watson, said in an interview Wednesday. "Humans are a different sort of intelligence. Our intelligence is so interconnected. The brain is so incredibly interconnected with itself, so interconnected with all the cells in our body, and has co-evolved with language and society and everything around it."

"Humans are learning machines that live and experience the world and take in an enormous amount of information - what they see, what they taste, what they feel, and they're taking that in from the day they're born until the day they die," he said. "And they're learning from all the input all the time. We've never even created something that attempts to do that."

The ability of a machine to learn is the essence of the field of artificial intelligence. And there have been great advances in the field, but nothing near human thinking.

"I've been in this field for 25 years and no matter what advances we make, it's not like we feel we're getting to the finish line," said Carnegie Mellon University professor Eric Nyberg, who has worked on Watson with its IBM creators since 2007. "There's always more you can do to bring computers to human intelligence. I'm not sure we'll ever really get there."

Bart Massey, a professor of computer science at Portland State University, quipped: "If you want to build something that thinks like a human, we have a great way to do that. It only takes like nine months and it's really fun."

Working on computer evolution "really makes you appreciate the fact that humans are such unique things and they think such unique ways," Massey said.

Nyberg said it is silly to think that Watson will lead to an end or a lessening of humanity. "Watson does just one task: answer questions," he said. And it gets things wrong, such as saying grasshoppers eat kosher, which Nyberg said is why humans won't turn over launch codes to it or its computer cousins.

Take Tuesday's Final Jeopardy, which Watson flubbed and its human competitors handled with ease. The category was U.S. cities, and the clue was: "Its largest airport is named for a World War II hero; its second largest, for a World War II battle."

The correct response was Chicago, but Watson weirdly wrote, "What is Toronto?????"

A human would have considered Toronto and discarded it because it is a Canadian city, not a U.S. one, but that's not the type of comparative knowledge Watson has, Nyberg said.

"A human working with Watson can get a better answer," said James Hendler, a professor of computer and cognitive science at Rensselaer Polytechnic Institute. "Using what humans are good at and what Watson is good at, together we can build systems that solve problems that neither of us can solve alone."

That's why Paul Saffo, a longtime Silicon Valley forecaster, and others, see better search engines as the ultimate benefit from the "Jeopardy!"-playing machine.

"We are headed toward a world where you are going to have a conversation with a machine," Saffo said. "Within five to10 years, we'll look back and roll our eyes at the idea that search queries were a string of answers and not conversations."

The beneficiaries, IBM's Ferrucci said, could include technical support centers, hospitals, hedge funds or other businesses that need to make lots of decisions that rely on lots of data.

For example, a medical center might use the software to better diagnose disease. Since a patient's symptoms can generate many possibilities, the advantage of a Watson-type program would be its ability to scan the medical literature faster than a human could and suggest the most likely result. A human, of course, would then have to investigate the computer's finding and make the final diagnosis.

IBM isn't saying how much money it spent building Watson. But Doherty said the company told analysts at a recent meeting that the figure was around $30 million. Doherty believes the number is probably higher, in the "high dozens of millions."

In a few years, Carnegie Mellon University robotic whiz Red Whittaker will be launching a robot to the moon as part of Google challenge. When it lands, the robot will make all sorts of key and crucial real-time decisions - like Neil Armstrong and Buzz Aldrin did 42 years ago - but what humans can do that machines can't will already have been done: Create the whole darn thing.

Explore further: 'Jeopardy!' to pit humans against IBM machine

More information: IBM's Watson: tinyurl.com/4r8w6grJeopardy: jeopardy.com

©2010 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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The Industrial Internet of Things (IIoT) is, at times, hard to pin down. The stronger the technology has gotten, the broader the applications have become, affecting everything from energy, to smart cities to manufacturing, and in the process, blurring the line between traditional consumer and industrial markets. Interestingly, in the United States, much of the Industrial IoT advancements have come from the private sector – oil and gas, utilities, precision agriculture, etc. International IIoT, however, has seen real advancements coming from cities – smart cities, that is.

Smartest Cities in the World

A 2015 article from Forbes provided a list of the top five smartest cities in the world based on a number of factors, including environmental monitoring, smart traffic management, data usage and creative tech applications.  Barcelona topped the list, with New York City, London, Nice (France), and Singapore rounding out the top five. In each instance, the use of smart technology improved quality of life, efficiency, and better overall functionality. Of course, there are myriad factors to consider when evaluating a city’s “smartness,” but considering how many moving parts – literally and figuratively – that it takes to create a smart infrastructure, the breadth of application is impressive.

