El documento resume 100 años de innovación en IBM, incluyendo avances tecnológicos como el supercomputador Blue Gene y el primer supercomputador petaflop. También describe la investigación de IBM, con más de $6 billones en investigación y desarrollo y casi 6,000 patentes. Finalmente, explica cómo IBM se ha transformado en una empresa globalmente integrada con centros de excelencia en más de 170 países.
4. Transformación: avances tecnológicos 1997 : Copper Interconnect Wiring 1998 : Silicon-on-Insulator 1998 : Microdrive 2002 : Millipede 2004 : Blue Gene The fastest supercomputer in the world 2006 : 5-stage Carbon Nanotube Ring Oscillator 2008 : World’s First Petaflop Supercomputer 1948: SSEC 1956: RAMAC 1944 : Mark 1 1957: FORTRAN 19 64 : System/360 19 71 : Speech Recognition 19 6 7: Fractals 19 70 : Relational Database 19 66 : One-Device Memory Cell 1973 : Winchester Disk 1979 : Thin Film Recording Heads 1980 : RISC Nobel Prizes: Scanning Tunneling Microscope High Temperature Superconductivity 1990 : Chemically Amplified Photoresists 1994 : SIGe 1993 : RS/6000 SP 1996,97: Deep Blue 1987 : 1986 :
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6. La investigación en IBM es colaborativa Global, Smarter Planet Collaborations Pangoo China Watson Almaden Austin Tokyo Haifa Zurich India IBM Research Lab Brasil
11. Ciudad: Conglomerado de Sistemas Seguridad pública Servicios gubernamentales Educación Atención de salud Transporte Energía y servicios públicos Telecomunicaciones
12. Las ciudades inteligentes… … aumentan el valor que ofrecen a sus ciudadanos en un ambiente rápidamente cambiante y urbano. Aprovechan la información para tomar decisiones Anticipan problemas para resolverlos proactivamente Coordinan recursos para operar efectivamente
13. “ Se pueden llegar a domar los patos salvajes, pero no es posible convertir en salvajes los ya domados. Se podría decir que una vez domado, el pato no volará a ninguna parte. Cualquier organización necesita sus patos salvajes.
Notas del editor
As you may have read in the recent Business Week cover story, our 8 labs around the world are sharply focused on collaborating with external partners. It is an essential piece of our research strategy. We’re convinced that the depth of the collaboration, the number of partners, the staff involved, and the global reach sets IBM apart. Just a few examples: Wangfujing Group: IBM and eFuture (a leader in China's supply chain management) launched a collaboration 4 years ago to develop SW for China's retail industry. The IBM China Research Lab worked with the eFuture team to develop and design an end-to-end "Software as a Service (SaaS)" infrastructure platform that covers supply chain execution, task tracking and performance measurement. Earlier this year we deployed the solution at Beijing Wangfujing Department Store Group stores in Beijing, one of the largest retail groups in China. Two thousand Wangfujing suppliers are now on the platform where they exchange business information, arrange payments online and access purchase orders, returns, payment status, inventory levels and analysis of sales data. When the system is fully operational by Y/E, stores in 17 cities across China will be able to share the supply chain information real time with 20,000 suppliers. Kaust: Joint research project on an HPC system named Shaheen, developed to serve the University's scientific researchers across dozens of disciplines, advance new innovations in computational sciences, and contribute to the further development of a knowledge-based economy in Saudi Arabia. Industrial Development Agency of Ireland (IDA): Research and IDA have established a Centre of Excellence for Water Management, which focuses on innovative research and services for monitoring, managing and forecasting environmental challenges such as the movement of pollutants in fresh water, marine and oceanic environments. OEMC - City of Chicago Office of Emergency Management and Communications Project to implement one of the most advanced city-wide intelligent security systems ever conceived.
