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Howard Dresner talks business intelligence trends

Howard Dresner, president and founder of Dresner Advisory Services, has seen business intelligence trends come and go.

Recently, there’s been a wave of consolidation with Salesforce acquiring Tableau, Google purchasing Looker, and Qlik buying up both Podium and Attunity. But consolidation is nothing new, according to Dresner, who noted that some companies start with the specific purpose of finding an eventual buyer and that a new cycle of mergers and acquisitions comes every few of years.

A veteran of three decades analyzing the analytics industry, Dresner spent 13 years at Gartner where he served as the advisory firm’s lead analyst for business intelligence, a time during which he helped popularize the term. He then moved on to Hyperion Solutions as chief strategy officer in 2005, but when the company was acquired by Oracle he left to form his own advisory company.

In this Q&A, Dresner discusses consolidation and other current business intelligence trends, and what still thrills him about BI after all these years.

With Salesforce’s acquisition of Tableau, Google’s purchase of Looker, and Qlik’s acquisitions of Podium and Attunity, consolidation is an obvious current business intelligence trend, but what does it all mean?

Howard Dresner: First of all, consolidation is not new. I’ve been covering this industry for 30 years now and I’ve watched multiple rounds of consolidation — you could do it almost in a five-year timeline. Most of the vendors would be gone every five or 10 years. A few stick around and can make it for the long haul. In fact, for many companies, that’s the business plan — if you were to read their business plan, there’s an exit strategy, and the exit strategy is usually acquisition, especially if they’re venture-capital funded. So none of this is a surprise. What is a surprise is the valuations. The valuations are very rich, and that simply says that the area of business intelligence and analytics is extremely well valued.

Why are companies paying so much for BI vendors?

Howard Dresner, president and founder of Dresner Advisory ServicesHoward Dresner

Dresner: There’s a real need for it because there’s more and more data. It’s just becoming more and more mainstream. Like I said, I’ve been covering this for 30 years and the notion of business intelligence was this sleepy backwater that no one really understood or cared about. There were a few nerds in the organization that focused on it, but it’s become mainstream. Everybody cares about this now, or if they don’t they should care about it. And of course there’s vastly more data than there ever was before, and so that obviously has the attention of these very large players. What happens with consolidation as you see it play out is that it puts pressure on some of the other vendors in the marketplace — and we won’t mention names — and it may force their hand. If we were to fast-forward five years from now the landscape will look very different than it does today. Clearly, the current consolidation has changed the market dynamics.

Are there vendors you view now as obvious buyers and others you see as obvious sellers?

Dresner: There’s an entire industry that focuses on M&A and potential buyers and potential sellers are always talking. There’s no such thing as an acquisition that comes out of the blue. People have meetings, and then maybe they go away for a while and have other meetings, but everyone is talking to everyone — that’s the reality. Do I think there are others that will get acquired, or that are out there shopping themselves, and do I think there are suitors out there? Absolutely, every day, all year long. The only thing that this latest round of very visible acquisitions does is that it might increase the pressure a little bit. It’s like musical chairs — there are a few less chairs now so it creates pressure. That’s just human nature.

What are some other important current business intelligence trends, and what do they mean for the industry?

The data — having so much more data out there, the diversity of data, and being able to build models that get so much closer to understanding reality, a really full perspective — that gets me juiced.
Howard DresnerPresident and founder, Dresner Advisory Services

Dresner: The important trends have less to do with technology, and more to do with execution on the part of the vendor. Everyone is looking for what is the next silver bullet — there is no silver bullet. Right now everyone is beating the drum about AI and machine learning, and that’s fine, but that’s not new. What’s different is our capacity to process lots of data quickly. AI and machine learning get better with tremendous amounts of data — more data, less errors. My point is, at the end of the day, the reason you invest in a vendor and technology is so that you don’t have to build it yourself. It comes down to how they serve you, and whether or not they can provide the requisite solutions to your organization and support you appropriately. You trust — and trust is a big word here — that they’re going to make the investment in the technology that’s going to propel you forward and keep your solution up to date, modern, relevant, etc. That’s what gives any vendor staying power — it’s not the shiny object.

