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Verifiable Credentials and the Story Behind a Credential

Verifiable Credentials and the Story Behind a Credential

Verifiable credentials are one of the most important elements of digital identity today.

What exactly does a verifiable credential verify?

And while we’re on the subject, what is a credential anyway?

Let’s start with existing analogue credentials. Thanks to the vagaries of the English language, “credential” can be a verb or a noun.

Credentialing

The noun credential usually refers to “a qualification, achievement, quality or aspect of a person’s background, especially when used to indicate their suitability for something” (Ref: Oxford Languages).

There’s a subtle implication in the everyday use of the word. A credential is generally associated with criteria for its particular quality and suitability. These criteria are not always visible, especially to laypeople, but we sort of know they’re there!

Consider professional credentials.  A would-be accountant for instance must obtain a particular degree by passing certain tests set by a university. In addition, that degree must be approved by a professional accounting body.

So, in this sense, every credential is an abstraction which represents that the holder has satisfied certain rules. Every important credential has meaning and context.

As a verb, “credential” means to provide someone with credentials.  This might seem obvious, but I think it’s the more important sense of the word.

A credentialing process is a formal (rules-based) sequence of events, which has usually been designed to approve the holder for undertaking specific activities. There is a tight relationship between the credentialing process and the intended use of the credential.

Examples include the onboarding of new employees, enrolment in university courses, admission to professional associations (including recognition of international qualifications), approval of journalists to attend special events such political conventions, security clearances, and nations’ citizenship requirements.

Credentialing processes are famously conservative. They are the sovereign concern of nations, and mission critical to academic institutions and professional societies. Right or wrong, professional credentials are notoriously provincial and difficult to have recognized between jurisdictions. Credentialling bodies zealously represent their communities of interest and they reserve the right to set rules as they see fit.

Going from physical to digital credentials

Traditionally, many credentials are physically manifested as cards, membership tokens and other badges, used by the holder to prove their status to others. These items provide a number of cues  that a credential is genuine, the issuer is legitimate, and the credential hasn’t been modified. Some credential cards include photographs which help to show that the credential is in the right hands when presented.

By the way, the plastic card itself is sometimes called a “credential”. It is more useful to think of it as a carrier or container of credentials, especially as we shift from analogue to digital. 

Yet in the move to digital, most credentials in the abstract sense retain their essential meaning.  

For example, a government-authorized Medicare provider can sign off on healthcare treatments to be reimbursed. That provider should be able to assert precisely the same authority in digital health workflows.

Credit cards as credentials

A credit card is a token which signifies that the holder is a paid-up member of a payment scheme. The principal data carried by a credit card is a specially formatted number (known as the Primary Account Number or PAN) which encodes membership of the scheme, identifying the cardholder, the scheme and the issuing bank. Note that a credit card is a container that usually carries just one credential.

Credit card numbering has remained unchanged for decades. With the introduction of e-commerce, shoppers were able to use their card numbers online, thanks to Mail Order / Telephone Order (MOTO) rules. These has been established years before e-commerce, to allow merchants to accept plaintext card numbers in card-not-present (CNP) settings.

To combat CNP fraud, the Card Verification Code (CVC) was introduced — an additional number on the back of the credit card that would not be registered by merchants’ card imprinting machines and then vulnerable to dumpster diving identity thieves.

The CVC is a classic example of security metadata — an extra signal used to confirm the data that really matters (in this case, the credit card number). Credit card call centre operators had access to back-office lists of PANs and matching CVCs; if a caller could quote the CVC correctly, it was assumed they had the physical card in their hands. 

Enter cryptography

Verifiable credentials (VCs) are the strongest mechanism today for asserting important personal attributes, such as driver licences, professional qualifications, vaccinations, proof of age, payment card numbers and so on. VCs are central to the next generation European Union Digital Identity (EUDI), the ISO 18013-5 standard mobile driver licences (mDLs) and the latest digital wallets.

Several new VC data structure standards are under development, including the World Wide Web Consortium (W3C) VC data model and ISO 18013-5 mdocs. Older forms of VC include cellular network SIM cards and chip payment cards.

All forms of VC include the following:

  • information about a particular “Subject” (usually a person, also referred to as the credential holder) such as a licence number, account number or other ID
  • the digital signature of the issuer
  • usually a public key of the Subject, used to verify signed presentations of the VC made from a cryptographic container or wallet
  • metadata about the credential, such as its validity period and the type of container or digital wallet it is carried in, and
  • metadata about the issuer, such as a company legal name, corporate registration number, Ts&Cs for credential usage etc.

The digital signature of the issuer preserves the provenance of a verifiable credential: anyone relying on the VC can be assured of its origin and be confident that the credential details have not been altered.

When a VC is presented from a cryptographically capable wallet, a message or transaction incorporating the credential can also be digitally signed using a private key unique to the credential and carried in the container or wallet. This assures the receiver that the credential as presented was in the right hands.

This verifiable presentation proves the proper custody and control of the credential and is just as important as verifiability of a credential’s origin.

