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LOT-913 Developing Websites Using IBM Lotus Web(R) Content Management 7.0

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LOT-913 exam Dumps Source : Developing Websites Using IBM Lotus Web(R) Content Management 7.0

Test Code : LOT-913
Test cognomen : Developing Websites Using IBM Lotus Web(R) Content Management 7.0
Vendor cognomen : IBM
: 85 real Questions

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IBM Developing Websites Using IBM

IBM researchers develop recycling tech that eats soiled bottles to execute new plastic | killexams.com real Questions and Pass4sure dumps

IBM researchers acquire create out a a catalytic chemical fashion that digests plastics perquisite into a substance which can exist fed without detain back into plastic manufacturing machines with a purpose to execute new products. the method, known as VolCat recycling, collects plastic bottles, containers, and PET-based fabrics, grinds them up, and combines them with a chemical catalyst in a power cooker set to above 200 degrees celsius.

IBM researchers  acquire discovered a a catalytic chemical process that digests plastics into a substance which can  exist fed directly back into plastic manufacturing machines in order to  execute new products.

photographs courtesy of IBM

VolCat begins through heating PET and ethylene glycol in a reactor with the catalyst. after depolymerization is finished, the catalyst is recovered with the aid of distillation from the reactor the consume of the heat of reaction. the reply is filtered, purified, and then cooled, and the stout monomer product is recovered through filtration. the recovered liquid, along with the catalyst, is then reintroduced into the depolymerization reactor in an power-efficient cycle.

IBM researchers  acquire discovered a a catalytic chemical process that digests plastics into a substance which can  exist fed directly back into plastic manufacturing machines in order to  execute new products.

with warmth and a minuscule quantity of power, the catalyst is in a position to digest and transparent the floor-up plastic. the technique separates contaminants relish meals residue, glue, dirt, dyes, and pigments from the material this is useable for brand spanking new PET. the useable matter (referred to as a monomer) takes the variety of a white powder, which can also exist fed at once into a polyester reactor to execute fresh plastics.

IBM researchers  acquire discovered a a catalytic chemical process that digests plastics into a substance which can  exist fed directly back into plastic manufacturing machines in order to  execute new products.

advancements relish VolCat will execute recycling plastics greater effectual and greater all-around in treating extra cloth varieties than its predecessors. in contrast to typical mechanical recycling, future plastics recycling will spoil down each colored and transparent plastics, in addition to dirty and transparent containers, producing a grotesque closing product it's one hundred percent recyclable.

IBM believes that within the subsequent half decade, plastic recycling advancements relish VolCat could exist adopted full over the world to combat international plastic waste. in vicinity of mechanical recycling which may only exist used on clear, pre-cleaned containers, future recycling advancements will imply no more sorting, rinsing, and separating used containers, wrappers, or plastics.

assignment information

identify: VolCat

analysis: IBM

kieron marchese I designboom

feb 20, 2019

McCormick will consume IBM synthetic intelligence to enhance flavors, items | killexams.com real Questions and Pass4sure dumps

McCormick & Co. Inc. plans to execute consume of synthetic intelligence to create new flavors and products through a research collaboration with IBM, the spice maker talked about Monday.

The conception is to pair IBM's abilities in machine researching with McCormick's greater than 40 years of sensory science and style statistics, the agencies observed. McCormick's records comprises no longer most effectual previous product formulas however millions of records elements that relate to purchaser style preferences and palettes.

"One," the primary product line developed via synthetic intelligence, might exist on U.S. retail cabinets by using late spring and at the nascence encompass a set of 1-dish recipe mix flavors, comparable to Tuscan chicken, Bourbon Pork Tenderloin and New Orleans Sausage. The "One" platform is designed as seasoning for both proteins and greens.

McCormick's product builders will consume synthetic intelligence to learn and foretell new flavors, making the manner faster and greater productive, the company talked about. The expertise will exist used in setting up each buyer and commercial market products.

"McCormick's consume of synthetic intelligence highlights their dedication to insight-driven innovation and the software of the most ahead-looking technologies to perpetually augment their products and succumb new flavors to market," eminent Lawrence Kurzius, McCormick's chairman, president and CEO, in an announcement Monday.

He eminent the challenge is among a pair of within the pipeline the consume of new and emerging technologies.

"IBM research's collaboration with McCormick illustrates their dedication to helping their customers and companions pressure innovation across industries," referred to Kathryn Guarini, vice president for trade research for IBM, within the announcement. "through combining McCormick's profound records and capabilities in science and style, with IBM's AI capabilities, we're working together to liberate the bounds of creativity and seriously change the food and flavor structure method."

©2019 The Baltimore SunDistributed via Tribune content material agency, LLC.

quotation: McCormick will consume IBM synthetic intelligence to forward flavors, products (2019, February 5) retrieved 21 April 2019 from https://phys.org/news/2019-02-mccormick-ibm-artificial-intelligence-flavors.html

This document is topic to copyright. other than any reasonable dealing for the goal of deepest scrutinize at or research, no half could exist reproduced with out the written permission. The content material is supplied for counsel applications simplest.

McCormick & Co. companion With IBM To forward New Flavors using A.I. | killexams.com real Questions and Pass4sure dumps

BALTIMORE (WJZ) — A Baltimore-primarily based enterprise is planning to execute consume of synthetic intelligence to create new flavors and products.

McCormick and company is partnering with IBM.

Our media associate the Baltimore solar reports the thought is to consume IBM’s erudition in computer studying with McCormick’s greater than forty years of sensory science and style facts.

the first product line might exist on U.S. shelves via late spring.

they are going to encompass a set of 1-dish recipe combine flavors, similar to Tuscan hen, bourbon pork tenderloin and New Orleans sausage.

observe @WJZ on Twitter and relish WJZ-television | CBS Baltimore on fb

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Developing Websites Using IBM Lotus Web(R) Content Management 7.0

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Knowledge and Content Management: A Foundation for trade Success | killexams.com real questions and Pass4sure dumps

By Samuel Greengard

If content is king, then most organizations eventually forward to recognize that they are servants to information and knowledge. Despite sophisticated servers and storage devices crammed with terabytes of data, relatively few companies are adept at harnessing the content and erudition tucked away in full corners of the enterprise.