As you look at the broad scope of the business intelligence market, what are you most excited about?

Dresner: The data — having so much more data out there, the diversity of data, and being able to build models that get so much closer to understanding reality, a really full perspective — that gets me juiced. We’re all about our data — we collect lots of data, so we’re a bunch of data geeks. Being able to get challenged in our understanding of what’s going on in the marketplace by the data is really exciting. Being able to learn new things about what’s going on in the marketplace in ways that we couldn’t do before — back in my Gartner days we talked to people and it was anecdotal, but it was not grounded in data — to paint a very different picture and more complete and representative picture of the marketplace, that’s what gets me excited. The other thing, from a market perspective, I love that there are so many more users out there, that the technology is so much more approachable than ever before.

Editor’s note: This interview has been edited for clarity and conciseness.

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3 secret virtues of a great IT practitioner

What makes a great IT practitioner? Danny Brian, a Gartner vice president and fellow, suggested it’s the ability to embrace one’s vices.

At Gartner Catalyst 2018, Brian named laziness, impatience and hubris as the three secret virtues of a great IT practitioner — borrowing them from acclaimed programmer Larry Wall. In Wall’s 1991 book Programming Perl, the virtues were aimed at programmers. But Brian made the case they can help all IT practitioners succeed in today’s digital business age — and contribute to the bottom line.


In Wall’s book, laziness is defined as “the quality that makes you go to great effort to reduce overall energy expenditure.” In other words, lazy IT practitioners continually seek out the easiest, most efficient ways to complete a task.

“If necessity is the mother of invention, then maybe laziness is the mother of innovation,” Brian said.

As an example, he pointed to computer programming pioneer Grace Hopper. The inventor of one of the first compiler tools — i.e., software that transforms computer code from one programming language into another — Hopper credited laziness as the impetus for her accomplishment.

Laziness, Brian said, also requires an enormous amount of planning and foresight.

“You don’t want to just be lazy now; you want to be lazy tomorrow and the day after that,” Brian said. “And if you want to enable other people to be lazy, it takes even more thought and preparation.”

He listed specific examples of what true laziness requires of an IT practitioner:

  • not repeating yourself;
  • not reinventing the wheel — utilizing the best frameworks and tools to save time and effort;
  • focusing on the most important problems;
  • knowledge and recognition of design patterns, which avoid solving the same or similar problems multiple times;
  • ensuring test-driven development in order to avoid hours spent later in panic mode trying to figure out what broke;
  • developing processes and procedures that actually help people short cut their tasks, rather than creating standards for standards’ sake; and
  • documenting everything — as close to the activity as possible — in a way that is easy for others and for your future self to understand.


If necessity is the mother of invention, then maybe laziness is the mother of innovation.
Danny Brianvice president and fellow, Gartner

Every religious tradition in the world espouses patience as a virtue, Brian said, but the truth is the world is growing more impatient, in part, because of technology.

“If you think you want patient people working for you, I’d ask, ‘What about all that technology influence that’s creating more and more impatience in the world? Don’t you want people who recognize that and are ready and willing to respond to it?'” he said.

Indeed, patience could even pose a threat to organizational efficiency.

“Patience can lead to inaction, if you think about it. Patience can quickly become apathy or complacency — or at least appear to be those things,” he said.

The impatience Brian exalted is the general impatience that drives people to get things done and fix things that are broken or problematic. While laziness is about overall energy expenditure, impatience is all about the emotion — specifically anger at a slow program or process.

“It’s fixing a problem not because practitioners have to, but because it bugs them; not because there’s a ticket open, but because it’s really annoying and they’re impatient users,” Brian said.

This is where practices like continuous integration come in, Brian said. Along with having tests run on a regular basis so they can know as soon as a problem occurs, impatient IT practitioners are also continuously exploring — and integrating — new and better tools.

Impatience is also key to Agile development, Brian said.

