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17 января, 16:48

Wall Street. Акции на премаркете

(компания / тикер / цена / изменение ($/%) / проторгованый объем) 3M Co MMM 177.98 0.59(0.3326%) 312 AMERICAN INTERNATIONAL GROUP AIG 116.86 0.48(0.4124%) 1203 Apple Inc. AAPL 118.65 -0.39(-0.3276%) 75586 AT&T Inc T 40.97 0.01(0.0244%) 1083 Boeing Co BA 177.98 0.59(0.3326%) 312 Caterpillar Inc CAT 94.75 0.27(0.2858%) 2216 Chevron Corp CVX 116.86 0.48(0.4124%) 1203 Cisco Systems Inc CSCO 30.06 -0.01(-0.0333%) 818 Citigroup Inc., NYSE C 59.22 -0.41(-0.6876%) 90772 Deere & Company, NYSE DE 177.98 0.59(0.3326%) 312 E. I. du Pont de Nemours and Co DD 73.21 -0.39(-0.5299%) 162 Exxon Mobil Corp XOM 116.86 0.48(0.4124%) 1203 Facebook, Inc. FB 116.86 0.48(0.4124%) 1203 FedEx Corporation, NYSE FDX 177.98 0.59(0.3326%) 312 Freeport-McMoRan Copper & Gold Inc., NYSE FCX 15.04 -0.15(-0.9875%) 44763 General Electric Co GE 31.27 -0.09(-0.287%) 2469 General Motors Company, NYSE GM 177.98 0.59(0.3326%) 312 Goldman Sachs GS 243.8 -0.50(-0.2047%) 37724 Google Inc. GOOG 177.98 0.59(0.3326%) 312 Hewlett-Packard Co. HPQ 116.86 0.48(0.4124%) 1203 Home Depot Inc HD 135 -0.04(-0.0296%) 8498 International Business Machines Co... IBM 166.79 -0.55(-0.3287%) 1721 International Paper Company IP 116.86 0.48(0.4124%) 1203 Johnson & Johnson JNJ 116.86 0.48(0.4124%) 1203 JPMorgan Chase and Co JPM 85.75 -0.95(-1.0957%) 47311 Microsoft Corp MSFT 62.58 -0.12(-0.1914%) 2894 Nike NKE 53.03 0.11(0.2079%) 6335 Pfizer Inc

13 января, 13:40

Why China launched a freight train to London via Kazakhstan and Russia

In the beginning of 2017, China launched yet another railway freight route to Europe. The new route connects the city of Yiwu in eastern Zhejiang province with London, making it the longest railway freight route in the world. It takes 18 days to cover the journey of 12,000 km, and the train passes through Kazakhstan, the European part of Russia, Belarus, Poland, Germany, Belgium and France, before reaching the UK. Yiwu Timex Industrial Investment Co., which is running the freight service, said in a press note that a train departs for London once a week, transporting household items, garments, bags, and suitcases. Why Russia built the Trans-Siberian Railway According to logistics expert Alexei Bezborodov from InfraNews, the main purpose behind the opening of this route may be to get publicity, as household products and clothes do not need to be shipped on an urgent basis. “Shipment time is important for expensive products such as auto kits, electronic equipment, and computers,” Bezborodov told RBTH. “For example, the Hewlett-Packard train departs thrice a week from Chongqing to Germany. This launch of this service is an attempt to reach out to the suppliers and buyers of goods. They want to show that the Yiwu-London route exists.” The cost of supplies According to Finam analyst Alexey Kalachev, rail transportation offers just one advantage over the sea route - time.  It takes 30 to 45 days to send goods to Europe from China by ship. 5 reasons why Russia's pivot to Asia is more serious than you thought The sea route is cheaper and ships have a larger carrying capacity than trains. While a train can carry up to 200 containers, a ship can easily handle 20,000. “It may cost up to $1700 to send a container on the Yiwu to London route, whereas it costs half the amount to send a container by ship,” Kalachev says. According to Ivan Zuenko, an expert of the Center for Asia Pacific Studies at the Russian Academy of Sciences, China is interested in diversifying its transport options for foreign trade, so that “it can artificially stimulate the use of railways across the continent.” Benefits for Russia Such a policy has already brought Russia a substantial income, as all freight trains from China cross Russia either through eastern Kazakhstan or via the Russian Far East and the Trans-Siberian Railway. The demand for rail transportation through Russia is fuelled by the devaluation of the ruble, adds Bezborodov. In 2016, the transit cargo flow via Russia amounted to 205,000 containers (an increase of 36 percent year-over-year) and earned the Russian Railways 6 billion rubles ($100 million).