 “There is a tremendous amount of valuable information that is never attach to use,” observes Stephen Powers, vice president, research director at Forrester Research.

The situation isn’t getting any easier. Today, organizations find themselves buried in unstructured data—including audio and video files, meeting notes and e-mail messages. And as the consume of mobile tools and gregarious networking spreads, there’s a growing necessity to capture, manage and participate content and erudition in new ways.

“Businesses are looking to unlock the full value of their content,” says Erik Larson, a senior executive in Accenture’s Process and Information Management Practice. “Unfortunately, many organizations lack the systems to enact so.”

Achieving success is not east. There’s no separate appliance or software package that can capture, store and manage full the content and erudition that resides in computers and people. There’s also no separate artery to participate information and content among employees and with customers and trade partners.

Best-practice organizations understand that an effectual strategy requires cross-functional planning and expertise, the perquisite information technology, and an eye on processes and workflows.

The design of capturing and sharing expertise is nothing new. To a unavoidable extent, businesses acquire always looked for ways to manage content and erudition more effectively. But the advent of computers—and particularly the Internet—has changed things in a significant way. nascence in the late 1990s, organizations began looking for ways to participate everything from existing files and snippets of information to insights and experiences.

Knowledge management (KM) and enterprise content management (ECM) train to provide content, expertise and erudition where and when they’re needed. Forrester’s Powers defines KM as the governance model and ECM as the system that supports an initiative.

ECM can assume many forms, including collaboration tools, Web- or server-based file- and document-sharing technology, gregarious media systems and more. “It makes sense from both a strategic and cost point of view to reuse the best content and participate knowledge,” Accenture’s Larson says.

Electrolux Believes in Sharing

One company that has fully embraced the concept is Electrolux, the world’s second-largest manufacturer of appliances. The company—based in Stockholm and with 50,000 employees spread across 60 countries—has turned to KM to participate key content across half a dozen trade units, including its Frigidaire and Eureka brands. “We realize that they can work smarter together than apart,” says Ralf Larsson, director of online employee date and development.

In 2009, Electrolux identified a necessity to slouch away from what Larsson describes as a “traditional, corporate-driven” approach to sharing content and knowledge. It turned to Microsoft SharePoint as well as IBM’s Connections, Lotus Notes and Sametime software, so that employees could access content and collaborate on the glide through an intranet, online communities and microblogs. More than 100 portals now exist, including 1,100 collaboration spaces with upward of 8,500 members.

The system offers a platform for erudition sharing and collaborative problem solving. For example, last year, when the organization created a mobile-based gregarious Internet capability that didn’t duty as intended, IT professionals in Germany, Italy and the United Kingdom began working on a fix. “Within two hours, the problem was resolved,” Larsson says. “In the past, they would acquire had dozens of phone calls and struggled for hours to address the problem.”

Electrolux also uses the platform for onboarding new hires. Employees consume the system to learn about job functions and the company by accessing an array of content. In the past, updating content was involved and by a long shot unwieldy. Today, authorized human resources managers and others can participate insights, collaborate and rewrite content on the fly.

In addition, community members—typically top managers—can respond to questions posted by the company’s CEO or another high-ranking executive. This serves as a artery to spark new ideas and innovation. Says Larsson: “We’re seeing open dialogue and erudition sharing in areas as diverse as R&D and customer service.”

Instrument of Change

Three primary areas of KM and ECM exist, Forrester’s Powers says. These encompass internal content, transactional content and so-called “persuasive” content that targets the outside world. The last one represents a significant chance that many organizations enact not fully exploit.

“Outward facing initiatives—including Websites, mobile and gregarious initiatives—are very different from traditional document management systems,” he says. “You can decree formats and devices internally, but you acquire exiguous control over customers.”

One company attempting to ratchet up externally facing KM and ECM initiatives is National Instruments (NI), a leading manufacturer of testing gear used by engineers, scientists and other technical specialists. The Austin, Texas, company, with annual revenues exceeding $1 billion and more than 6,000 employees, sells a software programming platform, LabVIEW, that uses a graphical system design and virtual instrumentation to automate testing processes for equipment.

“Our success is based on the competence of their customers to become expert with their tools,” says John Pasquarette, vice president of e-business. “The community of users takes the platform to places they hadn’t envisioned. In many instances, they know how to consume it better than they do.”

As a result, NI turned to the Jive Engage Platform to enable socially focused erudition and content sharing both internally and externally. “The community approach, including discussions about how to pick up the most out of LabVIEW and decipher various issues, “drives better solutions and ultimately sells their products,” he says.

For instance, a customer with a problem can post a question and receive input from users full over the world. “Historically, they had a traditional approach of feeding content into the Website,” Pasquarette says. “Tech back engineers, R&D specialists and product marketing managers created content to back LabVIEW—including [sample] programs and white papers.

“These new collaborative technologies are shifting the publishing role toward the customer. Participants relish to participate their expertise, and they acquire a noteworthy deal of credibility with their peers. It’s a winning situation for everyone involved.”

The content is also plugged into a erudition ground that’s used by customers. The result? NI has reduced phone back and convene seat costs and improved its back metrics. Says Pasquarette: “Customers that are lively on these sites array higher loyalty rates, they buy more products and they execute more recommendations to peers.”

Knowledge Rules!

Not surprisingly, the challenges of structure effectual KM and ECM tools multiply as organizations confront a growing tangle of systems and formats containing document files, spreadsheets, Web content, gregarious media feeds, databases and more. The competence to understand governance issues and trade context—and map out a strategy—is paramount.

“There’s no separate software package that can address the full spectrum of ECM needs,” Powers notes. “An enterprise may require a portal, a document management system, a digital asset management system and numerous other components.”

It’s also necessary to recognize that a KM or ECM system is only as sterling as the search results it generates. In some cases, the consume of tags can succor manage the mash of content, although these tools present problems at the enterprise plane because people label things differently.

Accenture’s Larson suggests tweaking and fine-tuning search capabilities by examining how users search and access content. “You can change the hypothesis a bit to gain insight into what works best.” In addition, the best systems assume into account a person’s job category or role when delivering results. 

In the end, the growing complexity of managing enterprise content is both an chance and a challenge. Organizations that harness the full power of KM and ECM are able to work faster, smarter and better. They’re able to connect to content and dole it in new and innovative ways.