Barcelona’s comprehensive wired network drives an infrastructure that is constantly aggregating, transmitting and analyzing data for all kinds of things:

The boxes are no regular electricity meters. They are fine-tuned computer systems, capable of measuring noise, traffic, pollution, crowds, even the number of selfies posted from the street. They are the future of Barcelona, and in some sense they are the future for all of us too. The hard drives are just one piece of what is “unusual” on this street, in fact. Cast your eyes down, and you might spot the digital chips plugged into garbage containers, or the soda-can-size sensors rammed into the asphalt under the parking spaces.

The paragraph above not only highlights the often hidden aspects of smart cities – sensors, hard drives, boxes – but also the sheer magnitude of the data being collected from wherever possible. The technology that powers that data collection lies in the actual communication networks, which are powered by an array of RF, cellular and WiFi connections. Today, many of the devices that are responsible for collecting the data from the source – the access layer – are capable of hosting third-party, proprietary applications that can filter and transmit data in specific packages, turning Big Data into Smart Data.

Lately, London has focused on green energy and environmental progress. The city launched an initiative to become a zero-emission city by 2050 with a combination of electric vehicles and public transportation. Sounds familiar, right? The actual mechanisms driving that initiative are not necessarily ground breaking: reduce combustion engines on the road, encourage people to use public transport. However, the technology has finally started to catch up. With smart traffic monitoring capabilities, public transportation can run more efficiently, keeping to strict schedules. Additionally, driverless vehicles can perhaps help lead a transportation infrastructure devoid of human-caused accidents, opening the road systems and, again, leading to greater efficiency.

Smart Cities, Smart World

Of course, the two examples above come at a high level. There are significant technologies driving the actual implementation of smart city devices, but the key factor is that the leaders of the respective cities understand the need for a stronger, smarter infrastructure. Many other cities are catching up – India often pops up with smart city initiatives, which is a fascinating case study based on the economic disparity of the country. Still, the drivers of the international IIoT goals often point to the development of smart cities as an ideal outcome based on the continued growth of connected technology.

Scott is an executive leader with more than 25 years of experience in product lifecycle management, product marketing, business development, and technology deployment. He offers a unique blend of start-up aggressiveness and established company executive leadership, with expertise in product delivery, demand generation, and global market expansion. As CMO of FreeWave, Scott is responsible for product life cycle/management, GTM execution, demand generation, and brand creation/expansion strategies.

Prior to joining FreeWave, Scott held executive management positions at Fluke Networks (a Danaher Company), Network Associates (McAfee), and several start-ups including Mazu Networks and NEXVU Business Solutions. Scott earned his BA in Computer Information Systems from Weber University.

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Ariosa v. Sequenom: Petitioning the Federal Circuit to Reverse Course on Patent Eligibility | killexams.com real questions and Pass4sure dumps

Tom-Goldstein-300-400

Tom Goldstein

On June 12, 2015, the United States Court of Appeals for the Federal Circuit issued a decision in Ariosa Diagnostics, Inc. v. Sequenom, Inc. The decision dealt with whether a non-invasive method for detecting paternally inherited cell-free fetal DNA (“cffDNA”) from a blood sample of the pregnant woman carrying a fetus. See U.S. Patent No. 6,258,540. The district court ruled that the method claims were patent ineligible and the Federal Circuit agreed. Judge Linn, who concurred, wrote that the innovation deserves patent protection, but also that the “sweeping language of the test set out in Mayo” requires a determination that the claims are patent ineligible.

The Federal Circuit decision has been widely criticized (see here and here, for example). Sequenom has asked for reconsideration en banc, and twelve amici groups have separately filed briefs in support of Sequenom’s petition for reconsideration en banc. On September 3, 2015, the Federal Circuit requested a response from Ariosa et al.

Sequenom is being represented by Tom Goldstein, co-founder of the SCOTUS blog. Goldstein has served as counsel in over 100 Supreme Court cases over the last 15 years. His presence in this petition for rehearing sends a clear message, namely that Sequenom plans to push this issue as far as they can, including petitioning the Supreme Court if necessary.

I had the opportunity to speak with Goldstein on the record for an interview on Monday, August 31, 2015. What follows is our discussion about the state of patent eligibility in the United States and the reasons why the Federal Circuit really should step in and rehear this case en banc.

Without further ado, here is my interview with Tom Goldstein.

QUINN: Thanks, Tom, for taking the time to chat with me today. I know last week there was some action in a case that you’re intimately involved in regarding patent eligibility, with about a dozen amicus briefs filed in support of your position. So I wanted to reach out to you and talk to you about the case. Can you tell us a little bit about the case and where we stand procedurally before we get into any substance?

