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Everybody knows what is ‘Digital Transformation‘, everybody have an opinion, a vision, an experience and everybody knows the truth of “What”, “How” and “When” related with Digital Transformation.

DT2

This is the message that the IT professionals send everyday, because we are experts and we know everything you can know about it. But although I consider myself an IT professional, I have done something that we do not usually do in this sector… stop, look around and ask ourselves why things are like this and what we are really doing.

The conclusion I have reached is that I am not at all in agreement with my colleagues, or at least with the most widespread opinion, which is usually the most accepted and therefore becomes the truth.

The first point is the most important of all is ‘Digital’, so we can not transform any business, process, task or whatever without introduce digital world in the equation. And the second one is ‘Transformation’, but is not really important, is a consequence of the ‘Digital’. the worst of all is the term is in fashion.

DT3

The mail issue I saw during these years is that the most important thing of the Digital Transformation is the process, and we usually forget what the main objective is.

From my point of view, the important isn´t ‘Digital’ or ‘Transformation’, the most important, the only really important is the person (not the people). ‘Digital Transformation’ is only the way to achieve an objective, and the objective is to help the person to be happy (or is it not what we are all really looking for in life?)

Person is different for each company… sometimes is employee, client, partner or internet surfer. and is person and not people because all we are all different, and therefore we need different things to achieve our goals. This is why today so much is spoken of the millennial, who in the end are the ones who have driven all this process with their vision and their needs

DT4

Out objective (of IT people) is to help this person to achieve the perfect environment that allow them to achieve their objective the most comfortable and satisfactorily possible. With this new environment, the person will be more productive, more satisfied and more happy. it can be with a better workplace, a better web, a better interface, a better process… but always adapted to their needs and expectations.

Finally ‘Digital’ is just the tools of how we help this person: the things we use to give the environment that each person needs. We are fortunate to have a technological evolution adapted to the people within our reach …  and finally ‘Transformation’ is just the way we design to walk. Speaking in IT terms, is the change management, because, we can not forget that we are going to change how the person is going to work/connect/contact/relate but always in positive terms, because the principal objective is to help them.

So, the vision I currently have about ‘Digital Transformation’ is… a cool name that allows it be fashionable, but in essence, is a change management of the current environment of the person to a new environment adapted to their needs using the tools that the 21st century puts in our hands. We adapt our environments, process and companies for the new wave of talent called Millennial.

DT5

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La compra permitiría a Atos reforzar su buena posición en cloud dentro de Europa y ganaría con la pata de ciberseguridad y Big Data de Bull

ATOS-BULL

Atos da los primeros pasos para adquirir Bull. La noticia ha saltado hoy a la palestra informativa después de que los consejos de administración de las dos corporaciones acercasen posturas la semana pasada y acordasen hacer pública la operación este lunes.

El pasado viernes, día 23, el consejo de administración de Atos manifestaba su apoyo unánime a la operación, que supone el desembolso de 620 millones de euros (al pagar 4,90 euros en metálico pora cada acción de Bull). Dos días después, el domingo, día 25, el consejo homólogo de Bull manifestaba “su completo y unánime respaldo a la operación”.

La propuesta de Atos ha consistido en una oferta pública de adquisición en metálico por la totalidad de las acciones emitidas y en circulación de Bull –los citados 4,90 euros por acción– lo que representa una prima del 22% sobre el precio de cierre de Bull (4,01 euros) el viernes 23 de mayo de 2014, último día de negociación antes del anuncio, y un 30% más respecto al precio medio ponderado por volumen de negociación de los últimos tres meses. La oferta también se dirige a los Oceanes emitidos de Bull a 5,5 euros por Oceane.

La oferta está condicionada a conseguir la aceptación de un mínimo del 50% del capital de Bull más una acción, y la intención de Atos es excluir Bull de la Bolsa a través de una oferta de exclusión o una posterior fusión entre las dos compañías.

Crescendo Industries y Pothar Investment, que conjuntamente son el principal accionista de Bull con el 24,2% del capital, se han comprometido a vender sus acciones en el marco de la oferta de Atos.