Telling the story behind the credential

Provenance and secure custody are unique assurances provided by verifiable credentials, but I think the greater power of this technology lies in the depth of the metadata it provides.

VCs deliver rich ‘fine print’ about all sorts of things including the credential, the issuer, the wallet or container, and the way in which it was presented, all of which is reliably bound together through digital signatures.

So, whenever you use a VC to access a resource or sign a piece of work, you leave behind an indelible mark that codifies the history of your credential.

As mentioned, a credential is issued through a formal process, and is recognized by a community of interest as signifying the suitability of its holder for something.

For a person to hold a verifiable credential in a personal cryptographic wallet, a series of specific steps must have taken place.

First and foremost, the Issuer will satisfy itself that the Subject meets all the credentialling requirements. A VC usually includes a public key unique to the Subject and their wallet; this physicality means the Issuer can be sure that it hands out its credentials only to the correct individuals. It also allows the Issuer to specify the precise type of device(s) used to carry its credentials — all the way down to smart phone model and biometric performance if those things matter under the Issuer’s security policy.

Virtual credit cards in digital wallets

Continuing our look at credit cards as credentials, the provisioning of virtual credit cards to mobile wallets illustrates the degree of control that a VC issuer has over the end-to-end process.

Typically, a virtual credit card is provisioned to a digital wallet via a mobile banking app running on the same device. Banks control over how their apps are activated. Almost anyone can download a banking app from an app store but only a genuine customer can get the app to do anything, following their bank’s prescribed activation steps (which might include e.g. entering account specific details, calling a contact centre, or even visiting a branch for additional checks). Only then will the bank send secure instructions to the device to load a virtual card. The customer will need to unlock their phone (by biometric or PIN) to complete the load.

Behind the scenes, any bank offering mobile phone credit cards must have also made prior arrangements with the phone manufacturer to gain access to the hardware. Apple and Google (the major digital wallet platforms) undertake rigorous due diligence so that only legitimate banks are granted this all-important power.

All this history is coded as metadata into the verifiable credential. When a merchant point-of-sale system receives a signed payment instruction from a digital wallet, we can all be sure that:

  • the digital wallet has been unlocked by someone who controls the phone
  • the credit card is genuine and was issued by the bank indicated in the credential
  • the card was loaded to the wallet by a customer who was approved to use the mobile banking app and was authenticated to do so (making it highly likely that the mobile phone customer and the cardholder are the same person)
  • the cardholder is a registered customer of the bank and has passed that bank’s KYC processes.

The VC can include the type of phone it is carried in; it is even possible for the VC to record if the virtual card was issued remotely or in-person.

Minimalist VCs

The acute problem with online authentication today—often given the catch-all label “identity theft”— arises from the use of plaintext credentials and identifiers.

There are countless scenarios where a counterparty needs to know you have a particular credential, but if the only evidence you can provide is a plaintext number, then businesses and individuals alike are sitting ducks because so many identifiers have been stolen in data breaches and traded on black markets.

The simplest, lowest risk solution is to conserve the important IDs we are all familiar with, but harden them in digital form, so they cannot fall into criminal hands.

That might sound complicated, but we have done it before!

The payment card industry transitioned from magnetic stripe to chip for the same reason: to eliminate plaintext data.  Chip cards present cardholder data through digitally signed verifiable messages — making them one of the earliest examples of verifiable credentials.

Digital wallets use the same technology as chip cards and are rapidly taking over from plastic. The Reserve Bank of Australia reports that well over one third of card payments by Australian consumers are now made through mobile wallets. Similar rates of digital wallet take-up is seen post-COVID around the world.

Through the course of this technology upgrade, the meaning and business context of credit cards were unchanged. The conservation of credentialing processes was key to the chip revolution.

Minding your business!

In any digital transformation, it is not the new technology that creates the most cost, delay and risk; rather it’s the business process changes. The greatest benefit of verifiable credentials is they can conserve the meaning of the IDs we are all familiar with, and all the underlying rules.

The real power of VCs lies not in what they change but what they leave the same!

A minimalist verifiable credential carrying a government ID means nothing more and nothing less than the fact that the holder has been issued that ID. By keeping things simple, a VC avoids disturbing familiar trusted ways of dealing with people and businesses. 

Minimalist VCs could be issued by governments almost immediately, to carry for example social security numbers, national IDs, Medicare numbers, immigration status and/or health information, as applicable. Digital workflows created using these VCs are faster, more accurate, more durable, lower cost, and much much harder to impersonate, counterfeit or tamper with.

Powerful digital wallets are being rapidly embraced by consumers; modern web services are able to receive credentials from standards-based devices. We are ready to transform all important IDs from plaintext to verifiable credentials. Most people now could present any important verified data with a click in an app, with the same convenience, speed and safety as showing a payment card. With no change to backend processes and credentialing, we would cut deep into identity crime and defuse the black market in stolen data. 