GOLDSTEIN: Sure. This is a 101 eligibility case involving a biologic test, and it’s one of the cases in which the Federal Circuit has been trying to implement the Supreme Court’s 101 eligibility decisions. Cases like Mayo, Myriad and the like. And in this case we have the discovery of something incredibly new and important, which is that you can have cell free fetal DNA in the blood plasma of a mother, and you can distinguish it from the mother’s DNA by looking for the father’s sequences. What that means there’s a way of being able to identify hereditary traits, potential problems with fetuses that’s entirely not intrusive.

The invention claims not the cell free DNA but rather a method that involves amplifying the cell free DNA and applying various processes on it to use it as a diagnostic tool. It’s an incredibly significant discovery. Nobody disputes that. The Lancet article that describes the invention, it’s been cited a thousand times, as an illustration. And the Federal Circuit, a panel of three judges held that it was not patent eligible on the grounds that if you are dealing with a finding like this one, something as a law of nature, something that exists in the world then the discovery of that plus previously known techniques, like amplifying DNA, makes it not patent eligible.

One of the judges on the panel Judge Linn specially concurred to say this doesn’t make any sense, but he wrote that he thought he was required to reach this result by the Supreme Court’s decision in Mayo. So that’s where we are today.

This is a really important question both with respect to biologics and other interventions and also as the Federal Circuit does work with the Supreme Court’s body of precedents. We have basically two principle points. One is that in our view the Federal Circuit has to do a better job rationalizing and reconciling two different sets of precedent. One is the set of modern cases and the second is an older case that the modern cases embrace, Diamond vs. Diehr, which as we understand it adopts exactly the opposite rule from the Federal Circuit in this case, which is that the combination is what has to be new not the individual processes. And then second we believe that we have a case that fits squarely within what the Supreme Court intended to remain patent eligible after those more modern cases. So we filed an en banc petition and we thought that there would be amicus support for sure. But what we didn’t expect, to be honest, was the outpouring of interest and support that we received.

Virtually every interested party that we mentioned the case to was immediately interested in filing an amicus brief. There were many more than 12 amicus parties. They joined together in a bunch of briefs. We didn’t even know that some of the briefs were going to be filed. There were some that just came in on filing day and we were pleasantly surprised. We have still companies that are in a similar position, but also patent academics, leading people in the field saying this seems to go way too far with respect to 101 and the law is a real mess and en banc review is really a responsibility, to take the issue on in the interest of a rational patent system.

So the petition is in. The 12 amicus briefs that you mentioned are in. And now it’s in the hands of the Federal Circuit. We are waiting for the Federal Circuit to decide if it wants to request a response from the alleged infringer that succeeded in developing the patent. And if it does that and requests a response then there will be a vote in the Federal Circuit of whether or not to rehear the case en banc and if so then we’ll go through that whole process. If en banc is denied then we’ll proceed and try to persuade the Supreme Court. But the Federal Circuit needs to do the job of reconciling these precedents.

EDITORIAL NOTE: After this interview was completed, on September 3, 2015, the Federal Circuit requested a response from Ariosa and Natera. Ariosa and Natera have asked for a 30 day extension of time to respond, to which Sequenom has consented. If that extension is granted, which is anticipated, the due date for the response would be October 17, 2015.

QUINN: That was one question I wanted to ask you. With your name on the brief people who follow these issues would have to think that this is being set up for the next level.

GOLDSTEIN: Well, I think the client wanted that option for sure because once you lose in a court of appeals it’s very hard to get en banc review. We would much rather resolve it in the Federal Circuit. There’s no need to go to the Supreme Court, but not surprisingly any party has the right to take it up and I think the fact that they hired me does indicate their willingness to do so. We do think that this is something that the Federal Circuit can fix itself.

QUINN: I’m struck by all the problems that are being created by current 101 jurisprudence.

GOLDSTEIN: Yes.

QUINN: In my mind it boils down to the unfortunate reality that the Supreme Court has not defined what it means to be an abstract idea. In reading your petition for rehearing en banc the one line that jumped out at me was where you talked about how on some level everything is an abstract idea.

GOLDSTEIN: Yes, and everything is an elaboration on what’s been discovered before. So I think that the Supreme Court is in the middle of a process. We can’t look at cases like Mayo and Myriad as the end of the discussion. The court is relatively new to returning to patent issues, relatively new to 101 eligibility, and I would be surprised if they didn’t take some more 101 cases over the years. I don’t know when they’ll take the next one but I think they will be conscious of the need to further refine it. That they couldn’t answer every question, get everything right in the first cases. So if we have to, hopefully we’ll be able to show them that if the Federal Circuit didn’t hear the case en banc it’s because they agree with Judge Linn that this is just at the footsteps of the Supreme Court.