Says Larson: “Organizations must view information management in a broad artery and understand the full value of what erudition management and enterprise content management provide.”


Samuel Greengard is a freelance writer for Baseline.

Firefox explorers | killexams.com real questions and Pass4sure dumps

Firefox is often paired with its open source sibling, Thunderbird, a free email client that competes with Microsoft's Outlook in the enterprise.

ON 80 Windows PCs, Mr Robertson uses Firefox downloaded from the web; on 20 Linux desktops he installed Firefox as Part of a customised system that runs from read-only DVDs. It's safe from accidents and is replaced with a simple hardware swap.

Mr Robertson used these systems at new sites with cumbersome demand, and where existing Windows users weren't affected.

Firefox is used to access any information displayed in a web browser from the company's intranet, to the World Wide Web and web-based email delivered by Lotus Domino's Web Mail application. Staff consume it to access De Bortoli's enterprise resource planning application server - MFG/PRO, a commercial product from QAD Inc - and an open source content management system based on Typo3.

Barry McGee, MFG/PRO account manager at QAD, says Firefox back is "a priority trade issue" because of require from customers such as De Bortoli.

"Our R&D group is committed to removing the few Explorer-specific features that crept in (to MFG/PRO) by accident," Mr McGee says. "The total cost of ownership arguments that compass Firefox and open source are necessary to their customers, and so to us."

De Bortoli has been making wine since 1928. It crushes more than 70,000 tonnes of grapes for an annual turnover of $120 million. Mr Robertson says De Bortoli's requirement for a long-term vision gave him a casual to analyse how the browser integrates with the back-end systems.

"We are masters of their own destiny, and they can hasten a scrawny and efficient operation," says Mr Robertson. "Neutral standards back their decisions when they select free products and empower us in the marketplace when they buy."

Standards in the computing industry define how systems should interact with each other. They determine the rules of the computing road.

Mr Robertson, based in Griffith, NSW, doesn't understand why his peers elsewhere elect to exist locked in to Microsoft's strategy. "I'm staggered and nearby to offended that some businesses elect the risk of vendor lock-in, and I'm staggered by the timidity of some IT managers," he says.

Mr Robertson mandated De Bortoli consume free software productivity suite OpenOffice for tasks such as word processing after reading open standards studies from around the world.

He cites the OASIS OpenDocument technical committee recommendations for office document formats and the World Bank's infoDev project's Open Source Software - Perspectives for development report as two examples of standards-oriented analysis that back strategic IT decisions. The OpenDocument initiative promulgates OpenOffice file formats for ordinary office documents rather than Microsoft Office formats because they are completely transparent.

On standards, Firefox has an handicap over Explorer. That gives organisations latitude to commit to standards rather than to products. That in rotate reduces the leverage that vendors acquire over customers.

Microsoft has hampered standards back in Explorer for five years with its go-slow drive against the web. Standards-oriented page layout is not viable on most versions of Explorer (CSS box model). Explorer has never met standards for web document identification (HTTP MIME content types), or if one is supported, then simultaneously the other is not. Microsoft has shown an antipathy to web standards, because in the view of many they provide an alternative to the Windows desktop - Microsoft's core business. The success of web-based applications such as Amazon, Google, eBay, the open source Wikipedia encyclopedia and online banking point to the decreasing import of Windows in a world where a web browser is sufficient.

Microsoft recently announced a future Explorer 7.0, and participates in standards bodies, but its browser still lags on open standards.

Mr Robertson says Firefox's development community of more than 900 software engineers worldwide - many in Australia - was key when it came to selecting Firefox.

"Firefox has the best pedigree, with an lively engineering community, wide community back and long history," he says. "It run(s) on most current platforms. It has a consistent and stable interface, nice features relish tabbed browsing and can exist extended should they necessity to modify it or add to it."

Tabbed browsing lets users open several webpages at once without filling the screen with a clutter of separate windows.

Firefox has been downloaded nearly 40 million times since its release last November. Web metrics analysts OneStat and WebSideStory notify usage globally and the US, respectively, hovers around 8.5 per cent, up from 2 per cent just nine months ago - dangerously close, from Microsoft's perspective, to the 10-15 per cent "tipping point" needed to gain a faultfinding mass. Once Firefox has that plane of back - equal to about 100 million users - businesses must seriously consider supporting the technology or risk losing customers.

Such an outcome further erodes Microsoft's competence to mandate the shape of the web, and opens the door wider to alternative operating systems such as Apple's OS X and Linux.

Such is the case with the Roads and Traffic Authority of NSW, which serves 8000 users through a mixed fleet of Apple iMacs and Windows PCs at more than 250 sites. CIO Greg Carvouni says Mozilla web browser deployment saved the government department 20 per cent of its annual budget - about $2 million - through a reduction in software licences and staff reductions.

"Firefox is clearly where they should be," Mr Carvouni says. "We'll roll it out either in their next touchstone operating environment (a desktop update), or the one after. Firefox makes the (desktop) a bit more lightweight and customisable, and we're able to lock it down against user tampering."

For large organisations, Firefox supports enterprise management technologies such as a configuration system for managing user preferences, specification of rules for web access (WPAD), digital certificate security rules (OSCP), and automatic user login to servers (NTLM). These execute centralised administration of large Firefox deployments possible.

"Because they acquire both Macintoshes and PCs, they wanted something truly cross-platform," Mr Carvouni says. "We don't feel locked-in because there are other standards-oriented free browsers also available for the Macintosh."

Despite its open source deployment, the authority is committed to proprietary technologies from Microsoft, where it has seen the relationship prosper: "Microsoft is keen to exist competitive . . . They don't want us touching more desktops away from Windows. They are cheaper to deal with now than they used to be."

Both Mr Carvouni and Mr Robertson will continue to back Windows - Mr Carvouni's accountants and analysts are wedded to Microsoft Excel, while Mr Robertson has a separate Windows kiosk at each of De Bortoli's seven sites for legacy web applications that can only hasten on Internet Explorer.

Richard Tan, IT manager at Deakin University in Victoria, has resisted Explorer for years but doesn't acquire the luxury of removing Windows desktops. The university provides information services to students, most of which operate through the web for remote home consume and also on-campus. That includes in-house content management systems delivering course information and web point-of-presence.