 

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SentinelOne CEO: 'We're seeing distinct rise in customer interest' after CrowdStrike

SentinelOne CEO: 'We're seeing distinct rise in customer interest' after CrowdStrike

SentinelOne CEO Tomer Weingarten said the company is seeing "a distinct rise in customer interest and appreciation" for its Singularity Platform following the CrowdStrike outage.

Weingarten outlined multiple thoughts about the cybersecurity industry following the CrowdStrike outages. SentinelOne, a smaller rival to CrowdStrike and Palo Alto Networks, said its second quarter demand was broad based. The company reported a second quarter net loss of $69.18 million, or 22 cents a share, on revenue of $199 million. Non-GAAP earnings in the second quarter were a penny a share.

In the shareholder letter, Weingarten said:

"Little has changed in recent months from a macroeconomic perspective, yet a lot has changed in the cybersecurity industry. These are unprecedented times—the frequency, complexity, and costs of cyberattacks are reaching new heights. At the same time, the performance shortcomings of other market offerings are becoming visible to the public."

CrowdStrike outage fallout:

Obviously referring to CrowdStrike's outage along with Microsoft, Weingarten said:

"The latest global IT outage highlights the significance of platform architectures, process controls, and building resilient security operations. The scale and disruption caused by this incident is a stark reminder of the risks posed by vendor concentration. The cost of protection should never exceed the consequences of a breach.

A key lesson our industry has learned is the importance of product architecture. Understandably, customers and partners are now looking for better platform architectures and building more resilient cyber-defenses. Some of the largest enterprises in the world are now evaluating and appreciating the Singularity platform’s breadth and superiority relative to the competitive offerings – and they are positively surprised."

Speaking on an earnings call, Weingarten said enterprises are looking to diversify their cybersecurity vendors including CrowdStrike. He said:

"We've already seen customers choosing to move away. Some of them have moved away already to SentinelOne, some of them are in the process, some of them will take time to assert, but I think everybody is considering their next steps. And obviously, as you can imagine, that bodes well up to SentinelOne. With that, I would also be mindful that sales cycles take nine to 12 months. Nobody wants to rip off something immediately. Some folks do, but that's not the majority.

I think for the rest of the customer base, just decisions -- they're going to play out over time. I think people are looking at us, obviously, the number one alternative. People are looking to diversify risk and not really concentrate more and more capabilities with one vendor."

SentinelOne's comments come a week after Palo Alto Networks reported earnings. Palo Alto Networks CEO Nikesh Arora commented on the CrowdStrike outage. He said:

“That was a tough event that simultaneously impacted 10s of millions of users, which is unfortunate. I appreciate the way CrowdStrike handled but at the same time, it caused two things to happen. One, customers are asking us ‘if you have the same product how do you deploy?’ We have a fundamentally different way with updates. We were able to articulate that and even though some customers were busy remediating that issue we got our deals done with them. It's kind of interesting. The other thing the outage did was cause customers to step back and say, ‘wait a minute. I need to make sure that I'm evaluating all the XDR opportunities in the market. It's exciting because customers are willing to give us consideration on the XDR space.”

As for the outlook, SentinelOne is projected third quarter revenue of $209.5 million and fiscal 2025 revenue of $815 million.

 

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Box Q2 strong, raises outlook for Q3

Box Q2 strong, raises outlook for Q3

Box reported better-than-expected second quarter results with revenue growth of 3% due to currency fluctuations and an improvement in remaining performance obligations (RPO) and billings. Box also raised its outlook for the third quarter.

The company reported second quarter earnings of 10 cents a share (44 cents a share non-GAAP) on revenue of $270 million, up 3% from a year ago. Wall Street was expecting Box to report non-GAAP earnings of 41 cents a share on revenue of $269.2 million. A third of Box's revenue is generated outside the US and 60% of that business is in Japanese Yen. In constant currency, Box's revenue growth would have been 6%.

As for the outlook, Box projected third quarter revenue between $274 million to $276 million with non-GAAP earnings of 41 cents a share to 42 cents a share. For the third quarter, analysts were modeling Box to report non-GAAP earnings of 39 cents a share on revenue of $270.72 million.

Box also said it repurchased 3.9 million shares for $102 million. The company said it is allocating another $100 million to the stock buyback effort.

For fiscal 2025, Box said revenue will be between $1.086 billion to $1.09 billion, up 5% from a year ago. Non-GAAP earnings will be between $1.64 a share to $1.66 a share.

In a statement, Box CEO Aaron Levie said the company's Box AI and acquisition of Alphamoon means the company can address more use cases. "The Box Intelligent Content Cloud can now support more use-cases across the enterprise than traditional ECM, dramatically expanding our market opportunity," he said.

Box recently named Tricia Gelman CMO of Box. Gelman had been a marketing executive at Salesforce and Adobe.

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Cerebras Systems launches Cerebras Inference, touts performance gains over Nvidia H100 systems

Cerebras Systems launches Cerebras Inference, touts performance gains over Nvidia H100 systems

Cerebras Systems, a startup focused on building AI systems and processors, launched Cerebras Inference, which the company claims is 20 times faster than Nvidia GPU-based instances in hyperscale clouds.