Convertirse en una compañía Tier 1
Atos espera que la compra de Bull refuerce su buena posición en servicios cloud en Europa, además de su papel global en Servicios Gestionados e Integración de Sistemas. Mientras que las tecnologías complementarias incrementarán aún más el impacto de las actividades de Atos y la importancia de su portfolio disruptivo e innovador.

La unión de ambas compañías podría reforzar la posición de Atos como en operaciones cloud en Europa, con unos ingresos de alrededor de 400 millones de euros en servicios cloud, incluyendo Canopy. Esta realidad incrementará de forma relevante las operaciones del Grupo en soluciones de infraestructura cloud, ya que Bull aporta nuevas capacidades tecnológicas a las tecnologías de las que ya disponía Canopy en su plan de I+D, lo que acelerará el time to market para segmentos específicos relevantes en cloud.

Big Data y Ciberseguridad
Por otra parte, Atos planea crear una entidad especializada en Big Data y Ciberseguridad bajo la marca Bull, con unos ingresos de alrededor de 500 millones de euros. El objetivo es apalancar el alcance global de Atos y en las actuales operaciones en esos segmentos con la experiencia y conocimiento exclusivos de Bull en Ciberseguridad y Computación de Altas Prestaciones (High Performance Computing, HPC).

Big Data es un mercado de rápido crecimiento, con casi el 40% anual, y se espera que alcance los 12.000 millones de euros en 2015. Una parte significativa de Big Data requiere tecnología HPC, y Bull es uno de los principales actores europeos en este mercado. El conocimiento vertical del mercado por parte de Atos, su amplia base de clientes, y las capacidades de Integración de Sistemas junto al conocimiento de Bull en infraestructuras HPC, impulsará el portfolio de servicios de Atos y dará acceso a los mayores contratos de HPC. Esto también permitirá a Atos desarrollar aún más las soluciones analíticas y ofrecer servicios Big Data, para reforzar su posición en este mercado de rápido crecimiento.

En el muy fragmentado mercado de la Ciberseguridad, en el que coexisten jugadores de nicho, la integración de las capacidades en Ciberseguridad de Atos y Bull dará lugar a un suministrador líder de productos y servicios con un tamaño excepcional. El nuevo grupo se beneficiará de su propia I+D, tecnologías patentadas, hardware diseñado específicamente y productos de software en segmentos específicos, como Ciberseguridad y Seguridad Cloud. Todas las líneas de servicio del Grupo se beneficiarán de este conjunto único de activos para ganar grandes contratos, dado que la seguridad se ha convertido en un elemento crítico para construir confianza en todos los entornos digitales.

Managed services e integración de sistemas
La actividad de Managed Services de Atos se verá complementada por casi 500 millones de euros en ingresos procedentes de Bull. Esto enriquecerá la actual oferta de Atos, ya que la experiencia y conocimientos de Bull en servicios críticos de Mantenimiento y servicios de Migración de Mainframes permitirán a Atos atender nuevos sectores con una escala mucho más dimensionada. Bull aportará nuevas capacidades en migración de Mainframes, y solidificará aún más la asociación estratégica con EMC.

En Integración de Sistemas, la contribución de casi 300 millones de euros en ingresos por parte de Bull impulsará la escala de Atos, y la amplitud de su base de clientes permitirá la venta cruzada de las ofertas de Atos, especialmente en Manufacturing, Banca, Defensa y Sector Público. El alineamiento de la visión de Bull con las mejores prácticas de Atos a través de un plan operativo de mejora generará, según las previsiones, mejores márgenes en los proyectos, en línea con el plan a tres años de Atos.

Desde un punto de vista geográfico, la combinación reforzará el liderazgo europeo de Atos, especialmente en Francia, donde la facturación conjunta superará los 2.000 millones de euros (pro forma 2013), con una fuerte presencia en los sectores Público y Banca.

80 millones de ahorro en sinergias
La unión mejorará la eficiencia operativa al reducir los gastos generales y administrativos, incluyendo los inmobiliarios, y a reducir los costes de compras por las ventajas de una escala conjunta mayor.