“You should never hear the words from an Agile team, ‘We are waiting on X from X,'” Brian said. “They’re not Agile unless they can meet all of their dependencies and never be waiting on another team to get things done. And that’s what real impatience should look like.”

He listed specific examples of what true impatience requires of an IT practitioner:

  • a sense of urgency;
  • automating everything automatable;
  • constantly watching for better workflows, tools and methodologies;
  • continuously integrating so you never feel behind;
  • utilizing wikis, because we need to edit that right here and now;
  • empathizing with impatient end users;
  • having empowered teams with the resources necessary to push projects through to completion;
  • the ability to use cloud services, or any service that is the best tool for the job; and
  • strong communication skills from all contributors and sponsors.


Wall defined hubris as “excessive pride — the sort of thing that Zeus zaps you for. [It’s] also the quality that makes you write and maintain programs that other people won’t want to say bad things about.”

In that vein, Brian refers to IT-practitioner hubris as the pride one takes in a well-crafted product and the drive to succeed where others have failed.

“[It’s] that total sense of ownership that doesn’t come without opening things up and allowing themselves to be impatient and lazy in this case,” he said. “It’s also knowing enough to know what you don’t know, which brings confidence with experience.”

This brand of hubris requires not only a conviction that one is right, but an ability to make the case to the CIO and the business, Brian said.

“A big part of this is for the technical folks to learn to not speak like coneheads,” he said.

Brian noted that novice IT practitioners can’t really have true hubris — yet.

“New practitioners can be lazy, and they can be impatient. But they can’t have hubris in the effective way,” Brian said. Hubris takes time, experience and success. “Real hubris is being an expert.”

He listed specific examples of what else true hubris requires of an IT practitioner:

  • pride in yourself and in your work;
  • zero fear of new technologies — the ability to dive in and emerge an expert;
  • attention to details, such as design, documentation and code formatting;
  • flexibility to adjust to changing requirements and user needs — a “we can do that” mentality;
  • owning the results of your work — releasing, maintaining and improving a service;
  • knowing what “good” looks like and how to get it;
  • going above and beyond, even when it is not requested;
  • constantly retraining yourself; staying abreast of new technology developments; reading technology books; attending conventions and workshops; and subscribing to training sites, like Lynda.com, Udemy, Pluralsight or Codecademy; and
  • a craftsmanship mentality — seeing your job as creating solutions for people and the business, rather than racking servers or writing code.

Brian ended with a warning to IT practitioners: Don’t let any one of these three qualities outweigh the others; they must coexist and balance each other out. Practitioners ruled by laziness — efficiency obsessives — will try to suss out and prematurely optimize any problems that might come in the future.

“If they’re too impatient, they’re going to be quick to adopt the wrong solutions … and just incur technical debt over time,” Brian said. “Too much hubris, and they are going to be perfectionists that can’t ever recognize when good is good enough and [the need to] sacrifice the good for the perfect.”

Cybersecurity and physical security: Key for ‘smart’ venues

When Boston Red Sox President and CEO Sam Kennedy joined the organization in 2001, the team’s management was facing questions about the then-89-yearold Fenway Park.

There was a campaign to tear down Fenway and build a new baseball stadium elsewhere in the city — a plan that was quickly nixed by Red Sox management in favor of one to preserve, protect and enhance the Boston landmark. One big obstacle they had to consider was how to handle potential threats more dangerous than the New York Yankees.

“Our job is to anticipate threats — probably the biggest threat to the sports industry, in general, would be some type of massive security breach or failure,” Kennedy said. “It’s certainly something that keeps us up at night.”

Kennedy made his remarks during the Johnson Controls Smart Ready Panel last week at Fenway Park, where panelists discussed how venues, buildings and cities are striving to become smarter and more sustainable.

To upgrade the park for the 21st century, the Red Sox organization began a project called Fenway 2.0 that would improve the fan experience via technology upgrades, additional seating and renovations to the area surrounding the park.

Another big part of the Fenway 2.0 project was working closely with city officials to protect fans’ cybersecurity and physical security.