The startup has filed confidential plans to go public in the second half of 2024. Cerebras Inference is available via Cerebras Cloud or as an on-premises system. The Cerebras news lands as Nvidia is highlighting how it is optimizing software to boost performance of its GPUs and integrated stack. Meanwhile, AMD bought ZT Systems to build out its AI infrastructure designs.

According to Cerebras, Cerebras Inference delivers 1,800 tokens per second with Llama 3.1 8B and 450 tokens per second for Llama 3.1 70B. Cerebras Inference starts at 10 cents per million tokens.

In a blog post, Cerebras outlined how Cerebras Inference is different than existing architectures. While much of the focus for generative AI revolves around training models, inference is going to constitute a large chunk of workloads. Those inference workloads will be allocated based on business needs and price/performance. For instance, AWS with its Trainium and Inferentia chips, Google Cloud with its TPUs and other players such as AMD may look appealing vs. Nvidia.

Constellation Research analyst Holger Mueller said:

"We are in the custom hardware acceleration phase of AI – and we see what can be done by Cerebras. Holding complete models in SRAM provides better performance for inference and is likely going to change what the go-to inference architecture is going to be. And this development is one more data point illustrating how training and inference platforms are diverging on the spec side. The risk for custom inference platforms is getting smaller by the quarter, as the nature of the transformer model outputs remains the model of choice for genAI, while the inference market keeps doubling quarter after quarter: There needs to platforms that run all the inference."

Cerebras in its post compared its Cerebras Wafer Scale Engine 3, its AI processor, to Nvidia H100 systems. Note that Nvidia is rolling out H200 systems and Blackwell later. Cerebras' CS-3 system is an integrated AI stack that can be scaled out.

Cerebras' inference service is available on a free tier, which offers API access and generous usage limits; a developer tier with models priced at 10 cents and 60 cents per million tokens and an enterprise tier that includes fine-tuned models, custom service level agreements and dedicated support.

Meanwhile, the company has also been building out its executive team. Cerebras added Paul Auvil and Glenda Dorchak its board of directors. Auvil was recently CFO of VMware and Proofpoint. Dorchak is a former IBM, Intel and Spansion executive. Both were added for their technology and corporate governance experience. In addition, Cerebras named Bob Komin CFO. He previously served as CFO of Sunrun, Flurry and Tellme Networks.

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Broadcom CEO Hock Tan aims to woo VMware customers with private cloud, simplification pitch

Broadcom CEO Hock Tan aims to woo VMware customers with private cloud, simplification pitch

Broadcom CEO Hock Tan said that VMware has heard from enterprise customers and made VMware Cloud Foundation (VCF) more integrated and user friendly to be the private cloud platform of choice.

Tan, speaking at VMware Explore in Las Vegas, said:

"It's been almost a year since Broadcom acquired VMware and from conversations with all of you, we've been hearing lots. We've been hearing from you. You're telling us you want our products to work better and be more user friendly. You want them to work together. You're asking us--me particularly--to roll up your sleeves and do the hard work. That's exactly what we've done."

Tan's mission during his keynote appearance at Explore was to convince customers that VCF can be its core platform for a variety of private cloud and AI workloads. Tan also noted that VMware has been guilty of creating complexity when it "fell in love with the promise of private cloud 10 years ago."

"Here's my very simple view for the future of the enterprise. Your enterprises are private. Private cloud. Private AI. Private data. It's about staying in control," said Tan. "Of course, you continue using public cloud, but in this hybrid world, the private cloud is now the platform to drive your business and your innovation."

Tan said that enterprises need to simplify like VMware has. He noted that VMware went from more than 8,000 SKUs to 4 core offerings and broke down product silos. "Your success represents our success," said Tan.

It remains to be seen how Tan’s stump speech goes. The VMware Explore conference follows a turbulent 2024 for customers. When Broadcom completed the VMware acquisition it shifted to subscription-based pricing in a move that raised costs for enterprises.

BT150 zeitgeist: Dear SaaS vendors: Your customers are pissed

Nutanix has been able to add VMware customers, but acknowledged last quarter that Broadcom was responding with aggressive pricing. Hewlett Packard Enterprise also entered the virtualization space by building open-source kernel-based virtual machines into HPE Private Cloud, but that move will take time to play out. Rimini Street also offered VMware support for enterprises pondering next moves.

On Broadcom's fiscal second quarter conference call, Tan said that VMware's transition to a new model is on track, but Tan has had to pen a few blogs designed to allay customer fears. VMware revenue in the second quarter was $2.7 billion, up from $2.1 billion in the first quarter. Tan said the company has signed up nearly 3,000 of its largest 10,000 customers to deals, mostly multi-year contracts.

Tan's talk at VMware Explore lands with a bevy of product updates revolving around VMware Cloud Foundation (VCF).

Here's a look at the news announced at Explore.