El potencial de sinergias de costes se estima en 80 millones de euros anuales en base actual para un plazo de 24 meses, y consisten en aceleración del plan ‘One Bull’, con ahorros de costes estimados en 30 millones de euros; en la reducción en 30 millones de euros de los costes indirectos en las operaciones internacionales conjuntas y funciones de soporte; y en ahorros adicionales de 20 millones de euros en compras e inmuebles.

Estas sinergias de costes están respaldadas por una estrategia de integración bien identificada y planificada dentro de las operaciones de Atos, basada en programas de transformación ya aplicados en otras grandes adquisiciones anteriores.

Los costes de llevar adelante la adquisición se estiman en 45 millones de euros en un periodo de 24 meses. Esta cantidad se suma a los entre 50 y 60 millones de euros del plan ‘Bull One’ anunciado en enero de 2014. Como parte del plan ‘One Bull’ en marcha, los principales responsables de Bull tienen intención de proponer al Comité de Auditoría y al Consejo de Administración de Bull la realización de una provisión que refleje estos costes, de cara a la aprobación de las cuentas que se cerrarán el 30 de junio de 2014.

Se prevé que la operación resulte creadora de valor en más de un 10% en el beneficio por acción de Atos en los primeros 24 meses de la integración, y que mantendrá la sólida flexibilidad financiera de Atos para seguir desarrollando su estrategia de desarrollo.

Thierry Breton, presidente y CEO de Atos, ha afirmado que da “la bienvenida a esta integración como un gran paso que reafirma nuestro liderazgo europeo en Cloud, Big Data y Ciberseguridad, en el camino hacia nuestra Ambición 2016 de convertirnos en una compañía de primera magnitud y LA marca TI global de origen europeo más apreciada. Los muy reconocidos equipos de Bull en tecnologías avanzadas como computación de altas prestaciones, gestión de análisis de datos y Ciberseguridad son el complemento ideal para las operaciones de Atos a gran escala. Gracias a nuestras capacidades de integración y cultura de eficiencia operativa, esta transacción beneficiará extraordinariamente a Bull y a los clientes, empleados y accionistas de Atos”.

Por su parte, Philippe Vanier, presidente y CEO de Bull, ha comentado que “el Grupo Bull se beneficiará en gran medida al unirse a Atos, una de las compañía TI de más éxito, para acelerar el desarrollo del plan estratégico ‘One Bull’. Estoy impaciente por tomar parte en este nuevo desarrollo, en el que cada miembro de nuestro equipo podrá aportar su propio valor. Compartimos con Atos la misma pasión por la tecnología de negocio”.

 

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Dying technologies aren’t the only unnecessary drain on our wallets

 

1. Cable TV

Cable television’s heyday is over. Subscribers have been declining since 2004, and analysts say there’s no end in sight. Roughly 54.8 million households currently pay for cable TV, down 3.3% from 2012 and down 17.6% from a decade prior, according to research firm IHS. Cable companies are expected to shed roughly 1.3 million subscribers in 2014.

The decline is due in part to so-called cord-cutters: consumers who are canceling cable and transitioning to lower-cost services, such as Hulu and Netflix NFLX -0.45%  , which provide much of the same programming at a fraction of the price. Using an Internet connection, consumers can stream many cable shows, news programs and sports games, as well as movies, directly to their TVs. Some channels’ websites also provide viewers access to their shows.

These services are mostly beneficial for people who do not mind watching shows after they’ve aired and are willing to part with most live programming.

 

2. Landline service

Fewer households are holding on to their landlines. Two in every five U.S. homes had wireless phones only during the first half of the year, up slightly from the first half of 2012, according to data released this month by the Centers for Disease Control and Prevention. The number has been rising over the past decade: Roughly 90 million adults, or 38% of the population, are now wireless-only, versus 21% during the first half of 2009 — and fewer than 3% during the first half of 2003.