“We have incredible partners at the city of Boston,” Kennedy said. “We work very closely with those guys and the regional intelligence center to make sure we’re doing everything we possibly can … to make sure that Fenway is safe.”

Cybersecurity a ‘smart’ priority

During the panel, Johnson Controls’ vice president of global sustainability and industry initiatives, Clay Nesler, pointed to a company-issued survey that showed cybersecurity capabilities were among the top technologies that respondents predicted would have the most influence on smart building and smart city development over the next five years.

Cities and large venues like Fenway Park certainly deliver many benefits to patrons through advanced technology, but these amenities also create potential risk, Nesler added. Several questions have to be answered, he said, before making upgrades to tech such as Wi-Fi capabilities: “Can systems be easily updated with the latest virus protection? Do you really limit user access in a very controllable way? Is the data encrypted?”

Our job is to anticipate threats — probably the biggest threat to the sports industry, in general, would be some type of massive security breach or failure.
Sam Kennedypresident and CEO, Boston Red Sox

Questions such as these are exactly why thinking ahead is essential to smart facility development, said panelist Elinor Klavens, senior analyst at Sports Innovation Lab, based in Boston.

“This is an open space that possibly could have Amazon drones flying over soon. What does that mean for the security of the people inside of it?” Klavens said. “We see venues really struggling to figure out how to secure themselves on that cyber level.”

Technology is certainly an enabler to get smarter about cybersecurity and physical security capabilities, Nesler said, but it’s still up to humans to interpret data. For example, new tech allows venues to create a 3D heat map of exactly how many people are in a 10-square-foot area to determine how fast they’re moving and find ways to avoid large groups slowing down during normal ingress and egress times. This information can also prove very valuable to prepare for emergency evacuations, Nesler said.

“We need to be clever about what’s really valuable to both the operations side and the fans and really be smart-ready in putting [in] place the systems and infrastructure to support things we haven’t even thought of yet,” Nesler said. 

The data access conundrum

The new technology offered by smart venues poses other concerns, as well, Kennedy said. For example, fans distracted by looking at their smartphones or digital screens could be putting themselves in danger of being hit by a foul ball at a baseball game, and ones watching events through smart glasses bring up potential legal questions regarding the event’s distribution rights. 

This goes back to the importance of communication for a smart venue to be successful, Kennedy said, with building management working together to ensure all of Fenway’s cybersecurity and physical security bases are covered.

“We need to be very, very careful in terms of providing fan safety,” Kennedy said.

And, of course, taking advantage of these technological advances often requires smart venues and cities to analyze a plethora of consumer-generated data. As a result, they must balance tapping into readily available data to improve amenities, cybersecurity and services with privacy concerns, Klavens said.

“Figuring out how to balance what is good for your fans and what is also your public’s appetite for giving up privacy in a public space is another way which we see venues really helping cities improve their understanding about how these new technologies will be deployed,” Klavens said.

Escaping the middle-income trap – Asia News Center

David Arnold, President, The Asia Foundation

With the advent of the 4th Industrial Revolution and the rapid spread and adoption of cloud computing, cutting-edge technological solutions are now widely available around the world.

But to effectively tap this tech-driven potential, Asia’s emerging economies must pursue new ways of educating and training present and future workers – including women and girls who too often languish at the bottom of the employment pool with few educational opportunities.

“Ultimately it is the matter of human capital and developing relevant skills,” Arnold says. “That is currently a big constraint in many countries. So, we see this as an area of importance and priority.”

READ: Unlocking the Economic Impact of Digital Transformation in Asia Pacific

Breaking down and replacing long-held institutional and bureaucratic practices and barriers are high on the list of must-dos as well. It also happens to be a mantra that has been internalized by the Foundation, which has itself embraced technology to do its work better. Arnold sees the Foundation’s own internal digital transformation dividend as being a sort of microcosm of where the region should be heading.