"We are extremely sympathetic to the occasions of open systems," Mr Tan says. "We did not dump Netscape when Explorer was announced because they were wary of the tactics of Microsoft. They thought that they would halt up paying for Explorer in Windows upgrades." The most recent update to Explorer requires purchase of Windows XP.

Chris Hofman, Mozilla Foundation director of engineering, says the short-term goal is to give "the absolute best consumer experience with the Firefox web browser and the Thunderbird email client".

People are learning to treasure the browser and email suite at home, and want that experience at work, he says, while IT managers are fortunate to survey that they acquire a choice. He urges IT managers to work with their systems' integrators when it comes time to build the software into their systems.

Firefox's developers goal is to create an easier-to-use web where the surfer does not acquire the tribulation of extra training or software that slows to a crawl.

"People are more snug driving a well-designed, modern car than an primitive rattler. The same is perquisite of web browsers," says expatriate Kiwi, Ben Goodger, who is employed by Google to enhance Firefox.

Working arduous at making Firefox a better browser than Microsoft's is a trans-Tasman collaboration between Dr Robert O'Callahan, employed by Novell New Zealand, and Dr Roger Sidje, a mathematics researcher at the University of Queensland. Together, they work on Gecko, the layout engine inside Firefox responsible for displaying webpages.

Dr O'Callahan urges IT managers to feel confident about open source projects. "Open source trade models are still evolving, but many open source companies are profitable, so I expect current sources of funds will persist and new ones to appear," he says.

Mozilla's Hofman points out: "With closed source, commercial software, you're pretty much at the lenity of the company that owns the technology."

Firefox and Thunderbird acquire had success over Explorer in the zone of security. The US Computer Emergency Readiness Team create Explorer had 63 security holes, of which 21 still require a fix. Firefox and Mozilla had 11 security flaws, of which two remain to exist fixed. rival assessor Secunia puts Explorer at 20 of 79 flaws unfixed and Firefox at four of 12 flaws unfixed. CERT went as far as to recommend last July, in vulnerability note VU#713878, that to pick up around Explorer's insecurity, organisations should "use a different web browser".

Microsoft says its systems are targeted because they are popular, and that any system attacked as much as Windows would necessity as many fixes.

A Microsoft spokesman says the software maker is cognizant of Secunia's reports and will "continue to investigate these through the security response process and are actively engaging with Secunia on this issue."

But Mozilla's Hofman points to the success of the Apache web server "where higher market participate doesn't exist of value more security vulnerabilities".

The Firefox trade argument is built out of shades of grey: better standards, better interface, better security.

Bill Robertson says deploying Firefox is "far less complex" than some of the other open standards, free software projects De Bortoli has attempted, but it was "one of their necessary first steps".

"When they recently conducted content management system training using Firefox many users were completely unaware that the desktop operating system wasn't Windows. That is how central Firefox is to their strategy."

Bugzilla software puts open source to the test

The Firefox project uses free Bugzilla software to stomp on problems and debate the browser’s development. Evidence of Bugzilla consume is an necessary character test for organisations considering open source products such as Firefox. Open source products that consume Bugzilla generally deliver new features regularly. They acquire an eye for character control, supported by rigorous public review.

Bugzilla is a defect-tracking, change-management and workflow system; a web-based application that sits atop the free MySQL relational database. It is best suited to software engineering but can exist fitted to other tasks, such as automated software testing and customer back centres.

Bugzilla's energy is that an issue is thrown up into the public view and then full interested parties can collaborate to find a solution. Firefox’s Bugzilla database, with its 2.5 million remarks, is an necessary piece of gear that co-ordinates the changes to Firefox, Mozilla and related products.

Bugzilla is not as supple as some commercial defect-tracking systems, such as Census from metaquest.com or ClearQuality by Clarify Inc. But Bugzilla has flags and keywords that execute it smooth to track problems.

Bradley Baetz, Byron Jones and Matthew Tuck are Australians who work intensively on Bugzilla to build the application that exposes the database of issues to the public. "There were some enhancements I wanted as a user, so I added them," says Mr Baetz, 24, a software developer and system administrator for an ISP in Sydney. He did volunteer work at the Mozilla Foundation in California in 2001 following an exchange year at McGill University in Canada. Mr Jones, 29, a programmer in the health sector in Perth, says he was drawn to the project because he is a "stickler for processes and character control, and Bugzilla fits into that mould".

Bugzilla is so useful that other software projects, including the Linux operating system, adopted it. Most Australian universities consume it and the Bugzilla website notes nearly 400 adopters, including NASA.

At the Mozilla Foundation, Bugzilla tracks defects in the quality-oriented systems that back Firefox.

The full set of systems is equivalent to the engineering infrastructure of huge software vendors such as Microsoft, IBM or Oracle but with one key difference: anyone can assess the character of goods produced. - Nigel McFarlane

Rules execute the technology world Go round

Standards in this context are rules that define how systems interact.

Every software program, computer and peripheral device (such as a printer, MP3 player or digital camera) relies on standards to work, guaranteeing they "speak the same language". Innovation and growth falter when standards are not readily accessible and understood. Web browsers are especially sensitive to standards because they must access a potentially limitless variety of content governed by different standards.

Standards roughly Fall into two camps - closed or proprietary, often only understood by a particular vendor, such as a file format; and open standards, freely available to full without discrimination and usually with no fee.

The MPEG video, PNG vivid and HTML webpage file-types are open standards. The internet would not exist without its open touchstone lingua franca, TCP/IP ("internet protocol"), which allows different parties to innovate on its ground transmission system.

Free and open standards are preferred because the market grows rapidly once there is assurance about their use. A "de facto" touchstone often begins life as a closed touchstone before the market adopts it. Microsoft Office files such as Word and Powerpoint are examples of closed standards that through cumbersome consume became the de facto artery to participate content. De facto standards may lock users into the application that generated them, and can exist lucrative for the owning vendor. A technology maker can augment its profit by making minuscule changes to the standard, forcing everyone to buy new software.