VMware launched VCF 9, which is designed for private cloud deployments. VMware has argued that VCF will lower total cost of ownership even as customers have cringed about pricing changes. VCF 9 will include the following:

  • A self-service cloud portal for provisioning services designed to consolidate management consoles. Integrated workflows will also combine operations and automation tasks and include analytics.
  • VCF Import is expanded for VCF. Broadcom will enable VCF to import VMware NSX, VMware vDefend, VMware Avi Load Balancer and storage topologies into existing VCF environments. Broadcom is bolstering VCF Import given that much of its base is on these older versions of software.
  • Advanced memory tiering with NVMe, which will give VCF the ability to handle AI databases, workloads and analytics. Memory tiering with NVMe cuts latency and boosts throughput.
  • VMware also will add VCF Multi-Tenancy to VCF. Those features were previously in VMware Cloud Director. Native VPC Deployment with networking-as-a-service will also be added along with unified security management and the ability to adopt Nvidia-powered genAI deployments.

VMware outlined a series of edge product portfolio enhancements for AI workloads. VMware combined fixed wireless access and satellite connection support for the VMware VeloCloud Edge 710, VMware VeloCloud Edge 720 and 740 appliances. VMware VeloCloud SASE will be secured by Symantec. In addition, VMware added a series of enhancements to its VMware Edge Compute Stack.

VMWare launched Tanzu Platform 10 with a focus on genAI workloads. VMware also rolled out Tanzu AI Solutions, a set of tools to deliver genAI applications. Tanzu Platform 10 is designed to ride shotgun with VCF and features the following:

  • Experiences that rhyme with Cloud Foundry for developers using Kubernetes.
  • Better app-to-platform visibility.
  • Services to connect apps to middleware and databases.
  • Spring-based application security.
  • Frameworks and observability features for genAI applications.

Hitachi Vantara and Broadcom launched a series of integrated systems for private and hybrid cloud deployments. The partnership integrates Hitachi Vantara's Unified Compute Platform (UCP) RS with VMware Cloud Foundation powered by Hitachi Virtual Storage Platform One arrays. According to the companies, the integrated systems provide faster time to value, flexible deployment options and simplified management

 

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Nvidia launches NIM Agent Blueprints aims for more turnkey genAI use cases

Nvidia launches NIM Agent Blueprints aims for more turnkey genAI use cases

Nvidia launched NIM Agent Blueprints, which are reference AI workflows aimed at bringing generative AI to specific use cases.

With the move Nvidia is looking to bring more generative AI prototypes to production and drive business value. Enterprises have plenty of use cases, but often data issues get in the way. With NIM Agent Blueprints, Nvidia is giving enterprise developers more turnkey options.

At GTC, Nvidia launched NIM, a set of microservices that make models accessible to enterprises. Nvidia NIM Agent Blueprints come with microservices, sample applications, reference code, documentation and deployment help.

Nvidia highlights algorithmic research as it moves to FP4

According to Nvidia, NIM Agent Blueprints are a jump start and designed to be modified and enhanced with what the company calls a "data-driven generative AI flywheel." NIM Agent Blueprints are free to download for developers and can be deployed via Nvidia AI Enterprise.

"You can think of NIM Agent Blueprints as an ever-growing catalog of reference applications that are built from common use cases, and we're encoding the best practices from Nvidia's experience with these leading companies that are early adopters," said Nvidia's Justin Boitano, vice president of enterprise AI software products, in a briefing. Boitano added:

"The first wave of generative AI was really the infusion of AI into internet scale services driven by makers of foundation models and expanded into productivity tools. The next wave is really starting now, and it represents a bigger business process transformation that's going to affect how teams work across an enterprise. AI is going to help teams reason through complex business decisions."

Boitano cited Amdocs, AT&T, L'Oreal and Siemens as companies going down the generative AI business transformation path.

The first NIM Agent Blueprints are available in three use cases: digital human for customer service, generative virtual screening for accelerated drug discovery and multimodal PDF extraction for enterprise retrieval-augmented generation (RAG).

Nvidia said it plans to launch new NIM Agent Blueprints each month with a pipeline that will include customer service, content generation, software engineering, retail shopping advisors and research and development.

To bolster the effort, Nvidia plans to leverage systems integrators and partners to develop their own NIM Agent Blueprints and use cases. Accenture, Cisco, Dell Technologies, Deloitte, Hewlett Packard Enterprise, Lenovo, SoftServe, and World Wide Technology are among the first partners to launch NIM Agent Blueprints.

Boitano said that Nvidia will launch NIM Agent Blueprints for both vertical and horizontal use cases with help from a broad ecosystems of consulting firms.

Constellation Research's take

Here's what Constellation Research analysts had to say about the NIM Agent Blueprint effort. 

Holger Mueller said:

"Nvidia's NIM Agent Blueprints offering should enable enterprises to uptake AI faster to power their next generation applications. As expected the AI game is becoming a little more about the software (than the hardware)."

