Last night, I presented an E-Talk to the Engineering Student Council (ESC) of the University of Arizona (UofA).
The ESC is the student governing body of The University of Arizona’s College of Engineering. The organization works with scholastic honorary societies, professional organizations, and project clubs to aid and encourage the professional and social development of students. This year, ESC launched a new program, Engineering Talks (E-Talks), consisting of workshops and lectures, which will focus on teaching students what it takes to work within a company, before they enter the workforce. To make this program successful, career advice from professionals working at established companies is essential.
The audience was a mix of undergraduate and graduate engineering students from a variety of disciplines, such as Petroleum, Hydrology, Mining, Biomedical, Electrical and Computer Engineering. Only a few were graduating this May. There were roughly an equal number of boys and girls, which was encouraging. When I was an engineering student at the UofA, women engineers were very rare.
I divided my talk into three sections.
After the Q&A, several students stayed around afterwards to ask questions. This seems to happen every time I give a presentation to a mixed audience. I handed out plenty of business cards, and offered to make the charts available to all the students via the IBM Expert Network on Slideshare.net website.
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When I turned on the television last weekend, I saw large waves of water knock down rows of small houses. I thought I had caught the end of a bad Godzilla movie, but sadly it was not movie special effects. Mother Nature can be quite destructive. Over the past four days, Japan has been hit hard by a series of earthquakes and resulting tsunami.
(Note: Disasters can happen anywhere and at any time. Last month, New Zealand had an earthquake as well. It is best to always be prepared. If you haven't done so lately, check out the latest recommendations from the US Government [Ready.Gov] website.)
Several have asked me how this tragedy in Japan might affect IBM and its clients. Here is what I have gathered from various sources. All IBM Japan employees have survived, are safe and reporting no major injuries. IBM has four major facilities, near central part of the country around Tokyo, far from Sendai, the epicenter. All IBM buildings are still standing and operational. A few sections of Tokyo are affected by scheduled brown-outs in an effort to save electricity. Employees are asked to telecommute (a.k.a. work from home) to minimize traffic congestion.
I have been to Japan many times throughout my career. Back in the summer of 1995, IBM sent me to Osaka to help out clients in the aftermath of the Great Hanshin eartquake near Kobe. I remember it well, sending an email back to my team saying "It is 1995, and here in Japan it is 95 degrees and 95 percent humidiy." It was seven months after the earthquake, but people were still living in cardboard boxes and make-shift tents.
Many people asked if I will be going back to Japan to help out. I speak Japanese, can make sense of the Japanese Katakana characters on computer monitors, and am an expert in Disaster Recovery. However, the IBM Japan team is doing an awesome job helping our clients restore their data and recovery their business operations. Of course, if IBM needs me in Japan, I will gladly go, but so far, it doesn't seem that I am needed there.
Instead, I will support Japan remotely from my little office here in Tucson, Arizona. If you want to help, contribute to the Red Cross [Japan Earthquake and Pacific Tsunami] fund.
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Hana Hu from Digitimes has a great summary on [how the Japan earthquake will affect the four major Hard Disk Drive (HDD) manufacturers] that supply IBM and other storage vendors.
A reader from New Zealand expressed concern some corporate bloggers were [using the earthquake for marketing]. He lost someone close to him in Christchurch, and is unable to reach a friend living in Japan, so I am sorry for his loss. I plan to be in Australia and New Zealand to teach a Top Gun class May 15-27, so hopefully I will be able to meet him in person when I am down there.
Several readers sent me Felix Salmon's [Don't Donate Money to Japan] counter-argument. Here is an excerpt:
"Earmarking funds is a really good way of hobbling relief organizations and ensuring that they have to leave large piles of money unspent in one place while facing urgent needs in other places. ... Meanwhile, the smaller and less visible emergencies where NGOs can do the most good are left unfunded.
Another reader mentioned that the last surviving American WW-II vet died the same week. WTF? IBM and Japan have been allies for quite a while now, and there is no reason to bring up past wars except to compare the scope and magnitude of the cleanup effort. (Update: Frank Buckles was the last surviving WW-I vet, but also served in WW-II).
Many readers felt that charity begins at home, and there are plenty of worthy causes right here in the USA to donate to instead. Inspired by last year's movie [Waiting for Superman], my girlfriend started a project called [Centers for My Super Stars] for her first grade class on DonorsChoose.org. For those not familiar with this website, DonorsChoose.org uses the cloud to connect school teachers in need of supplies with rich people to donate funds towards these projects. If you want to contribute to her project, [donate here].
Lastly, readers pointed me to Frank Deford, who said this on [his weekly spot on National Public Radio]:
"And speaking of class, there just happens to be a baseball team in Sendai, Japan. The Golden Eagles. Their stadium was severely damaged from the earthquake. Wouldn't you think some of them lug nuts who run American baseball would bring the Golden Eagles and their opponents over to the United States when the Japanese season starts -- play some games over here and raise money to help the Japanese? Wouldn't you think they could just once stop that national pastime stuff and help the international pastime?"
As you can see, different readers have different opinions on this. We are all on this world together, and both our economy and our ecology are more interconnected than you might think. Let's build a smarter planet.
Last's weeks webcast [How to Diagnose and Cure What Ails Your Storage Infrastructure] drew 208 attendees!
Before we started, we asked the first survey question: "How is storage planning conducted in your shop?" Of the various responses, nearly four out of ten responded "Part of an overall IT infrastructure strategy".
Jon Toigo went first, and spent 20 minutes or so laying out the problem as he sees it. Jon travels all over visiting customers struggling with their storage infrastructures, so he gets to hear a lot of this first hand.
I then spent 20 minutes or so presenting IBM's vision, strategy and offerings to help solve these problems. I could speak for hours on this topic, but we kept it short for this one-hour webcast. To learn more, request a visit to the Tucson Executive Briefing Center.
At the end of my talk, we put out the second survey, asking the audience "What is your number one priority with respect to storage operations today?" Over one fourth of the attendees were focused on reducing storage infrastructure cost of ownership by any means possible.
I am glad we saved the last 15 minutes for Q&A, as there were a lot of questions.
The replay is now available. If you attended the event and want to hear it again, or want to share it with your colleagues, or you missed it and want to hear it, then [Register for the Replay].
Wrapping up my week's coverage of the IBM Pulse 2011 conference, I have had several people ask me to explain IBM's latest initiative, Smarter Computing, which IBM launched this week at this conference. Having led the IT industry through the Centralized Computing era and the Distributed Computing era, IBM is now well-positioned to help companies, governments and non-profit organizations to enter the new Smarter Computing era, focused on insight and discovery.
To help clients with this transition, IBM's Smarter Computing initiative has three main components. This is a corporate-wide strategy, with systems, software and services all working together to realize results.
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