But the most broadly accepted standards are generally defined and ratified by not-for-profit standards-setting bodies - organisations such as the World Wide Web Consortium and Internet Engineering stint Force, which determine the evolution of the web and the internet respectively. Other influential bodies involve the Institute of Electrical and Electronics Engineers, the International Organisation for Standardisation, and the UN's International Telecommunication Union. They may also work with national bodies, such as Standards Australia, to publish and promote these standards around the world. - Nathan Cochrane


CSS: Cascading style sheet; describes how a web document is displayed or printed.

HTTP: Hypertext transfer protocol; the fashion by which web pages are sent over the net.

MIME: Multi-purpose internet mail extensions; extends the email format for non-US ASCII text, non-text messages, and multi-part message bodies.

Tipping point: The point at which a trend hits faultfinding mass and is irreversible. A turning point or watershed.

Open source consultant and analyst Nigel McFarlane is the author of an upcoming engage for browser power users, Firefox Hacks.

25 Innovators in Technology | killexams.com real questions and Pass4sure dumps

They're changing the artery they enact trade (and not always for the better). Don't miss features on Twitter CEO Evan Williams, Google's gambit with the power grid, and an essay about CEO Steve Jobs' leave of absence from Apple.

March 9, 2009 15+ min read

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1. Eric Schmidt, Larry Page, Sergey Brin,

Governing Tribunal, Google

Major Impact: Google towers over the internet era. It controls 64 percent of Web searches, and search is most people's gateway to what they want to enact on the Net. Google owns 57 percent of the market for placing ads on websites. The company operates three dozen massive data centers around the world-giving it, by some estimates, more computing power than any separate entity on earth. As if that weren't enough, Google keeps using its brand, power, and $15.8 billion in cash to stomp relish colonialists into other companies' businesses. Its Android cell-phone operating system encroaches on Apple's and BlackBerry's territory. This year, Google is expected to try to grab market participate from Microsoft's Internet Explorer with its Chrome browser and invest heavily in alternative-energy businesses. Wherever Google aims its guns, industries Go on red alert.

Unusually, Google is hasten not by one person but three. Schmidt is officially CEO, and Page and Brin are the co-founders. But they confer with one another on almost everything, so they could not separate them.

Achilles' Heel: Google's very reliance on search. Someday, a new invention will execute search less important, just as the Web has made Microsoft's PC operating systems less important, sapping Microsoft's power.

Eccentric Project: They're everywhere at Google. One employee wrote code so that people can search in pirate language. Another created a hidden joke: Try typing "Find Chuck Norris" in the search box and click I'm emotion lucky.

2. Jeff BezosCEO, Amazon

Major Impact: Internet, advertising

When Time named Jeff Bezos its Person of the Year, in 1999, he had his greatest impact on Barnes & Noble and Kmart. That full changed a few years ago when Amazon launched Amazon Web Services and follow-ons relish Amazon Elastic Compute Cloud-"computing power by the sip," as Bezos calls it. Others convene it by its red-hot buzz phrase: cloud computing. (Companies or individuals can lease varying amounts of computing power, data storage, and software, and access it over the internet.) Bezos showed that it could exist a real business; Google and Microsoft acquire followed.

Bezos also turned Amazon.com into a devicemaker with the kind of design chops and user adoration usually reserved for Apple-and made publishers rethink their trade models. In late 2008, Oprah gave Amazon's Kindle an on-air endorsement, momentarily sending its shares skyward.

Secret Sauce: Daring. Bezos is more willing than most big-company CEOs to try risky ventures.

Eccentric Project: Blue Origin, which is structure rockets for space tourism. First scheduled flight: 2010. Speculation is that it will exist viable to hear Bezos' laugh from space.

3. Steve Jobs

CEO, Apple

Major Impact: Mobile communications

Such is his influence that Steve Jobs stays on the list even during his absence from Apple. He is to the tech industry in the 2000s what the Beatles were to current music in the 1960s. The iPod changed the music business, and the iPhone and App Store continue to shudder up the mobile-phone industry. Before the iPhone, the cell-phone trade was full about the size and form of the device. Now the emphasis is shifting to software and what the handset can do.

For now, Apple has the momentum to thrive without its CEO, but the question is whether that can continue if Jobs does not revert in June from his leave to deal with his staid health issues. Apple doesn't appear on the verge of taking on another industry or coming out with a radical new product, and no one is confident whether it could haul off a new revolution without Jobs' help.

Bragging Rights: Around 100 million devoted Apple customers worldwide, to whom it has sold about 15 million iPhones, 30 million Macs, and 125 million iPods.

Achilles' Heel: His health - problems are more involved than originally thought.

4. Joe Rospars

The Obama campaign's tech guru, Blue status Digital

Major Impact: Politics

For more than a decade, pundits acquire predicted that the Web would transform politics. Joe Rospars finally did it. Rospars, still in his 20s (who over 30 would know how to enact full this?), served as new-media director for the Obama drive and used Facebook, MySpace, YouTube, Twitter, text messaging, and electronic fundraising to interact with supporters. Rospars got his start working the Web for Howard Dean's 2004 presidential bid, then used that erudition to co-found Blue status Digital. After Obama, campaigns are knocking on the company's door.

Power Base: Legions of wanna-Bamas looking for better ways to consume the internet to pick up elected-before their opponents do.

Number of Facebook friends: 977

5. Steven ChuU.S. Energy Secretary

Major impact: Oil, electricity

It seems relish a no-brainer to redirect the Department of Energy from developing nuclear weapons to fighting global warming, and Steven Chu is the guy to enact it. A bona fide scientist, Chu has Obama's go-ahead to execute greentech a priority. Chu has hasten the Lawrence Berkeley National Laboratory since 2004 and won a Nobel Prize for figuring out how to frosty and trap atoms for examination. He's long worked on energy and climate-change projects. last year, he told Reuters, "If I were emperor, I would attach the pedal to the floor on energy efficiency and conservation."

Power Base: President Obama

Achilles' Heel: Maybe there's a understanding there haven't been a lot of scientists in lofty government positions.

Childhood Eccentricity: Taught himself to pole-vault using bamboo poles from a local carpet store. Managed to transparent eight feet.