Ditching the landline allows households to shed a monthly bill — but it doesn’t mean they’re restricted to their cellphones. There’s also Skype, which is free and allows video chatting via smartphones and other devices with friends and family anywhere in the world at no cost. FaceTime video can also be free with a Wi-Fi connection. Separately, magicJack Plus provides phone service when it’s connected to a USB port, computer, or regular phone router; it costs $49.95 in total for the device and for the first six months, after which service costs range from about $1.67 to $2.50 per month. (In contrast, most traditional telephone providers charge at least $10 a month.)

To be sure, these services require an Internet connection. Consumers who want the security of a landline — many Americans were without phone service after Hurricane Sandy disrupted cellphone and Internet service in some areas — may want to consider holding on to their home phone.

 

3. GPS devices

Up until a few years ago, personal navigation systems were considered a must-have for most drivers since they drastically reduced the chances of getting lost. But the tides have turned and demand for these gadgets is plummeting: 7.5 million personal navigation devices sold in 2012 in North America, down from a peak of 18 million in 2009, according to the latest data from Berg Insight, a Swedish research company.

The need for this service still exists, but consumers can get it for a lot cheaper. Rather than paying $70 to $300 for a new GPS device, drivers can use map apps to get around. They’re available on most smartphones or free to download.

Separately, many new cars come with built-in navigation systems: 49% of 2013 model-year vehicles have a standard navigation system (in at least one of their styles), up from 33% of 2010 models, according to Edmunds.com.

 

4. DVD and Blu-ray players

DVD sales and rentals are down, so it’s not a surprise that fewer consumers are buying DVD players. Sales of DVD and Blu-ray players totaled 21.3 million in 2012, down 20.1% from a year prior and down 24.8% from 2010, according to research firm SNL Kagan.

Instead, experts say, consumers are increasingly streaming movies from Internet-based subscription services like Hulu and Netflix. Gamers can also use their consoles, such as the Xbox One and PlayStation4, to watch DVDs.

 

5. Hotel rooms

As more travelers book vacations, demand for hotels is rising and so are room rates. The daily rate at U.S. hotels averages $110.59 this year, up 4.1% from 2012 and up 12.6% from 2010, according to professional-services firm PricewaterhouseCoopers. The average price is expected to rise to $115.68 in 2014.

There’s another, cheaper alternative: Travelers can reserve apartments or homes in their destinations at a lower price with more space to boot. Several services, such as Airbnb and Vacation Rentals by Owner, allow consumers to choose from an assortment of homes to stay in. Some owners also offer free airport pickups and drop-offs.

It can also be more helpful and cost-effective for large groups that are traveling together (you can book a large home with many bedrooms) or families with young children who require privacy and can cook in the home rather than paying to eat out. The downside, however, is less security than what hotels offer.

 

6. Two-year phone contracts

Consumers are encountering more setbacks than benefits with two-year cellphone contracts. There’s no way to change phones within this period of time without incurring a fee. And there’s the fine print many of these plans come with that result in consumers paying more than the starting monthly price they’re quoted in the store.

Mobile users have several alternatives. They can opt for no-contract providers that sell the phones at full price (that’s more than the upfront price they’ll pay for a phone with a contract) but monthly payments are much lower (often half). They’re available through MetroPCS as well as big-box retailers like Best Buy and Wal-Mart. Most regular wireless providers also offer this option.

 

7. Desktop and laptop computers

There’s little reason to buy a desktop or laptop computer anymore. Tablets perform the same functions — playing music, sharing photos, Web surfing — that most consumers use PCs for and they’re made to use while on the go. They can also be a lot cheaper. For instance, Apple’s iMac’s start at $1,299 and MacBook laptops start at $999 while iPads start at $299.

Of course, ditching desktop PCs isn’t for everyone: Graphic designers and traders, for instance, who require large screens will find it hard to part with traditional computers.

But data shows that PCs are starting to fall out of favor: Worldwide shipments fell 4% in 2012 from a year prior — to the lowest level since 2009, according to the latest data from IDC, an information-technology research firm.

 

8. Extra legroom in economy

Over the past few years it’s become common practice for airlines, including American Airlines and Delta Air Lines, to charge many passengers extra — up to an additional $180 — for roomier seats (read: extra three to six inches of legroom) in coach. These seats are often in the exit rows or first row in economy.