Established by forward-thinking business people, academics, and U.S. government officials in 1954, The Asia Foundation is a non-profit international development organization committed to improving lives across the region. It works both at the high-end of public policymaking and at grassroots levels with local communities. It has an effective, integrated strategy to help Asian countries promote good governance, empower women, expand economic opportunity, boost education, increase environmental resilience, and promote international cooperation. It fosters deep, long-term partnerships with local organizations and individuals and relies on support from governments and a myriad of donors.

The Asia Foundation

In short, its goals are high, its reach wide, its challenges big and complex, and its stakeholders demanding. So, to boost its impact it embraced change.

For most of its early life, the Foundation was a largely paper-based, administratively disjointed, highly siloed and decentralized operation that stretched from its headquarters in San Francisco across a network of offices in 18 Asian countries.

READ: Microsoft Philanthropies Asia – Advancing a future for everyone

Ken Krug joined its ranks in 2011 to become Vice President for Finance, Chief Financial Officer, and a champion for digital transformation. “We were in the Middle Ages as far as technology was concerned,” he recalls.

Previous attempts to create in-house IT solutions had been unsuccessful. But about five years ago, the Foundation adopted “OneTAF” – a cloud-based Microsoft Office 365 solution named for the abbreviation of The Asia Foundation.

Now all sorts of files and knowledge are linked and made accessible across the Foundation’s diverse geographic footprint. One can imagine the unique challenges of being stretched from Colombo to Kabul and from Ulaanbaatar to Jakarta, and how much freedom and ease can be derived from sharing information and materials in real time.

SHOWTIME, Amblin Television and 343 Industries Bring Halo to Television – Xbox Wire

It’s a big day for Halo – today, SHOWTIME president and CEO David Nevins announced the network has ordered a 10-episode season based on the legendary video game franchise!

In its adaptation for SHOWTIME, Halo (working title) will take place in the universe that first came to be in 2001, dramatizing an epic 26th-century conflict between humanity and an alien threat known as the Covenant. Kyle Killen (Awake) will serve as executive producer, writer and showrunner. Rupert Wyatt (Rise of the Planet of the Apes) will direct multiple episodes and also executive produce the hour-long series which enters production in early 2019.

Halo is our most ambitious series ever, and we expect audiences who have been anticipating it for years to be thoroughly rewarded,” said Nevins. “In the history of television, there simply has never been enough great science fiction. Kyle Killen’s scripts are thrilling, expansive and provocative, Rupert Wyatt is a wonderful, world-building director, and their vision of Halo will enthrall fans of the game while also drawing the uninitiated into a world of complex characters that populate this unique universe.”

“This is a truly exciting moment for the Halo franchise,” stated Kiki Wolfkill, head of Halo Transmedia at 343 Industries. “Together with our creative and production partners at SHOWTIME and Amblin Television, the Halo television series will represent new and exciting way for fans to enter and engage with the Halo universe. We can’t wait to share more on what’s ahead.”

Halo will be executive produced by Killen, Wyatt and Scott Pennington, along with Justin Falvey and Darryl Frank for Amblin Television. The series will be distributed globally by CBS Studios International.

For all things Halo and the recently announced Halo Infinite, be sure to check out Halo Waypoint and stay tuned to Xbox Wire.

The 39 most powerful female engineers of 2018

Gwynne Shotwell is the president and COO of SpaceX and was inducted into the Space & Satellite Hall of Fame earlier this year.

She’s been at SpaceX since 2002, the year the company was founded, and became its president in 2008. By 2012, she’d helped SpaceX become the first privately funded company to send a spacecraft to the International Space Station, forever changing the space industry.

Under her leadership, SpaceX was the first private company to send a satellite into geostationary orbit, too. Setting new standards is one of her favorite things about the job, with milestones like “landing a first-stage booster on a drone ship and on land, re-flying a rocket, launching Falcon Heavy, the most powerful rocket currently in operation,” she tells us.

Her path to becoming a powerful engineer all began with a smart, and smartly dressed, role model.

“I was inspired to become an engineer by a very smart, well-dressed mechanical engineer who I saw speak at a Society of Women Engineers event as a teenager,” Shotwell says.