6. Shigeru MiyamotoSenior managing director, Nintendo

Major impact: Videogames

Back in 1981, Shigeru Miyamoto created Donkey Kong, Nintendo's first smash hit. But that was nothing compared with the Wii, Miyamoto's brainstorm that came out in late 2006. By making videogames simple to control with hand gestures, the Wii revitalized the entire industry. Nintendo has sold more than 36 million Wii consoles, and Wii Sports recently became the bestselling game of full time. (It passedSuper Mario Bros., another game Miyamoto helped create.)

Over the coming year, Miyamoto will attempt to consume the Wii to push videogaming deeper into people's lives. He's already planning a streaming, interactive TV channel through the Wii in Japan.

If successful there, Nintendo will consider going international with the channel in late 2009.

Achilles' Heel: The fickleness of gamers. The next frosty thing could suck away the Wii's users.

Eccentric Project: Miyamoto plays the banjo and considers himself a semipro dog breeder.

7. Jason KilarCEO, Hulu

Major Impact: Television

In 2007, Jason Kilar, a preppy former Amazon.com executive, won the job of creating an online TV outlet for a Fox-NBC partnership. It seemed an impossible task, given the anemic results for full previous online-TV efforts. But Kilar coaxed NBC and Fox to post current content relish Saturday Night Live and The Simpsons, added some interactive bells and whistles, and made Hulu simple to use. Launched in March 2008, Hulu was, by fall, streaming more than 235 million videos a month, thanks to SNL clips of Tina Fey as Sarah Palin. Kilar is proving that professional content paid for by advertising has a region on the Web. The networks owe him a pile of gratitude, if not money.

Power Base: NBC Universal and intelligence Corp.-and Hulu's $100 million in funding.

Achilles' Heel: Web-video monster YouTube-which is dabbling in offering professional content with advertising-is probably coming Hulu's way.

Eccentric Clothing Affectation: Always wears a dim T-shirt under an open-collar button-down dress shirt.

Number of Facebook friends: 159

8. Marissa MayerVice president of search products and user experience, Google

Major impact: full of us

Just about everything with the Google brand that consumers consume goes through Marissa Mayer. Google Chrome, Maps, Docs, Gmail, Talk-all of that stuff needed Mayer's approval before it was funded or released to the public. That power gives her gargantuan sway over the ebb and tide of competition on the internet. Mayer was the first female engineer hired at Google and one of its first 20 employees, so she not only has the assurance of the presiding trio, she's flush as full get-out too.

Achilles' Heel: Google's lack of focus-it seems to cast a lot of spaghetti at the wall. Some sticks (Gmail, Google Maps), and much of it doesn't (Talk, Knol). Its gregarious network, Orkut, is still huge in, uh, Brazil.

Worth Watching: Rumor has it Mayer is soon leaving Google. (She says she's not.)

9. Ray OzzieChief software architect, Microsoft

Major impact: Software

Bill Gates retired. CEO Steve Ballmer is stuck in the muck of a failed Yahoo bid and a Vista operating system that users and critics hate. If any Microsoft executive is going to lead the company's renewal, it will exist Ray Ozzie. The affable white-haired programmer is the driver behind Microsoft's slack slouch toward selling software as an internet-based subscription service instead of as a onetime purchase. If Ozzie gets software services right, Microsoft could leap into position to dominate computing for another generation.

Bragging Rights: Ozzie built Lotus Notes, one of the biggest-selling trade applications ever. Gates calls him one of the best coders on the planet.

Achilles' Heel: Microsoft's legacy software and cultural inertia execute it tough to rotate this barge.

Eccentric Management Practice: Thinks deeply while in the shower, sometimes making notes on waterproof paper.

10. Jeffrey KatzenbergCEO, DreamWorks Animation SKG

Major impact: Movies, theaters

How does Hollywood tempt consumers away from their big-screen TVs and YouTube and back out to the movies? Jeffrey Katzenberg preaches that theaters necessity to Go home systems one better by showing 3-D films, and he's hell-bent on pushing the entire industry that way.

He's announced that starting in 2009, with the release ofMonsters vs. Aliens, every DreamWorks animated movie will exist in 3-D. But that strategy will work only if most theaters can clarify digital 3-D, and perquisite now, only a fraction acquire the proper and-at more than $70,000 a pop-expensive equipment. So Katzenberg, who has a long record of successes, including 1994's The Lion King at Disney, helped organize a consortium named Digital Cinema Implementation Partners to succor theaters pay for the 3-D upgrades.

His push has energized companies ranging from makers of 3-D projectors (Real D, Dolby) to developers of 3-D moviemaking cameras and editing systems.

Achilles' Heel: The 3-D television sets that Philips, LG, and others are developing.

Eccentric Investment Decision: Lost millions to superscammer Bernie Madoff.

11. Sam PalmisanoCEO, IBM

Major impact: Infrastructure

IBM has miraculously surfaced with the perquisite sales pitch at precisely the perquisite moment. Economies around the world are in crisis, so governments are pouring money into modernizing infrastructure relish roads and electrical grids to create jobs. Global warming is a staid concern, driving investment in energy efficiency. And here comes IBM with its new strategy, guided by CEO Sam Palmisano. IBM says it's the only tech company huge enough and broad enough to remake an entire nation's electrical grid by infusing it with electronics that succor redeem energy, or build a smart road system for cities that can imbue cars more for driving during rush hour. So far, Palmisano's pitch is working. In a down time, IBM keeps reporting up earnings.

War Chest: IBM is a $100 billion-a-year company that makes computers, has a giant consulting arm, and runs one of the biggest corporate research labs in the world.

Achilles' Heel: It's tough to grow a $100 billion business-to augment by 7 percent would exist of value adding a company the size of Yahoo every year.

12. Evan WilliamsCEO, Twitter

Major Impact: gregarious networking

Twitter is nothing but 140-character-or-less broadcasts from users about what they're doing or thinking at any given moment. Yet it's one of the hottest properties on the Web-a artery to preserve track of friends but also a means by which marketers can achieve customers or candidates can achieve voters. Evan Williams is trying to lead this baby, but he's mostly hanging on as users find new things to enact with the service. Williams is convinced that Twitter can exist as huge as Facebook-or maybe even bigger. Of course, it would helpif he could motif out a artery for the company to execute money.

Power Base: About 6 million Twitter users.

Achilles' Heel: Williams suspects that Microsoft, Google, and Yahoo are full working on Twitter-killing clones.

