Attendance at this year's HIMSS Annual Conference & Exhibition set a new record. Reported at nearly 43,000, this is an increase of more than 20 percent over last year's 35,509 attendees. This record crowd left Chicago with a clear view of the new era in population health IT and a vision towards a future of connected care and a learning health system.
At first glance, it might seem that there is no partnership Cerner would not entertain, but analysts point out recent deals with big-name health systems and with other vendors in the health IT marketplace are strategic and helping to position Cerner for the future.
This is a very interesting video from Miha Kralj, Principal Consultant, AWS Professional Services that was presented at AWS re:Invent 2014, this past November.
What is most interesting is Miha’s take on CMDB applications. Miha stated “CMDB’s lie, if you think you have anything good or meaningful information in your CMBD, good luck. We didn’t find anything of use and don’t trust anything that is in the CMBD. Agents are not really being taken care of in CMDB’s. Most enterprises already have a dynamic virtualized infrastructure, and CMDB’s are just too slow to catch up. CMDB’s are a snap shot in time, and that snap shot in time can’t be done once a week. Enterprises say “that snapshot is two weeks old”. Do you know how much I can spin up and spin down on Amazon in two weeks. That why CMDB’s won’t work to prepare for migrations.”
We get the question from many analyst, systems integrators and customers as to why they need our tool instead of using their existing CMDB. Miha’s presentation gives a great explanation as to why tools like our CloudScape tool is very valuable during the discovery process and why using it ongoing is critical to ongoing cloud projects
Once you’re on the job, it can be difficult to break out of the company’s standard process for increasing your compensation. But at some point, you may well feel that you’ve earned a raise. How can you act on this feeling, while minimizing the risk of harming your relationship with your boss or giving your coworkers the impression that you are greedy? Here are five steps for earning and negotiating a raise, in the short or medium term:
Step 1. Deserve a Raise
If you want a raise, the most important thing you can do is deserve one. Companies are under relentless pressure to satisfy the demands of their stakeholders, and this means they must strive to achieve increased profitability, quarter after quarter—and employees’ salaries go directly to that bottom line.
Most people think they themselves are performing well at work, but the obvious fact is that some contribute more to the organization’s success. So do your best to make yourself essential to the enterprise. It is incumbent upon you to know exactly how your work fits into the company’s strategy for creating and capturing value. If you don’t know, find out—and if you discover that your project is on the periphery, find a way to get involved in something more central to the company’s efforts.
Once you’re sure you’re working on and excelling in the right kinds of projects, follow the advice from the chapters in my new book, The Career Playbook: Getting off to the Right Start in a New Job and 4 Guaranteed Success Strategies. If you work hard, are a strong team player, maintain a positive attitude, and take the right amount of initiative, you will be well-positioned to negotiate for a raise.
Step 2. Get the Facts
It’s your responsibility to know your market value and understand how your compensation compares to that of people in comparable roles. To find this, talk to your organization’s human resources department to understand the pay scales in your company, as well as the companies they compare themselves to when setting pay for your position. If your HR department won’t share that information with you, speak to friends, mentors, your college’s career services center, and people working in similar jobs in other organizations.
You can also take advantage of information available publicly on the Internet. At no point in history has so much salary information been as easy to get as it is today. Be cautious, however, using the data coming back from Internet searches. Different companies, industries, cities and regions have their own unique compensation structures, so take the time to make distinctions based on industry, organization size, job function, geography, and required level of education and training. Find databases that are trustworthy and used widely.
Step 3. Talk to Your Boss
Now you’re ready to initiate that delicate conversation with your boss. As I stressed above, it’s important to be sensitive when discussing your compensation. It’s well-known that managers are anxious when giving performance reviews, and they find compensation discussions to be just as stressful. So make sure to approach this talk in a constructive manner. Put the conversation into a broader context by assessing your performance in a way that shows how it fits into your department’s strategy. Solicit feedback. Share your findings from step 2, and ask what your boss thinks your expectations for compensation should be. Don’t be pushy, and don’t ask directly for more money, but be clear that compensation is an important part of the overall equation for you.
In addition to your compensation, communicate the other facets of your job that you value, such as being able to contribute to the company’s strategy, working with people you respect and enjoy, and being provided with chances to learn and grow. Your boss will almost certainly respond better when compensation is one of the items on a broader, more holistic list.