12 января, 16:56

Wall Street. Акции на премаркете

(компания / тикер / цена / изменение ($/%) / проторгованый объем) ALCOA INC. AA 94.39 -0.26(-0.2747%) 2856 ALTRIA GROUP INC. MO 87.12 0.31(0.3571%) 17281 Amazon.com Inc., NASDAQ AMZN 83.85 0.10(0.1194%) 12295 AMERICAN INTERNATIONAL GROUP AIG 94.39 -0.26(-0.2747%) 2856 Apple Inc. AAPL 119.14 -0.61(-0.5094%) 275000 Barrick Gold Corporation, NYSE ABX 17.07 0.39(2.3381%) 165697 Boeing Co BA 158.65 -0.75(-0.4705%) 4143 Caterpillar Inc CAT 94.39 -0.26(-0.2747%) 2856 Citigroup Inc., NYSE C 83.85 0.10(0.1194%) 12295 Exxon Mobil Corp XOM 87.12 0.31(0.3571%) 17281 Facebook, Inc. FB 125.6 -0.49(-0.3886%) 95200 Ford Motor Co. F 12.7 0.03(0.2368%) 64599 Freeport-McMoRan Copper & Gold Inc., NYSE FCX 15.67 -0.20(-1.2602%) 316152 Google Inc. GOOG 807.3 -0.61(-0.0755%) 1944 Hewlett-Packard Co. HPQ 83.85 0.10(0.1194%) 12295 HONEYWELL INTERNATIONAL INC. HON 94.39 -0.26(-0.2747%) 2856 Intel Corp INTC 87.12 0.31(0.3571%) 17281 International Business Machines Co... IBM 168.1 0.35(0.2086%) 4695 Johnson & Johnson JNJ 114.26 -0.47(-0.4097%) 11735 JPMorgan Chase and Co JPM 86.7 -0.38(-0.4364%) 43226 McDonald's Corp MCD 120.69 -0.19(-0.1572%) 3473 Merck & Co Inc MRK 94.39 -0.26(-0.2747%) 2856 Microsoft Corp MSFT 87.12 0.31(0.3571%) 17281 Pfizer Inc PFE 32.72 -0.11(-0.3351%) 26325 Procter & Gamble Co PG 83.85 0.10(0.1194%) 12295 Tesla Motors, Inc., NASDAQ TSLA 228.75 -0.98(-0.4266%) 4971 The Coca-Cola Co KO 41.01 -0.04(-0.0974%) 26331 UnitedHealth Group Inc