“She was doing really critical work and I loved her suit. That’s what a 15-year-old girl connects with. I used to shy away from telling that story, but if that’s what caused me to be an engineer, I think we should talk about that.”

Correction: A previous version of this post misstated Shotwell’s starting date. She began working at SpaceX in 2002, not 2012.

The beauty that comes from nuance: to help their daughter, a Microsoft employee and a filmmaker became transgender allies – Microsoft Life

Microsoft Corporate Vice President Chadd Knowlton and filmmaker Vlada Knowlton underwent a “radical transformation” and then made a documentary to tell stories of families like theirs

By Natalie Singer-Velush

Chadd and Vlada Knowlton will never forget the day they most feared for their youngest child.

They were driving to school and from the back seat of the car piped a little voice, asking where babies came from. Vlada Knowlton, a filmmaker and former Microsoft employee, explained to her 4-year-old that babies grew in moms’ bellies and came out when they were ready.

“I want you to put me back in,” said the trembling voice. “I know I’m a girl. It’s not fair.”

The parents worried immediately that this was their preschooler’s way of saying that life didn’t feel worth living.

“I kept the car straight. I tried to keep driving. But it was terrifying,” Vlada Knowlton said.

The Knowltons’ youngest child had always been artistic, creative, curious, and intelligent—but also, lately, very unhappy.

“She was born with the body of a boy. Everybody assumed she was a boy. [In the beginning] we never in a million years imagined anything different,” Vlada Knowlton said. “But . . . from about the age of 2, she seemed frustrated, unsatisfied with her life.”

At home, the Knowltons, who also have an older son and daughter, had been allowing their youngest to wear dresses and play with more stereotypically girly toys, and things seemed better during those times. But in public, their preschooler was frustrated and angry when presenting as a boy, which was leading to depression and withdrawal.

“She couldn’t express herself the way she felt she wanted to,” Vlada Knowlton said.

The day in the car was the turning point for the parents. Their daughter felt she was a girl, and so she should be able to live that way, they decided.

“We had to go through a radical transformation to learn, to understand, and to accept. Our daughter didn’t really transition—she was the same before. We transitioned as parents.”

“It was a great moment of clarity,” said Chadd Knowlton, a corporate vice president at Microsoft. “We were coming from a place of total unknown. Once we did the research and we understood how gender is formed in the brain, we could accept it. Gender is what it is.

“We had to go through a radical transformation to learn, to understand, and to accept. Our daughter didn’t really transition—she was the same before. We transitioned as parents. And then we moved ahead into a new kind of personal activism that we had never had to call upon in our lives before.”

That activism includes making a documentary about LGBTQ+ rights and the movements that threaten them. The film, “The Most Dangerous Year,” recently had its world premiere at the Seattle International Film Festival. It tracks a wave of antitransgender legislation, including bathroom bills, and tells the story of a coalition of Washington State families who have transgender children who join together to fight it. Vlada Knowlton directed, wrote, edited, and produced the film; Chadd Knowlton served as the supervising sound editor and composed the score.

As they navigated their daughter’s and family’s journey, the Knowltons have been supported by many of their communities, including Microsoft.

“The environment is inclusive, accepting, and empowering for people to express themselves and to be allies,” Chadd Knowlton said of the company’s culture. “One of the first things I thought about was hey, maybe my daughter could get a job at Microsoft one day because I know it’ll be a great place for her to work.”

Their family’s journey has broadened their perspective in a way that now empowers them to be advocates and allies.

“We were new people after this, and honestly we’re thankful for that,” Chadd Knowlton said. “Gender is not binary. You could be anywhere on that spectrum. It’s one of the things I think people struggle with in our society. They really want things to be easily categorized and named. But the world is all nuance—and that’s the beauty of it.”

Meet more Microsoft employees who are changing hearts and minds and advancing human rights.

See how Microsoft is celebrating Pride 2018 and how you can be an ally.

Learn how Microsoft and its LGBTQ+ employees push for change across borders.