Step 4. Offer to Take on a Special Project
If your compensation is locked in for the year, or if your boss says his or her hands are tied by budgetary constraints, another approach is to suggest that you lead a special project for the company. Assuming that you fully understand how your job and contributions fit into your department’s strategy, you should be able to devise a viable effort that would be well received. Examples include offering to help lead college recruiting for your organization, hosting a training seminar for other early-career employees, doing a special intellectual capital project to market your company’s services, or performing a competitive or market study. Suggest to your boss that you lead this special project and that, if it’s successful, you receive a special performance bonus for your work.
Step 5. If All Else Fails
If you’ve followed all these steps and still find yourself up against a brick wall, it may be time to make a change. If your salary is non-negotiable, if there are no opportunities for performance bonuses, and if your market intelligence tells you that you’re under- compensated, it may be time to consider looking outside the organization for a new job.
Hopefully, there won’t be too many times in your career when you feel the need to negotiate for better compensation. Ideally, you will be in a position where your performance speaks for itself—where you’re adding so much value that your organization decides to do the hard work of figuring out how to reward you and make you happy. If you are truly fortunate, others will be prepared to lobby on your behalf. But sometimes, of course, you need to make things happen yourself. Just make sure you approach those situations with care.
James M. Citrin leads Spencer Stewart’s CEO Practice and serves on the firm’s worldwide board of directors. This excerpt is reprinted from his new book, The Career Playbook: Essential Advice for Today’s Aspiring Young Professional, copyright © 2015 by Esaress International S.A.R.L. Published by Crown Publishers, a division of Penguin Random House LLC.
- You’re a Knight, Not a Bishop (Moving From Job to Job)
- Should Tech Firms Ban Salary Negotiations?
- Self-Evaluate Before Salary Negotiations
Software-defined networking has advanced from being used typically for data centers for broader purposes. Forbes contributor Swift Liu recently explained SDN has helped organizations update networks and configure virtual machines to not be overwhelmed by ever-changing DC advancements. Prior to the age of SDN, completing such tasks would require a blend of available technologies, including the Internet of Things, social media, mobile devices, cloud computing and big data.
Despite making it easier for businesses to address their data center needs, SDN still has some issues that must be ironed out before the solution can achieve its full potential.
According to Liu, companies have to upgrade their hardware to accommodate SDN. Traditional traffic flow is handled by tablets that include device-forwarding functionality. The Forward Information Base table supports up to 20,000 traffic flows, while Media Access Control boasts hundreds of thousands.
Unfortunately, Liu indicated FIB and MAC do not support OpenFlow service networks, which demand larger tables for extensive traffic flows. This is significant, given that OpenFlow is a standard SDN communications protocol. Organizations that want to overcome the shortcomings of FIB and MAC can implement Ethernet Network Processor chips that facilitate traffic flows between the three standards.
Should organizations address the challenges presented by SDN, they are in position to benefit significantly from the solution. Liu wrote that industries are able to customize SDN protocols because they were created with open standards, allowing companies to have control over how quality-of-service policies, domains and rights are handled to support their unique demands.
In terms of performance, SDN is a boon to bandwidth use. Liu reported Google managed to improve its average Wide Area Network utilization from 40 percent to more than 90 percent by integrating SDN.
Looking ahead, the SDN market is poised for rapid growth. A Mind Commerce report indicated the industry will expand at a compound annual growth rate of 53 percent between 2015 and 2020, surpassing $11 billion by the end of the forecast period. The report explained SDN both consolidates and simplifies network functionality by managing networks and interfaces through unified systems, opposed to disparate solutions.
Perform thorough checklist
Businesses expecting to adopt SDN sometime soon may need to configure their IT infrastructures to take full advantage of the networking tool's full capabilities. Managed service providers with access to RISC Networks IT HealthCheck can minimize migration challenges while simultaneously optimizing performance for their clients by aligning their tech solutions with their corporate needs.
The Software-as-a-Service IT operations analytics system performs more than 10 million network checks and forms simple lists that MSPs can view to see any recommendations to any customers' IT infrastructure problems. This level of insight also applies to documentation and reports that enable vendors to show customers analysis into their architectures. Such capabilities can form the foundation of a stronger relationship between the two parties.
With SDN poised for rapid growth, service providers prepared to assist clients with their migrations today will have a jump on the competition in this expanding marketplace.
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