10 января, 10:23

Reframing Our Perspectives About Change and the Future

Humans have a tendency to believe that their initial experience with a situation is the first time that it has occurred. The reality is that virtually every change that makes you nervous, uncertain, and sometimes a little crazy has occurred in some form before. New technology has always been a disruptive and beneficial force in how people work and live. The folk legend John Henry, for instance, was a steel-driving man who raced against the steam-powered hammer that revolutionized the building of the railroads. Business has always looked for ways to do things faster, better, cheaper, or friendlier. Technology has played a major role. Why would that be different today? Globalization has existed since the beginning of time. Overland trade routes between western Asia, the Mediterranean region, and China date to the second millennium BCE. The travel took longer and was much more precarious, but it brought imports, exports, new jobs, and competition for existing jobs among countries and individuals. The opportunities and threats of globalization today are the logical extension of a history of expansion into new markets to sell, purchase, and produce goods and services. The banking and mortgage crisis of 2008 shares a lot in common with the Dutch Tulip Bubble of 1637. Tulips were the speculative currency of the time in Holland. Fortunes were made and lost daily as tulip traders speculated on what appeared to be an investment that would only increase in price. Then someone didn't show up to pay for his tulips. Widespread panic ensued. Tulip prices plunged to virtually nothing, and the Netherlands was forced into a depression that lasted years. History repeating itself doesn't make us feel any better as we are experiencing it for ourselves. In fact, it can make us feel stupid and out of touch. Before you get too angry or frustrated, take comfort in knowing two things: You are not alone. Most people and organizations miss the big changes that affect their lives until it is too late to do anything other than play catch up. There are some aspects of change and disruption today that make the "new normal" different. Specifically, the impact of 50-plus years of exponential increases in technology mean that changes happen more quickly and your ability to keep is continually pushed to the limit. How Disruptors are Different Those who see the potential for technology to disrupt and remake entire industries share something in common with those who saw the looming Great Recession, the rise of cloud computing, and the revolution in healthcare: Their perspective is not held hostage by what works today or has worked in the past. They know that past success only proves that you were right ... once. Their willingness to view - and act on - today's reality through the lens of tomorrow's opportunity allows them to see further and adapt quicker. The result is that they are more relevant to their customers because they stay ahead of most changes and are more nimble when forced to react. Acting on Your New Perspective Many things are out of your control when it comes to flourishing in the future. You can't, for instance, control the actions of your competitors. Likewise, you may not be able to control government regulation (unless you are POTUS), your company's policy (unless you are the CEO), and a host of other factors. The one thing you can control is your own behavior and performance. Here are three action items you can take today to increase your opportunity to remain relevant in the future. 1. Continually focus on value given and value received Investors run toward value in uncertain economic times. Your customers do the same. Your challenge is to add so much value that doing business with you is an easy decision. You must be crystal clear about the return on their investment you will deliver, and most important, continually work to be faster, better, cheaper, and/or friendlier. This principle applies to your career as well. If you aren't creating more value than the cost of keeping you, why should the company bother? 2. Strategically invest in your future Your customers are asking, "Why you? Why now? What makes you relevant?" Your employer is asking the same questions. Now is the time to strategically invest in the areas that will make you successful five years from now while continuing to add value today. That could mean investing in a new product, service, or piece of equipment. It could also mean learning a new skill. The best in every field of endeavor actively manage their futures. This is more important today than ever before. 3. Prepare for the worst and look for the best Long-term anxiety and instability breed a lack of confidence. That lack of confidence closes our minds to opportunity. The Great Depression of the 1930s saw the demise of many companies, but it also gave us companies such as Motorola, Texas Instruments, Hewlett-Packard, and Converse. The same will be true of today. Fifty years from now, we'll look back on this time as the crucible that spawned legendary brands and businesses. All change creates moments of instability and anxiety. Substantial change that comes at you in waves can either make you timid or bold. Now is not the time to be timid. Timid companies don't anticipate the future. Timid people don't invest in themselves or take the actions that enable them to flourish in the face of change. It's a matter of perspective that is crucial to your success. Randy Pennington is an award-winning author, speaker, and leading authority on helping organizations achieve positive results in a world of accelerating change. To bring Randy to your organization or event, visit www.penningtongroup.com , email [email protected], or call 972.980.9857. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

10 января, 02:22

HP Inc (HPQ) Introduces Multiple Products at CES, Las Vegas

HP Inc. (HPQ) ushered in the New Year with the launch of latest ultrabooks, PCs and notebooks at CES 2017.

09 января, 16:56

Nielsen (NLSN) Appoints Nancy Ramsey Phillips as HR Officer

Nielsen Holdings N.V. (NLSN) recently appointed Nancy Ramsey Phillips to the position of Human Resources Officer.