Martin Schneider said:

"The NIM Agent Blueprints remind me of the early days when Azure and AWS were going all out trying to help people move their applications to their clouds. It's the “if you build it, they will come” concept, except people weren’t coming as quickly as they expected, so they needed to make it easier and more financially compelling. I think Nvidia is understanding that we’re hitting a gap in terms of the low hanging fruit of genAI use cases and anticipating the lull and doing its best to minimize it."

Andy Thurai said:

"Now that Nvidia has saturated the large language model and genAI market, it is looking for ways to further fuel growth and sustain innovation. GenAI is hitting the adoption chasm and enterprises aren't moving to production at nearly the same pace they've been experimenting with it. If genAI production slows it could hit Nvidia hard. Nvidia is staying ahead of the curve with NIM Agent Blueprints." 

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Apple CFO Maestri to step down Jan 1, 2025

Apple CFO Maestri to step down Jan 1, 2025

Apple CFO Luca Maestri will step down on Jan. 1, 2025, but remain leader of the company's corporate services group, which includes information systems and technology, information security and real estate and development.

Kevan Parekh, vice president of financial planning and analysis at Apple, will become CFO.

Both Maestri and Parekh will report to CEO Tim Cook. With Maestri as CFO, Apple more than doubled revenue and grew the services business by more than 5x. 

In a statement, Cook said Maestri has been "instrumental in improving and driving the company’s financial performance, engaging with shareholders, and instilling financial discipline across every part of Apple." Cook added that Parekh "understands the company inside and out," has worked for Apple for 11 years and is ready to be CFO.

The CFO news lands as Apple announced its September 9 event where it will roll out new iPhone 16 devices and Apple Watch models.

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IBM outlines Telum II, Spyre chips for its Z mainframes

IBM outlines Telum II, Spyre chips for its Z mainframes

IBM is looking to give its IBM Z systems an AI and large language model (LLM) twist as it outlined its upcoming IBM Telum II Processor and IBM Spyre Accelerator for upcoming mainframes.

At the Hot Chips 2024 conference, IBM is outlining new processors and architectures to keep mainframes relevant in an AI age.

IBM outlined the following at Hot Chips to service AI workloads on mainframes:

  • IBM Telum II processor, which will power the next-gen IBM Z systems. The new IM chip has more memory capacity, 40% growth in cache and an integrated AI accelerator core connected to a Data Processing Unit (DPU) compared to the first generation Telum.
  • Telum II features eight cores running at 5.5GHz, with 36MB L2 cache per core and a 40% increase in on-chip cache capacity for a total of 360MB.
  • The new DPU on Telum II is designed to accelerate IO for networking and storage.
  • IBM Spyre Accelerator, which will complement Telum II and provide more AI compute. IBM said Telum II and Spyre are designed for ensemble methods of AI modeling that combine multiple models with encoder LLMs. Spyre will be an add-on option for IBM Z systems and features up to 1TB of memory.
  • The chips will be manufactured by Samsung Foundry on a 5nm process node.
  • Use cases include for these chips for IBM's next-gen mainframes include insurance claim fraud detection, anti-money laundering and AI assistants.

According to IBM, Telum II will be the CPU for the next-gen IBM Z and IBM LinuxOne with availability in 2025. IBM Spyre Accelerator is in tech preview with availability in 2025.

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ShortList Spotlight: OpenText Brings Integrations, Scale & Security to the DAM Party

ShortList Spotlight: OpenText Brings Integrations, Scale & Security to the DAM Party

Liz Miller talks Constellation ShortLists, unpacking the category of Digital Asset Management (DAM) for High Volume Commerce and its leading solutions. DAM has always represented the last mile of hashtag#technology that pulls everything together. It's where the intersection of planning, assets, documents, etc. can meet and be deployed. And in today's world, DAM has to be used everywhere and available at scale.

💡 Liz highlights OpenText as a leading DAM solution for usability, scale, security, and speed. Watch the full video to learn more about using OpenText in your vendor selection ?

Check out the full Constellation ShortList here 👉 https://lnkd.in/gnwk89qf

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Video Transcript (Disclaimer: this transcript has not been edited and may contain errors.)

Liz Miller back again to talk more constellation shortlists. This one I'm going to tell you right now. This has to be one of my favorite categories, digital asset management for high volume commerce, and yes, one of the reasons why damn is one of my favorites, I get to say damn all the time, and no one's gonna scold me for cursing. Sorry, mom. But for me as a marketer, especially as a marketer that was working in any type of commerce field, damn has always represented that last mile, that last mile of technology that pulls everything together. It tends to be that intersection point of where all of your hard work and all of your planning for all of the assets, all of your creative, all of your documentation, all of your product renders, everything that you've done goes someplace can't just be in a big bucket.