Key message: IBM’s transformation is an ongoing journey and has gone through three distinct phases in the past decade. We have made a lot of progress with sharing, partnering and optimizing. We collaborated and shared knowledge and experiences to increase our levels of standardization and to introduce more discipline in our operations. We then embarked on becoming the premier Globally Integrated Enterprise and have been moving work to where it can best be done and taking advantage of horizontal process improvements. Now our smarter phase is underway. We are becoming more instrumented, intelligent, leveraging business analytics, increasing self-service…finding efficiency and effectiveness benefits we have not thought imaginable. We are entering an important new phase that will bring a whole new set of techniques and capabilities to bare. There is still more that we are doing around partnering and globally integrating, but we see the most opportunity in becoming smarter.
Key message: IBM’s transformation is an ongoing journey and has gone through three distinct phases in the past decade. We have made a lot of progress with sharing, partnering and optimizing. We collaborated and shared knowledge and experiences to increase our levels of standardization and to introduce more discipline in our operations. We then embarked on becoming the premier Globally Integrated Enterprise and have been moving work to where it can best be done and taking advantage of horizontal process improvements. Now our smarter phase is underway. We are becoming more instrumented, intelligent, leveraging business analytics, increasing self-service…finding efficiency and effectiveness benefits we have not thought imaginable. We are entering an important new phase that will bring a whole new set of techniques and capabilities to bare. There is still more that we are doing around partnering and globally integrating, but we see the most opportunity in becoming smarter.
Key message: IBM’s transformation is an ongoing journey and has gone through three distinct phases in the past decade. We have made a lot of progress with sharing, partnering and optimizing. We collaborated and shared knowledge and experiences to increase our levels of standardization and to introduce more discipline in our operations. We then embarked on becoming the premier Globally Integrated Enterprise and have been moving work to where it can best be done and taking advantage of horizontal process improvements. Now our smarter phase is underway. We are becoming more instrumented, intelligent, leveraging business analytics, increasing self-service…finding efficiency and effectiveness benefits we have not thought imaginable. We are entering an important new phase that will bring a whole new set of techniques and capabilities to bare. There is still more that we are doing around partnering and globally integrating, but we see the most opportunity in becoming smarter.
Cities are a microcosm of major challenges and opportunities facing the planet today. It is in cities where all man-made systems come together and interact with one another and the environment. As implied earlier, growing populations are causing cities to face significant sustainability challenges and threats to these infrastructures that deliver vital services. Adding to the strain of public demand for better education, greener programs, public safety, accessible government, affordable housing and more options for senior citizens and better quality of life for all. It is obvious, when you consider the trajectories of developments impacting our planet and our cities, we are going to have to run a lot smarter and more efficiently, especially as we seek to drive economic growth and sustainability.
Key Message: Smarter cities today are using technology to enable new models for leadership that can help drive sustainable economic growth. Speaking Points: Smarter cities are cities that are: Leveraging information to make better decisions Anticipating problems to resolve them proactively, and Coordinating resources to operate effectively These are simple ideas, but the latest enhancements in technology have created possibilities that were unthinkable just a few years ago… for example: We can now harness more information from ever before, from our systems, from video cameras, and even from physical parts of our city. South Bend, Indiana, US put more than 100 wireless sensors underneath manhole covers throughout the city to measure waste water flows. We can anticipate problems using analytics capabilities that are much more detailed and precise than previous models. For example, we can now predict how traffic patterns will change in real-time, providing very detailed models that enable cities to adjust traffic flows to minimize or avoid congestion And finally, we can coordinate resources by driving both communication and processes to the right people at the right time based on process automation, collaboration, and business rules. These developments have fundamentally increased the value that cities can generate for their citizens and enable innovation in the ways city leaders operate Additional Background Information: From 2008 to 2009, South Bend Public Works crews embedded more than 100 wireless sensors underneath manhole covers throughout the city. This broad network of tiny computers provides 24/7 data on the depth and flow of storm water and sewage in the 500-mile sewer network, including the 36 combined sewer outfall points within the city, essentially providing real-time analysis of available inline storage.