06 января, 21:38

CEO Talk: Marten Mickos

Marten Mickos is the CEO of HackerOne, the world's most popular bug bounty platform. Previously Mickos was the CEO of Eucalyptus Systems, acquired by Hewlett-Packard where he served as head of the cloud business. As the CEO of MySQL AB from 2001 to 2008, Mickos built MySQL into what seemed like one of the open source world's biggest successes, with $1 billion acquisition by Sun Microsystems in 2008. Mickos is the recipient of Audemars Piguet Changing Times Award: European Entrepreneur of the Year 2006 and the Nokia Foundation Award. He holds a M.Sc. in technical physics from Helsinki University of Technology. What were your early years like? I was born and grew up in Espoo, Finland. I am the third of four children. My parents were both engineers by education. I had a normal childhood and did very well in school. As a kid, I spent a lot of time reading books. When I was 12, I read a book by Bertrand Russell on mathematical philosophy. Somehow, I found it very interesting, even though I didn't understand one third of it. I think joining the Boys Scouts is how I got into the notion of leadership without knowing it was a leadership at that time. Just being a scout, going out on hikes and camps, going places and needing to get stuff done. At that point, you step up and do something. Soon enough, you are a leader. I would say from a leadership perspective, those experiences were the formative. Did you have an idea of what you wanted to do for your career when you went to college? No, I didn't. I never really planned my career properly; it hasn't come naturally to me. I have friends who set goals by a certain age. That didn't feel natural to me. I've been much more spontaneous in terms of what I choose to do. I believe I am a rational pragmatic leader when setting goals and we achieve them together. And when it comes to me choosing what to do, I'm more spontaneous. Sort of taking the day as it comes. What has been your biggest challenge? Managing myself has been my biggest challenge. When you are a leader, you manage people and you have the comfort of observing them from the distance. And you can ask others, "What do you think about that person? What are you seeing?" and it becomes a rational job. Here's the person's strengths and weaknesses, and you manage it. But when it comes to yourself, you have to step outside and ask, "Am I now delegating too much or too little? Am I spinning too fast and not having the attention and presence needed?" That can happen to me at times I sort of go too fast. So you must manage yourself from all dimensions. What are some important leadership lessons you've learned over the years? Leaders must instill fairness and equitability, because human beings are very sensitive to the perception of fairness. People want to know that they have the same chance and that there is no favoritism. I've also learned that when you lead people you must lead individually. You must instill fairness and sort of consistency across the organization. Yet when you lead people, you need to lead them individually and bring out their strengths and work with them to make their weaknesses irrelevant. In a large corporation, I can't lead everyone individually by myself. But I lead a team that leads the team and that's how you lead all of them. How would you describe your leadership style? As a leader, I've learned that you must build multiple leadership styles. You grew up with one, which is your native style and you also need to have five more, because of different situations. If I am only the natural me, I think I am an empowering leader and I lead from the front. I lead by doing and I lead by example and try to bring people with me. How do you hire? Number one when we hire is to make sure the potential candidates fit with our culture. Every new hire must fit with every statement of our culture. During the interviews, I ask what motivates them, how they handle conflict, how they deal with other people. I observe how they act in the situation but also observe how they treat people when they come and leave the meeting. These give hints about conduct and culture. How to make meetings more effective? Every time we have full management meeting, we end the meeting by rating the meeting and I let co-workers tell us what was wrong with the meeting. They rated on a scale from zero to ten. Sometimes, I would get some really tough feedback. I sometimes get 5 points. It's painful, but I do this to improve the effectiveness of the meeting. I have a rule in the meeting that everybody should speak the same amount of time. If you want engagement by the whole group, then everybody must be heard. Some people are smarter, some have more to say, and you must moderate them and create balance. If somebody is not saying anything, I stop and ask, "What do you think?" I also interrupt others in order to make sure that everybody speaks. What advice do you give to young people? Listen and learn. But don't listen to all the advice. Don't assume that all advice is suitable to you. Every single piece of advice has two sides of it. If one way is true, the other is not true. I use a concrete example because I advise entrepreneurs and one piece of advice is: Never give up. Another is: Don't get stuck in what you are doing; give up quickly. You must find your own direction and your own style. Sometimes the purpose of advice is to highlight the wrong alternative. And when you take advice, you must know this. This interview has been condensed and edited. This post is part of "CEO Talk" series, which features leaders around the world speaking about their journeys. What does it take to become a successful entrepreneur or CEO? What is the path to success? What challenges did people face and how did they overcome them? Lan Anh and her guests answer all these questions and much more. To view the entire series, visit here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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30 декабря 2016, 22:49