QUINN: Now, playing devil’s advocate for a moment and giving the Supreme Court the benefit of the doubt for a moment, which is difficult to do I know because they don’t seem to understand patents, they overstate things, and there’s a lot of dicta in these cases. They really turn these cases into an exercise in reading tea leaves.

GOLDSTEIN: Yes.

QUINN: But if you want to give the Supreme Court some benefit of the doubt here I think it has to be with respect to Mayo and Bilski, those two cases stand out because they took bad cases and they decided these very broad issues in a couple cases that should have been just thrown out on other issues. And that laid the foundation for a real mess I’m afraid.

GOLDSTEIN: Well, it is a great illustration of how important it is that the right case goes to the Supreme Court. Because the Supreme Court isn’t exposed to a lot of the cases and bad cases can make bad law. And you do have to think about cases like Bilski, about cases like Mayo as being ones that didn’t seem like good candidates to use to define 101 eligibility. And I think that the Court will take on some closer cases where we’re not gonna see 9-0 decisions, but we’re gonna see more debate inside the building over where exactly to draw the line. The message you should take away, I think, from the Supreme Court’s decisions should tell you there are too many patents, it’s inhibiting innovation, it’s getting in the way. The Supreme Court seems to think the Federal Circuit and the PTO are being too permissive and we need to take a step back. But you can’t parse words in these Supreme Court’s opinions yet, they’re too new to these questions.

QUINN: I think that’s exactly right. I guess that’s the real fear now because as you’re going through the judiciary you have these cases that have spoken in such broad language about claims that were so broadly written, in at least a couple cases. You’re seeing what in my words I will call “real technology” or “real innovation” being held up by these broad strokes. And I can’t—

GOLDSTEIN: I have another case just so you know. So that is anti-virus software. Right? So it is like solving a problem about a computer and the district court says nope, not patent eligible. Even though because it’s implemented on a machine even though it is but it seems to be exactly what the Supreme Court was talking about that the range of software patents that is available is the patents that actually are very computer directed, you know, dealing with a unique computer problem. But, nope. The overwhelming majority of 101 decisions now as you well know are ineligible, ineligible, ineligible, ineligible. I think that the lower courts have really over read the Supreme Court’s decisions which were intended to narrow 101. Everybody agrees with that. But they seem to have just run with it a little too fast, a little too far and there’s going need to be a bit of course direction.

QUINN: I agree. I just finished writing an article about wind energy and GE. I saw this commercial that sent me down this path. The commercial said the windmills of the future are going to follow the wind. And then if you look into what GE’s doing they have this elaborate software process that can allow for analysis of the data to predict how the windmill should be operating for its most optimal efficiency moving forward including figuring out whether operators need to be tilting the blades, when should we tilt the blades knowing that at certain times the wind is coming from various directions and all that sort of thing. And I think to myself is well, tilting the blades that’s just an idea, you know, the fact that nobody else has done this and that they can squeeze out an extra 5% from a wind farm doesn’t seem to be relevant in the 101 inquiry, which I think is a real problem. It would be relevant if we were talking about obviousness under 103. It would be a very relevant.

GOLDSTEIN: Yes it would be very relevant. And that’s probably what we should be talking about. I really agree with you. These are the kinds of innovations that we want and these are the kids of innovations that if companies start to believe they won’t get patent protection on they are not going to spend $20 million figuring out the solution, or if somebody does figure it out then they’re gonna keep it a secret.

QUINN: Right.

GOLDSTEIN: The foundation, the very notion that there are too many patents accepts that there need to be patents. Our problem is that we are getting too close to the notion that a lot of innovations are going to be not patent eligible.

QUINN: Yes. I’m afraid that that’s unfortunately the consequence. We’re seeing it right before our eyes right now. I don’t know where it all ends, but I think what we should be doing is go back to having 101 be a very low threshold, a very low hurdle and using the other sections as they were designed to be used. Unfortunately, we’re stopping innovation from proceeding and that was the fundamental purpose of having a wider open 101 analysis.

GOLDSTEIN: Right. We have substituted patent eligibility for obviousness, which seems a much better fit. I did KSR, just seems a way better fit.

QUINN: Yes. Okay, well, that’s really all I have at this point. I appreciate you taking the time to speak with me today.

GOLDSTEIN: Okay, such a pleasure. Great to talk to you again and we’ll hope for the best.

QUINN: Good talking to you, too.



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