Microsoft brings intelligent cloud, intelligent edge vision to life at Computex Taipei | Stories

Nick Parker and Roanne Sones hold the new HP ProBook x360 on stage
Nick Parker, Microsoft corporate vice president of Consumer and Device Sales, and Roanne Sones, Microsoft corporate vice president of Platforms, unveil the new HP ProBook x360 on stage at Computex 2018.

TAIPEI, Taiwan — June 6, 2018 — Wednesday at Computex Taipei, Microsoft Corp. underscored its commitment to the partner ecosystem and announced new programs and a new category of intelligent devices, designed to take advantage of a digitally connected world and drive new growth and opportunity for the industry. At the event, Microsoft shared how the era of the intelligent cloud and intelligent edge will usher in the next phase of innovation and create a broad portfolio of devices that will blend more naturally into people’s lives.

Nick Parker, corporate vice president, Consumer and Device Sales, showcased how Microsoft is bringing the industry together to build the intelligent cloud and intelligent edge, delivering new experiences and solutions not previously possible.

“For Microsoft, it’s more than just screens and devices; it’s about creating services and experiences with technology that support ambitions and aspirations,” Parker said. Imagine the devices and experiences we can create with ubiquitous computing, infused with AI and connected to the cloud. This is such an incredible time for the industry.”

Parker was joined on stage by Roanne Sones, corporate vice president, Platforms, who announced a new partner community for the intelligent edge, a new category of Windows 10 devices called Windows Collaboration Displays and a new offering with Windows 10 IoT Core Services.

New programs to help build the intelligent edge

The intelligent cloud and intelligent edge will offer a new world of possibilities for the industry to deliver more flexible and custom experiences for everyone, whether a thermostat in a smart home or an interactive display in a smart office. In addition to modern devices from leading partners, Sones shared news and momentum in areas including these:

  • New intelligent edge partner community: To accelerate innovation in this new era we invite all our partners to join our intelligent edge partner community. The community will help partners connect with one another to identify opportunities to collaborate on technology innovation and achieve shared business goals. In addition, community members will be able to participate in trainings and community events, and can participate in early adopter programs that provide access to documentation, specs, OS builds and certification details. Those wanting to sign up should visit http://microsoft.com/intelligentedge.
  • Windows IoT core services: Microsoft revealed a new service offering that will enable partners to commercialize a secure IoT device, backed by industry-leading support. The service offering helps make it easier to manage updates for the OS, apps, settings and OEM-specific files; includes Device Health Attestation (DHA); and is backed with 10 years of support. More about the service offering can be found on the Windows blog.

A new category of devices: Windows Collaboration Displays

Microsoft 365 brings together Office 365, Windows 10 and Enterprise Mobility + Security that delivers a complete, intelligent and secure solution to empower employees. It’s a global productivity platform that enables multisense, multidevice experiences that put people at the center for both work and life. People around the world already use the power of Microsoft 365 across PCs, tablets, phones and other devices from our partners to work how, when and where they want.

Along with its partner ecosystem, Microsoft announced new opportunities to bring Microsoft 365 experiences to life through a new category of devices called Windows Collaboration Displays. These new devices allow users to experience Microsoft 365 collaboration tools, Office, Teams and Whiteboard, at room scale. A variety of Collaboration Displays from Sharp and Avocor will be available later this year.

Microsoft at Computex

Visitors to Computex Taipei can view the new Windows 10 devices and IoT solutions at the Microsoft Booth, on the 4th floor of the NanGang Exhibition Hall, L Area #0110. The show is open June 5–9.

Microsoft (Nasdaq “MSFT” @microsoft) enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.

For more information, press only:

Rapid Response Team, WE Communications, (425) 638-7777, [email protected]

Note to editors: For more information, news and perspectives from Microsoft, please visit the Microsoft News Center at http://news.microsoft.com. Web links, telephone numbers and titles were correct at time of publication, but may have changed. For additional assistance, journalists and analysts may contact Microsoft’s Rapid Response Team or other appropriate contacts listed at http://news.microsoft.com/microsoft-public-relations-contacts.