But for a similar payment of $100 to $200, travelers can get upgraded to business class where the seats are much more comfortable and the service is of a higher caliber. These upgrades used to be reserved for airlines’ frequent fliers, but many now give them out to passengers who are willing to pay a bit more when they check in or at the gate.

 

9. Credit cards with points or miles programs

Card issuers have been ramping up some of their rewards programs in the past few years, but consumers should steer clear of one common promotion: credit cards with rewards programs that are comprised of points or miles.

Many card issuers are devaluing their rewards programs by requiring cardholders to spend more in order to get the same “free award” they could have gotten previously with fewer points. What’s more, many of these cards come with annual fees, ranging from $30 to $75.

Instead, consider a credit card with a “cash-back” program — a rewards program that’s a lot more straightforward: consumers get 1% to 5% cash back per a certain number of dollars they swipe on their card.

 

10. Digital cameras

Their small size and sleek look made digital “point and shoot” cameras all the rage for years. Now, demand is sunsetting. Roughly 11.5 million are estimated to have sold this year in the U.S., down 44% from 2012, according to the Consumer Electronics Association, which represents consumer technology companies. Sales are expected to drop to just under 8 million next year.

The cameras are suffering from an identity crisis. Consumers who want high-quality photos are opting for the larger, DSLR (digital single-lens reflex) cameras. Others prefer to stick with just one gadget — their smartphone — which takes pictures.

And there’s new competition from cameras intended for the outdoor thrill-seeker, like the GoPro, for people who want photos capturing action (the camera attaches to your body while white water rafting or scuba diving, for instance) rather than stopping to pose for a pic.

 

11. Extra thing – In 2014 not to buy…

… nothing that was created more than 5 years ago… Everyday we have new and better things.

Source: marketwatch.com

 

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Hot on the heels of Apple passing Exxon Mobil to become the most valuable business in the world, there’s another shakeup at a slightly lower level. IBM is the second-largest tech company by market cap last week, behind Apple and just a hair ahead of Microsoft. It’s the first time in 15 years that Big Blue looks larger than Redmond.

Around the turn of the millennium, Microsoft’s market cap was three times the size of IBM’s, topping out at $600 billion during the peak of Microsoft’s powers. That was also the pinnacle of the dot-com bubble. As you might imagine, things have changed since then.

A picture says a lot

To get a sense of how your favorite tech titans of today arrived where they are today, I’ve pulled up some market cap data from Capital IQ, a division of Standard & Poor. These charts will look similar, but not identical, to the share price charts you can pull up on Yahoo Finance. The differences between the two chart styles stem mostly from the company issuing or buying back shares, which affect the stock price but not the total value of all available shares. Feast your eyes on this:

Market capitalizations over the last five years.

In the last five years, IBM’s market cap has nearly doubled while Microsoft’s dropped by about 30 percent. There were times when this position-flip looked inevitable, such as when the Vista debacle hit its shares at the same time as the mortgage-fueled financial crisis of 2008, but it never quite happened. Until now.

Of course, neither of these companies can hold a candle to the recent growth of Apple, which passed IBM’s total value only two years ago and then jumped ahead of Microsoft’s in the summer of 2010. There was a time when lowly Dell was bigger than Apple, and any change in that relationship looked newsworthy. Not so much, these days.

I threw a couple of extra tickers into that chart to provide a sense of scale. You can see Exxon rising and falling with oil prices, everyone taking a hit in 2008 and 2009, and Google’s valuation mirroring Microsoft’s ups and downs—except for the long-term value erosion that Mr. Softy has suffered while Big G did not. Meanwhile, pharmaceutical giant Johnson & Johnson went through the same rises and falls in the markets as our tech pets, but with smaller effects on the stock. J&J is a very mature business, and everybody needs Band-Aids™ and Tylenol. Wild swings just don’t happen to a stock like that.