ФАС завела административное дело на Lenovo

Российское антимонопольное ведомство возбудило административные дела в отношении восточноевропейского подразделения компании Lenovo и компании Superwave Group, говорится в сообщении на сайте ФАС. Обе компании выступают в качестве ответчиков в рамках дела о картельном сговоре на торгах в государственной автоматизированной системе «Выборы». ФАС констатировала, что Lenovo и Superwave Group, в отношении которых проводится проверка, не предоставляют запрашиваемые документы в установленные сроки или предоставляют их в неполном объеме. «В настоящее время решается вопрос о возбуждении дел в отношении иных проверяемых лиц», — сообщил начальник управления по борьбе с картелями ФАС Андрей Тенишев. В ведомстве считают, что действия Lenovo по препятствованию контрольным мероприятиям в рамках проверок носят систематический характер. В качестве примера в сообщении антимонопольщиков приводится ситуация, имевшая место 17 ноября: сотрудники Lenovo «воспрепятствовали проведению контрольных мероприятий во время выездной внеплановой проверки», в результате на должностных лиц компании были составлены протоколы об административном правонарушении. Напомним, ФАС подозревает Lenovo и Hewlett-Packard в координации картельного сговора поставщиков электронного обрудования для ГАС «Выборы». В участии в самом сговоре подозреваются шесть компаний, включая Superwave Group. Все эти компании принимали участие в конкурсе на поставку системных блоков для комплексов автоматизации региональных фрагментов ГАС, и цена контракта была снижена всего на 1%, что вызвало подозрения ФАС.

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27 декабря 2016, 23:01

Hewlett-Packard's Split: The Massive Layoffs Have Paid Off

Once,Hewlett Packard Enterprise Company (HPE) and HP Inc. were part of the same company, the pioneerHewlett-Packard. But since November 2015, they have been two separate publicly traded companies. That’s the date when HP Inc. retained the printing and PC business divisions, while HPEretained the technology solutions divisions. HP’ssplit intotwo separate companiesfueled [...]

27 декабря 2016, 15:57

Why HP Inc. (HPQ) Deserves a Place in Investors' Portfolio?

Here we have evaluated one such technology company ??? HP Inc. (HPQ) ??? which has gained solid momentum in the year, so far, and seems to have potential for further growth.

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25 декабря 2016, 20:00

Birth Of The Concept Of Digital Computer And Hewlett-Packard (HP)

This week’s milestones in the history of technology include Charles Babbage’s idea for the Analytical Engine, the first public screening of films (with paid admission) and the first live HD transmission from the Metropolitan Opera, and the establishment of Hewlett-Packard in a Silicon Valley garage.

19 декабря 2016, 13:05

Why Aren’t There More Asian Americans in Leadership Positions?