Time-Eating Hobby: Following 900 Twitterers.

13. Richard BookstaberAuthor; financial risk manager

Major Impact: Finance

Just about every science-fiction movie has a similar theme: The machines appear all-powerful, but in the end, they're no match for humanity. This is the message that Richard Bookstaber has hammered into hardheaded Wall Street financiers. After a long career as a wizard at an algorithm-driven hedge fund, Bookstaber wrote 2007's A Demon of Their Own Design, in which he argues that technology fostered a high-speed, high-risk financial system about as stable as nitroglycerin. In the autumn of 2008, he was proved right. Now Bookstaber's tome has become a must-read for those experts charged with rebuilding Wall Street to prevent computers from morphing a financial hiccup into another full-blown crisis. The difficulty, though, is similar to that nagging problem in sci-fi flicks: Everyone continues to build better and badder machines.

Power Base: Respect for calling the meltdown.

Achilles' Heel: What's the encore?

14. John YemmaEditor, Christian Science Monitor

Major Impact: Newspapers

Someone in this troubled industry had to jump off the cliff first. The internet has hacked away at the revenue of daily papers for years, yet editors and publishers acquire shied away from ditching the physical product. In October, the Christian Science Monitor made the leap, announcing that in April, the print edition would cease daily publication. The switch makes sense for the century-old CSM, explains John Yemma. Its national newspaper is delivered by mail to just 52,000 subscribers, while it operates a robust website with 1.7 million unique visitors a month. The ease of the industry is anxiously watching. In December, the Detroit intelligence and the Detroit Free Press said they will halt daily home delivery in favor of their websites. In January, the Seattle Post-Intelligencer said it may Go Web-only.

More will follow. Yemma has a casual to set precedents for intelligence and newsrooms. "We're hoping not to replicate the print paradigm, but we're trying to hold on to accuracy and standards," he says. "Because there is an competence to exist immediate, there is a danger we'll default to immediacy, so they acquire to tilt against that."

Achilles' Heel: There's no precedent for a newspaper's making the transition to Web-only publication.

Number of Facebook Friends: 112. "Is that a exiguous or a lot? I don't know."

15. James InhofeU.S. Senator, Oklahoma

Major Impact: Energy

Alternative-energy technology has a grinch, and he resides in the U.S. Senate. James Mountain Inhofe, an Oklahoma Republican, has said that global warming is "the second-largest hoax ever played on the American people, after the separation of church and state." From his position as the ranking minority member on the Senate Committee on Environment and Public Works, Inhofe will work as a counterweight to the Obama administration's expected clean-tech initiative.

Power Base: His supporters in the oil and gas industries.

Superhero Ability: Fearless belligerence. Anyone who could insinuate that the Weather Channel is a propaganda machine for global-warming alarmists.

Achilles' Heel: Even if he had a point, his monstrous statements would undermine it.

Eccentric Side Project: Maintaining a biblically remedy family. Inhofe was quoted in 2006 as saying, "I'm really supercilious to notify that in the recorded history of their family, we've never had a divorce or any kind of homosexual relationship."

16. Jon WellinghoffCommissioner, Federal Energy Regulatory Commission

Major impact: Power grid

Traditionally, a new FERC chief generates about as much excitement as a Captain & Tennille reunion tour. But President Obama's appointee-mathematician and longtime energy counselor Jon Wellinghoff-will oversee a massive overhaul of the U.S. electrical grid. We're talking regulatory changes that influence billions of dollars in contracts and funding for new inventions. Turns out the 100-year-old artery of touching electricity around is ridiculously inefficient. A smart grid loaded with chips that can sense supply and usage could negate the necessity to build more coal-burning electric plants. Companies relish Google will exist seeking Wellinghoff's approval for projects. Remember, the Federal Communications Commission was once a Washington backwater too.

Superhero Ability: Stealth. Who outside of policy wonksworries much about FERC?

Achilles' Heel: Dullness. If the public doesn't pick up excited about smart-grid technology, it may exist arduous to build momentum for it.

Number of Facebook Friends: "None. My teenagesons won't let me join."

17. Marc AndreessenInvestor in startups; chairman, Ning

Major impact: Startups

While he'll always exist known for his first venture, Netscape Communications, Marc Andreessen has become Silicon Valley's mentor in chief. He gives guidance to Facebook wunderkind notice Zuckerberg, who attach Andreessen on the company's board, and he was one of the first investors in Evan Williams' Twitter. Andreessen and trade ally Ben Horowitz pump smallish sums ($25,000 to $100,000) into one startup a month, spreading Andreessen's erudition and influence among a young generation of entrepreneurs. Andreessen is also chairman and co-founder of the flaming startup Ning, which gives people a artery to create their own online gregarious networks.

Power Base: Money and a track record from selling Netscape to AOL, for $4.2 billion in 1999, and another company, Opsware, to Hewlett-Packard, for $1.6 billion in 2007.

Derailed Side Project: His blog at blog.pmarca.com. Its torrid beginning, in 2007, made it a tech industry must-read, but then Andreessen abruptly quit writing last August.

18. Brad AndersonCEO, Best Buy

Major impact: Consumer electronics

Under Brad Anderson, Best Buy has forward to reign over consumer-electronics retailing-even if that just means being the strongest among the weak in a horrendous economy. He's retiring in June, and president Brian Dunn will become CEO. Anderson, who will sojourn on as vice chairman until 2010, leaves Dunn a company that can settle the portion of electronic gadgets just by putting them on its shelves.

Representatives from tech giants relish Microsoft and startups such as internet phonemaker Ooma trek to Minneapolis to lobby Anderson and his cohorts. Anderson, 59, took imbue from founder Richard Schulze in 2002, bought Geek Squad, and helped his company drive chief rival Circuit City to its liquidation this year. But the diving economy has Best Buy making layoffs and cutting capital spending by half.superhero competence Listening. Best Buy has altered individual store offerings and layouts based on suggestions from the stores' sales-floor staff.

Eccentric Management Tactic: Keeps a mock "retail hospital" in his office, with effigies of companies such as Kmart lying in beds as a warning about what happens when retail strategies become stale.