Damn represents that place where all of your work meets all of that strategy and then can be easily deployed the new kind of what's different in dam today is that it has to be used everywhere. It has to be used everywhere, across the organization and in high volume commerce. That means some really interesting parts of an organization that's perhaps doing product renderings, prototyping, 3d modeling. You're dealing with people who come from across the enterprise and are dealing with very, very different assets. And all of those assets have a place, but they also have to be able to move at a scale that is churning what feels like every single day. And that's what makes high volume commerce a really interesting place to specifically look at, damn solutions. And I gotta tell you, there's like, 50 to 60 that I look at every single year for this specific shortlist, and it is everything from just simple content storage all the way to up to some of your most sophisticated and, quite frankly, complex solutions that are needed in a commerce setting.

So let's dive in. We're talking about scale. We're talking about usability. We're talking about integrations, integrations into tools that range from everything from your ERP, your supply chain, your warehouse management, you need to know every single thing that's going to be out there that needs to be cataloged, that someone may need an asset to go with, but you also need speed, speed and scale and flexibility, and that's why these solutions are really hard to list. And quite frankly, there's one brand I want to talk about, one vendor that for years, had been kind of the mainstay on the list, but in recent years, drop just below, just below that list that would appear on the shortlist.

And that's open text, and it's not they got bad. It's not that they were somehow not really worthy competition to all of these shortlist vendors. It's just a lot of new players that hit the market, and our executive network was really talking about those, implementing those and really enjoying them, but the call to reassess open text and to really take a deep dive into some of the new innovations that have been placed in the solution really became very loud and clear from a couple of our clients that said, listen, not only have I stayed with Open text, but I'm expanding what I'm doing with open text, so I want to dive into that and talk a little bit about that. Today, open text has been a mainstay, not only in content and content management, but also in asset management. There is a deep understanding as far as how to manage, maintain and support Asset Delivery, as well as asset organization and asset management, and that's really important.

But some of the things we really need to talk about when it comes to OpenText and some of the new, let's say, new mindsets as an organization, they have. The number one thing, integration, integration, integration. OpenText really understands that it is part of a much larger ecosystem, especially when it comes to its commerce clients. You are dealing with platforms and solutions that are not typically integrated and managed into, say, some of your other asset management or some of your other creative management solutions. This is a very different beast when it comes to commerce. And OpenText really understands that. But the number one thing interestingly that every person I talk to, every customer and every end technology user that's using OpenText, media management, it's got to be the integrations. It's probably the first thing everyone mentions to me that everyone who is creating within the organization, they might be doing 3d modeling. They might be doing product prototyping. They might be doing your traditional asset creation and creative asset development. Everyone is able to utilize and integrate easily and quickly into open text. So you might be in Photoshop one moment it was. Trader in the next you might be in PowerPoint, but you also might be in Premiere Pro. You also might be in texture. You might be creating massive 3d models. You are still going to be able to integrate quickly, reliably, and have the uptime and the scalability that you need to be able to pull your assets into the central repository. And let's also point out something really important here. The second thing everyone brought up to me was one word simplicity. There is a big difference between simplicity and simplistic. I bring it up a lot because it matters, right? You can't be simplistic in your tool can't just have a bucket someplace you stick things when it comes to high volume commerce brands, there is a demand there. There is a demand for speed and for scale. And OpenText gets it right with this all inclusive subscription pricing. Customers actually volunteered to me that there was never the sense they were going to get a gotcha invoice. We all know what we mean by that, right that the layers on unexplainable costs.

Why do I all of a suddenly have to play that? Yes, I know my storage got bigger, but the subscription pricing and the way that OpenText has structured a lot of their pricing and their availability makes sense to not only the CFO, but also to the Chief Digital Officer, to the Chief Marketing Officer, to everyone involved in this new CX, this new asset ecosystem. Everyone understands what the expectation is, and everyone understands where that invoice is going to be. And that is wildly important, especially when commerce can change on a dime. The other thing that's a differentiator, at least in my own analysis, is a lot of the AI models that are used here, I think a lot of times, especially in modern conversations, when we talk about dam, we really quickly get into a conversation around generative AI and asset manipulation, right? And yes, dams have to have that. You have to be able to personalize. You have to be able to use the right image for the right situation, for the right implementation, but you also have to be able to have standard data. You also have to be able to translate. You have to be able to have data standardization that is not just normalized, but it's also harmonized across all of your metadata, across all of the categorization, and if you're in high volume commerce, you know just how much that takes. Right?

Again, with Media Manager, you can extend a lot of these media support. And it's this limit, this idea of this limitless media support, that's so important that you can really extend well beyond, say, marketing assets or your product and your commerce assets you're looking again prototypes, Lydd models, complex video documentation, it allows you to think about your content and your assets differently. Do we really need multiple locations where we're putting all of this, or can we start to harmonize this so that the data that we're pulling into our system starts to grow and build, and in true AI fashion starts to actually make things like tagging, things like categorization, that much smarter and that much easier, because at the end of the day, we still have to think about damn as being that last mile to experience delivery, Whoever is having the experience our shopper, our retailer, our partner, our market, people, internal to the organization. It's supposed to be easy to use, and I think somewhere along the line, especially for a lot of damn solutions, we lost that idea and we lost that understanding, but open text has done a really nice job of bringing all of that back and bringing in innovations and solutions that feel purpose built for the setting that we're in. Because at the end of the day, we're really here to create profitable relationships with our customers and a lot of times and a lot of experiences. We have to do that through assets. We have to do that through what they see, what they hear, what they experience, what they're searching for. Does it make sense these AI models and all of these tools and the intention behind these actions from OpenText make me understand that. Yeah, they get it. They absolutely get it. But there's something else I want to bring up about OpenText that I think is really important, and it certainly weighed very heavily when I started looking at this short list, it's the strategy for the rest of the company.