Since the 1960s, Asian Americans have become the country’s “model minority,” largely due to significant increases in mobility that have mostly (though perhaps inaccurately) been attributed to education. Asians do outperform other minorities and white people when it comes to education, employment, and income. According to 2010 data from the U.S. Department of Labor, Asians are better educated than other races, with more Asians age 25 and older having graduated college (52%) than white people of the same age (32%); Asians have a lower unemployment rate (7.5%) than whites (8.7%); and Asians, on average, earn more per week ($855) than whites ($765). Yet this narrative around Asians’ success obscures the fact that they are underrepresented in leadership positions, a phenomenon referred to as the “bamboo ceiling.” A highly cited 2015 report on diversity in Silicon Valley by an Asian professional organization found that at five big tech firms (Google, Hewlett-Packard, Intel, LinkedIn, and Yahoo), Asians and Asian Americans are well represented in lower-level positions but underrepresented at management and executive levels. Asian Americans (including Indians) are 27% of the workers in these companies, but only 19% of managers and 14% of executives. In contrast, whites represented 62% of professionals and 80% of executives in these firms. This is worse than the glass ceiling effect that’s been identified for women; in these five firms, men are 42% more likely to have an executive role than women, and white men and women are 154% more likely than Asians to hold an executive role. And Asians represent only 1.5% of corporate officer positions in the Fortune 500, according to 2012 data. Why aren’t Asian Americans advancing into leadership positions? Based on the psychology literature, we believe that stereotypes about Asians contribute to the problem in two ways: Stereotypes about Asians being highly competent can make Asians appear threatening in the workplace, and stereotypes about Asians lacking social skills make them seem unfit for leadership. Stereotypes About Asian Americans People hold stereotypes about Asians, as they do with any racial group. In two separate studies (by Ho and Jackson in 2001 and by Lin and colleagues in 2005), participants generated lists of all stereotypes they had heard about Asians. Similar items were clustered together, and two main stereotypes emerged: Asians are particularly high on competence (they were seen as successful and intelligent) and low on social skill (nerdy, antisocial). The 2001 study found that people who saw Asians as particularly high in competence experienced greater admiration of and envy toward Asians; those who saw Asians as particularly low on social skill displayed greater hostility toward and fear of Asians. The 2005 study demonstrated the effects of these reactions, showing that individuals who held stereotypical views of Asians were less likely to want to interact with or learn more about Asians. For example, both high-competence and low-sociability ratings of Asians were negatively correlated with individuals wanting to be roommates with an Asian person. The authors of both papers theorized that whites are threatened by the “unfairly high” levels of competence possessed by Asians and essentially use the stereotype that Asians lack social skill as a pretext for discrimination. Prototypes for Leaders More problematic is the inconsistency between Asian stereotypes and the traits people tend to value in leaders. While business leaders are often expected to be competent, intelligent, and dedicated, they are also expected to be charismatic and socially skilled — along with masculine and dictatorial or authoritarian. This puts at a disadvantage Asian Americans, who, like women, are often seen to fit low to midlevel management positions but not top-level leadership. (It’s even harder for Asian women — they comprise only 3.1% of executives in the five tech companies mentioned above, while Asian men comprise 13.5%.) In three studies, published in 2010 in the Journal of Applied Psychology, Tom Sy and his colleagues designed vignettes describing an Asian or white leader (Tung-Sheng Wong vs. John Davis) who worked in engineering or sales. Participants (business students and working professionals) read about the leader and then rated him on different dimensions of leadership. Asians were rated as lower on leadership overall, but more so in sales than engineering. They were seen as dedicated and intelligent but lacking in the prototypical leadership attributes of masculinity, charisma, and tyranny. The white leader who fit these prototypes was seen as more leader-like. Cultural values may also contribute to the disconnect between Asians and leadership in the U.S., as Jane Hyun, the author of the 2005 book Breaking the Bamboo Ceiling: Career Strategies for Asians, has suggested. For example, Eastern cultural norms encourage humility and deference to authority – but leaders in Western cultures are usually required to command authority and to promote themselves and their ideas. As Wesley Yang wrote in New York magazine, Western society teaches that “the squeaky wheel gets the grease,” while Eastern society teaches that “the nail that sticks out gets hammered down.” More importantly, when Asians do act assertively, they may be penalized for violating the stereotype. This is similar to the double bind that women experience when ascending to leadership positions: competent and assertive women, who fail to meet the gender role expectation of being kind and empathetic, tend to be evaluated negatively. A study by Berdahl and Min found that groups of student participants not only stereotyped Asians to be less dominant than whites, but also judged them negatively when they violated this stereotype. Their study found that among working professionals, East Asians (often stereotyped as the most deferential) who reported being more dominant at work also reported being harassed more in the workplace. So Asians face a double bind as well: If they act more dominant, they will be less liked, but if they do not project dominance, they will not be seen as leaders. Implications The general success of Asians tends to delegitimize diversity initiatives for this group, and this reinforces the lack of Asian leaders. If Asians do advocate for the advancement of their group, they could be penalized, because women and minorities who advocate for diversity are seen as less competent and lower performers. Tom Sy’s research also suggests that the bias against Asian leaders can decrease motivation to lead among Asian Americans, which can further exacerbate and reinforce the view that they’re not suitable for leadership. It is time to rethink the “good leader” prototype of being masculine, dictatorial, and charismatic. Evidence shows that neither men nor women prefer to be treated in an aggressive fashion, yet that model persists as a valid expectation for leadership. As the population of workers in the United States changes, so too should models for leaders. In the meantime, businesses should focus on determining the competencies needed to fulfill a leadership job and then select leaders who fit the requirements rather than leadership stereotypes. If we do this, it is likely that more minorities and women will reach the top.