19. Arianna HuffingtonThis item was updated as January traffic information became available.Co-founder, The Huffington Post

Major Impact: intelligence business

Chaotic and noisy, the Huffington Post comes off relish an online mashup of British tabloids, American blogs, and a tailgate party. But Arianna Huffington's invention-she calls it an internet newspaper-is playing a huge role in redefining the intelligence outlet. Huffington co-founded the site in 2005 with former AOL executive Kenneth Lerer. These days, about 2,000 professional and dabbler writers contribute to it, including renowned Huffington friends such as Larry David and Nora Ephron. HuffPo, as it's known, gets as many as 7 million unique visitors a month, and in December, it raised $25 million in a round of funding amid the worst credit head in decades. The site's worth, though, has stirred controversy of its own. Insiders allegedly pinned the number at $200 million. Bloggers analyzed HuffPo's numbers and gleefully came up with a different figure: about $2 million.

Power Base: A vast collection of high-profile friends, including the Clintons, Barry Diller, and Alec Baldwin.

Superhero Ability: Her willingness to dish anything and everything she hears from her renowned friends.

Achilles' Heel: The site lost traffic after the election (though it spiked back up in January).

Ambitious Stalled Project: Local HuffPos for cities. So far, there's only one, for Chicago.

20. Rex TillersonCEO, Exxon Mobil

Major impact Energy: Tillerson sits atop a company that brings in more than $100 billion in revenue each quarter. He has the power to exert gargantuan influence in energy technology, yet he's using his resources to execute confident as exiguous changes as possible. His intention, he has said in interviews, is for Exxon Mobil to exist doing in 30 years pretty much what it does now. Tillerson is cagey, investing minuscule sums in R&D for inventions relish a long-life battery and playing it up in commercials. It's enough to mute critics, but not enough to actually influence the require for oil.

Bragging Rights: More money than God.

Appropriately effectual Trait: Slickness. He's too savvy to pick up pinned down as an anti-environment ogre.

21. Jerry ShenCEO, Asus

Major impact: Personal computing

For 25 years, personal computing was driven by a constant march toward faster, more-whiz-bang machines. In late 2007, Jerry Shen, the CEO of Taiwanese electronics-maker Asus, turned that philosophy on its head. He and chairman Jonney Shih introduced the Eee PC, a shrunken laptop that cost $300. It runs on Intel's downscale Atom chip and has a fraction of the power of a high-end laptop. The trade press gushed and labeled the Eee PC the first of a new breed called netbooks. Since then, Asus has sold more than 5 million Eee PCs. Acer, Dell, and Hewlett-Packard followed with their own versions last year.

Power Base: Asus has long made computer parts, mobile phones, and laptops for other brands.

Achilles' Heel: If the Eee PC gets too current and competes with Sony, Apple, and other companies Asus manufactures for, will they still want to enact trade with Asus?

22. Lawrence LessigProfessor, Stanford Law School

Major Impact: Internet law

Lawrence Lessig is to the Web what the professor was to Gilligan's Island. Lessig has brought intellect and understanding to some of the Web's thorniest problems, chief among them copyright law. While Lessig hasn't solved the standoff between content owners and "pirates" who execute free copies, he has offered a third path with his Creative Commons copyright license. He's influenced the debate about who should pick up radio spectrum for wireless internet and has the ear of his primitive friend President Barack Obama. (They taught together at the University of Chicago Law School.) In the past year, Lessig has focused on ways to consume the Net to preserve an eye on Congress and reduce corruption. This summer, he moves to Harvard.

Useful Talent: Drama. Watching a Lessig presentation is relish viewing performance art.

Pop-Culture Moment: Lessig was portrayed in a 2005 West Wing episode by actor Christopher Lloyd.

23. David BohrmanWashington bureau chief, CNN

Major Impact: TV news

On election night, CNN suddenly appeared to exist broadcasting from the set of a Star Trek episode. Anderson Cooper interviewed a "hologram" of rapper Will.I.Am, who was seemingly beamed onto the set relish Spock in the transporter room. Correspondent John King used his fingers to slouch around graphics and election results on something called the Magic Wall. The flashy broadcast was credited to David Bohrman, a longtime network-TV intelligence veteran who had taken a detour to become CEO of Pseudo Entertainment, an interactive-TV company. CNN hired Bohrman and attach him in imbue of election-night coverage. His toys made CNN the pioneer in using technology to uncover intelligence stories, even though the holograms received mixed reviews. Some critics said they were distracting tricks-as if that were new to TV newscasts.

Bragging Rights: CNN had more viewers on election night than any other cable channel.

Questionable Timing: Bohrman joined Pseudo in early 2000, perquisite when the tech bubble burst.

Number of Facebook Friends: Zero. "Here's my confession: I acquire a lurking-only account."

24. Reid HoffmanFounder, LinkedIn

Major Impact: gregarious networking

MySpace and Facebook pick up most of the credit for making gregarious networking into a phenomenon, but the favor behind the trend is really the hyperconnected entrepreneur Reid Hoffman. He pioneered the form with SocialNet, in 1997. It didn't last, but Hoffman moved on to start LinkedIn, which claims 31 million members and is geared toward professionals. He's also invested in many of the hit websites that involve a gregarious aspect, including Digg, Flickr, Ning, and Facebook.

Eccentric Past: A master's in philosophy from Oxford in England.

Achilles' Heel: Time. scrutinize at his résumé on LinkedIn: He can't possibly preserve doing full that and remain sane.

Promising Side Project: Zynga, a new social-gaming site that Silicon Valley insiders believe will exist huge.

25. Robert ZemeckisFilm director

Major Impact: Movies

Robert Zemeckis keeps changing the role of special effects in mainstream movies. In Forrest Gump, he used computers to drop the title character into historical footage. In The Polar Express, he pioneered motion capture, which uses sensors to record an actor's moves and translates them into animation. In 2007, his Beowulf combined motion capture and digital 3-D. Next up: His remake of Dickens' A Christmas Carol will exist one of the first live-action movies shot in digital 3-D.

Power Base: Hollywood will fund any film he wants to make.

Achilles' Heel: Sometimes the effects are better than his movies.

Visit Portfolio.com for the latest trade intelligence and opinion, executive profiles and careers. Portfolio.com© 2007 Condé Nast Inc. full rights reserved.

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