So in that picture, you can see the difference between still-breathing growth stocks (Apple), empires in decline (Microsoft), established giants on a moderate upswing (Google and IBM), cyclical stocks in fully mature industries (Exxon), and even a Stoic defense play (Johnson & Johnson), which is less sensitive to market swings.

But wait! There’s more!

The differences and the empire-building timelines become even clearer if we zoom out a bit. Here’s the same market-cap rundown over the last 20 years:

Ticker Market cap: 10/2/1991 ($ Millions) Share price: 10/2/1991 (Dollars) Starting price without dividend adjustment (Dollars) Share price: 10/2/2011 (Dollars) Percent change Unadjusted percent change
AAPL 11,532.4 11.85 12.44 381.32 3,117.8 2,695.2
GOOG 32,398.5 100.34 100.34 515.04 413.2 413.2
IBM 30,185 18.8 25.28 174.87 830.1 591.7
JNJ 29,973.7 7.25 10.94 63.69 778.4 482.1
MSFT 15,162.1 1.42 1.81 24.89 1,652.8 1,275.1
XOM 73,216.1 8.56 15.06 72.63 748.4 382.2

Apple hardly mattered in the 1990s and Google didn’t exist. You can tell exactly where Exxon merged with Mobil, and when IBM’s decade of rebuilding ended—Big Blue was more of a cautionary tale than an oft-imitated template for IT success when the ’90s started. Sam Palmisano designed the software and services powerhouse that you see today and that Oracle, HP, and even Cisco want to copy.

And you know, Apple’s chart in the iStuff era looks hauntingly similar to Redmond’s rise a decade earlier, when it soared on the merits of Windows 95. Can Tim Cook keep the good times rolling or will history repeat itself in Cupertino?

You can even suss out the motivations behind a few business decisions from a chart like this. With rapid growth a distant memory, did Microsoft have any choice but to start paying dividends in 2003?

If I may wear my investor hat for a second, those steady little dividend payouts do make a difference, by the way. Buying IBM, Exxon, and J&J stock in 1991 would have netted you a return of somewhere between 5 and 7 times your money—but reinvesting dividends along the way juiced all three returns to about 800 percent, or nine times the original investment. If (or when) Apple’s ridiculous sales and earnings growth subsides, Cupertino is sure to follow Microsoft down Dividend Road. It’s how a mature business keeps shareholders happy.

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casino gran madrid Casino Madrid, primer casino legal de España en Internet

Aunque hay muchos casinos en Internet, de momento sólo hay uno legal en España. Desde el 17 de mayo, el Casino Gran Madrid tiene licencia para trasladar los valores de su marca a la Red de redes con los mismos criterios de profesionalidad, calidad, seguridad y rigor.

El nuevo proyecto ha requerido dos años de trabajo y en su desarrollo han participado medio centenar de profesionales y una  veintena de compañías nacionales e internacionales, entre las que figuran Atos Origin, Mediatech Solutions, BDO y PwC, además del trabajo de la Universidad Politécnica de Madrid, que se ha responsabilizado del procedimiento de homologación, a través  de la Fundación para el Fomento de la Innovación Industrial (F2I2).

La compañía ha invertido de forma directa más de tres millones de euros. En este tiempo, Casino Gran Madrid ha tenido que homologar sus juegos ante organismos autónomos de control y replicar sus equipos informáticos para permitir en todo momento la supervisión de los reguladores.

La primera licencia de un casino legal en Internet ha sido otorgada por la Dirección General de Tributos y Ordenación del Juego de la Comunidad de Madrid, territorio en el que inicialmente sólo podrá operar.

casinogranmadrid web Casino Madrid, primer casino legal de España en Internet

Futuro del juego pasa por Internet

De acuerdo con los datos que maneja el Casino, el juego on-line representará en 2014 un 40% del mercado, por lo que “nuestra empresa, que tiene vocación de liderazgo, no podía quedarse fuera, intentando ser parte activa de los cambios que ya se están operando en todo el mundo”, comenta Jorge Casanova, Director de Sistemas del Casino Gran Madrid.