In recent years, OpenText has put in a lot of investment into really becoming a security company. And for those of you who've heard me get on my soapbox before, y'all know I really love security, but it's super important when it comes to commerce and assets, when it comes to a damn. You don't want something that's just rule based, role based, oh, sure, people can't get in it. You want an organization that, to its core, fundamentally understands, respects and implements security, security measures that allow access, that allow that identity of the user who can. Get into the system, but also who understands what's getting into your system. So the fact that there are native aggression integrations across open Texas platform and its portfolio is really important, and it's really important for someone who is looking at a damn solution to look at security as a massive measure of what's important to bring into your organization.

So with that, hey, congratulations to OpenText, back on the shortlist, certainly back on that literal shortlist of solutions that here at Constellation, we recommend that executives start to look at to make that buying decision around solutions and complex solutions like dam for high volume commerce, just a little bit easier. You. 

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Peraton's Cari Bohley: Why internal talent recruiting and retention is critical

Peraton's Cari Bohley: Why internal talent recruiting and retention is critical

Peraton, a next-generation national security company, is continually searching for talent including employees with high-security clearances. But the real win for Peraton has been courting internal candidates.

The company is an integrator and enterprise IT provider for the US government. Peraton provides cybersecurity, digital, cloud, operations and engineering services for space, intelligence, homeland security, health and defense among others.

In Peraton's Supernova Award entry, the company noted that it saw internal job board applicants increase 9.8% and more engagement overall. I caught up with Cari Bohley, Vice President of Talent Management at Peraton, to talk about the Supernova finalist entry in the Future of Work: Human Capital Management category.

Here are the highlights from our conversation.

Peraton's role. Bohley said Peraton is a government services contractor focused on national security. Projects can range from rocket launches to intelligence, data analytics, maritime security and modernization.

A history of mergers and acquisitions. Peraton was a spinoff of L3Harris Technologies in 2017 and then made a series of acquisitions including Solers (2019), the IT and mission support unit from Northrop Grumman (2021) and Perspecta (2021). "In just three years we grew to 19,000 employees," said Bohley. "Even though we've been around since 2017, the legacy of all the different companies means we have people with a lot of tenure and years of service."

The talent management game. Bohley said competition in Peraton's industry is fierce and there are "very unique requirements we're trying to fill." Peraton needed to cultivate internal applicants while courting both active and passive external candidates. "Without something like AI it's hard to look for unique information and indicators," said Bohley. "The other piece we're looking for is passive talent. We're looking for people who aren't necessarily looking for a new job and AI helps us identify them."

SeekOut's role. Bohley said Peraton used the SeekOut platform for its AI-driven talent management. She said Peraton had worked with SeekOut for a few years and expanded the contract when the company realized there was more power to find talent. SeekOut Recruit, Grow Internal Talent and Grow Career Compass were deployed. "It just made sense for us to explore the expanded capabilities SeekOut already had," said Bohley, who noted the new modules aligned with Peraton's employee engagement and career growth strategies.

SeekOut's technology integrates with multiple Peraton systems including HR and learning management so it can surface patterns for employees on career paths.

Business metrics. Bohley said retention of employees and mobility were the primary business metrics to justify the project. "Not only do we retain our employees, but we have a place for them to grow their career and move them throughout the organization," said Bohley. "If we're able to do that then we can bring in new employees from outside and get them to build careers. It becomes an end-to-end process for helping our folks build their careers."

If Peraton is successful, it should be able to reduce turnover, increase engagement and mobility and staff programs internally instead of having churn, Bohley said.

Difficult roles to hire. "In our industry it's really high clearance talent that's difficult. These are people that are doing top secret work for the government," said Bohley. "There are a number of companies that do the work we do, but it's a small industry."

Building the business case. Bohley said IT teams need to focus on key metrics that matter to leadership and the story behind the business case. "Make sure you've got a strong business case and get the buy-in," said Bohley. "Having a sponsor to help you is incredibly important."

Why internal candidates matter. "Internally, we know our candidates. We know the types of projects they worked on. We know their performance and we don't have that with external candidates," explained Bohley. "When we're looking for positions that are more strategic it really helps us to source internally when we have so much more data."

Advice for HR leaders. Bohley said "you have to go into AI. You don't have a choice." She said AI has been critical because she has a small team and there are productivity gains when generating ideas, developing training and other items. "AI is something for all of us to take advantage of," she said.

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