“Siempre hemos apostado por la innovación y ahora no podíamos quedarnos fuera”. “Casino Gran Madrid continuará siendo una única marca”, asegura también Casanova, “porque nuestro deseo es trasladar nuestros  valores a la Red y procurar las máximas sinergias, a partir del respeto siempre a los principios que han guiado la actuación de este Casino: seguridad, rigor, profesionalidad, experiencia demostrada… Y todo ello, además, con un software homologado por laboratorios oficiales”.

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La operación por la que el operador se hará con el proveedor de servicios en la ‘nube’ rondaría los 80 millones, según Cinco Días. -La cantidad supera lo pagado por Tuenti

Tras media año de negociaciones, Telefónica ha llegado a un acuerdo para comprar el proveedor de servicios en la nube Acens, según ha confirmado el operador. Tal y como añade según informa hoy Cinco Días, el precio al que se ha cerrado la operación rondaría los 80 millones, 10 más de lo que Telefónica los 70 millones que pagó por la red social Tuenti en agosto.

Acens es una empresa de servicios de cloud computing y cuenta con centros de datos en cuatro localidades para que los usuarios puedan guardar sus datos en servidores externos. Los clientes también pueden acceder a ellos independientemente de su ubicación. Esta opción está llamada a ser una apuesta de futuro para el sector. Ejemplo de ello, ayer el patrón de Apple, Steve Jobs, reapareció en público para presentar los nuevos servicios de la compañía de la manzana en la nube: “El centro de la vida digital estará en la nube”, advirtió.

Según destaca el operador, la compra de Acens “representará un significativo incremento de las capacidades de Telefónica para ofrecer servicios de hosting y cloud computing en el segmento de pymes, reafirmando su apuesta para su adaptación a las necesidades y requerimientos de este segmento tan dinámico”.

Acens está desde 2007 en manos de la sociedad de capital riesgo Nazca, que se hizo con ella por 41,5 millones de euros. La cartera de clientes de Acens supera las 100.000 empresas, según la información de la compañía, que contratan servicios que van desde el alojamiento de páginas web hasta soluciones de red privada virtual. La empresa gestiona más de 200.000 dominios en internet, aloja miles de servidores y administra un caudal de salida a internet superior a los dos gigabits.

Nazca, por su parte, es una sociedad de capital riesgo que ha invertido en empresas de hostelería como Rodilla, Lizarrán; de servicios estéticos como Svenson y Hedonai; o de servicios logísticos, Unipost y Logifrío.

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Its new software lets users combine otherwise separate pools of high-performance computing resources

IBM hopes to help companies more efficiently use their high-performance computing resources with new software that links separate pools of resources into a single private cloud.

“It brings together what traditionally has been siloed HPC environments,” said Brian Connors, vice president of high performance computing at IBM.

Typically, organizations with heavy engineering operations will have separate server farms used by individual groups of engineers, he said. That arrangement often leaves computing resources unused.

For many businesses, pooling together multiple high-performance computing systems can have benefits beyond the improved efficiencies that come from using otherwise idle resources. By combining all of a company’s high-performance computing resources, individual engineering groups could have access to more cores and thus finish projects faster. “It’s about getting the job done faster because you’re throwing hardware at the job,” Connors said.

IBM is making the HPC Management Suite for Cloud software available after using it internally. More than 3,000 engineers around the world in its Systems Development organization shared resources as they developed the POWER7 processor family. It claims to have cut costs in half and reduced the design cycle by six months as a result of using the software.

The product works on X86 machines as well as IBM’s Power Platform running Linux operating systems.

It doesn’t use virtualization, which engineers typically shun because it can slow down the work. IBM’s workload management software levels the loads. Rebooting is not required as workloads shift, Connors said.

IBM is also offering services for customers who might want help installing the suite and getting started using it.

It will also offer industry-specific versions of the HPC cloud offerings starting with one that is optimized for electronics companies and automotive and aerospace manufacturers.

IBM isn’t the first to offer such software for better utilization of high-performance computing resources. In 2009, Platform Computing began offering tools to let its customers build private clouds out of multiple clusters.

IBM’s HPC cloud products and services will become available in the third quarter.

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