14 декабря 2016, 01:03

Carly Fiorina's Ability To Overlook Donald Trump’s Sexism Is Pretty Normal, Actually

In meeting with President-elect Donald Trump on Monday, Carly Fiorina did what women with jobs  ― particularly those of her generation ― have always done: She put aside the blatant, offensive sexism of the guy in charge and tried to move ahead. Of course, she got the kind of criticism that women with jobs ― especially those high up the chain ― typically receive. Not only was the former GOP presidential candidate and chief executive of Hewlett-Packard called out for backtracking on her strong criticism of Trump before he was elected, but she was also criticized for betraying all women. At first glance, it’s easy to feel betrayed by Fiorina, who reportedly met with Trump on Monday to interview for the role of director of national intelligence. After all, she gave us a pitch-perfect moment of female empowerment early in the primary season last year, one of the rare times a woman directly confronted Trump over his demeaning and objectifying comments.  Remember? Fiorina was asked during a GOP primary debate if she had read or heard about the nasty remarks Trump had made to Rolling Stone about her looks. (“Look at that face!...Would anyone vote for that? Can you imagine that, the face of our next president?!”)   Fiorina was poised. Ice. “I think women all over this country heard very clearly what Mr. Trump said,” she said, garnering the loudest applause of the evening, The Huffington Post’s Scott Conroy wrote at the time. Trump tried to backtrack by calling her a “beautiful woman.” But he looked the fool. “Fiorina’s face remained steely, and the moment belonged to her,” Conroy wrote. So yes, it was deflating to read Fiorina’s statement about this week’s meeting with Trump (“groveling” for a job is how some put it) ― just the latest moment of horror for women in this country who are reminded daily that the president-elect doesn’t regard them with respect. (One example: Keeping at least three men who have been accused of assaulting women by his side.) But if you consider Fiorina’s long career as a woman in the male-dominated corporate world and her history of sidestepping her gender in politics, this all makes perfect, sad, sense. The 62-year-old, one of just a few women to rise to CEO of a Fortune 500 company, knows all about the sexism and harassment endemic to the workplace. In her recent book on women leaders, Wall Street Journal reporter Joann Lublin describes how one of Fiorina’s colleagues repeatedly made sexual advances toward her after a long day of work on a business trip when she was just starting out as a salesperson at AT&T. Fiorina rebuffed the guy ― who was higher up on the chain than she ― and returned to her hotel room, only to field calls from him throughout the night. He “was angrier every time,” Fiorina writes in her memoir. She didn’t sue. Fiorina told another male colleague about the behavior and later excluded her harasser from a new project she was working on. By today’s standards, maybe her reaction seems insufficient. But it’s inarguable that Fiorina won over the long term, eventually ascending to the top at Hewlett-Packard. (Ultimately, she’d be forced out after dismal financial results.) There was also the time Fiorina forged ahead with a client meeting her colleague had set up ― at a strip club. It turns out her male coworkers were so embarrassed by the experience, they stopped scheduling business meetings in strip clubs, Vox reports. In the corporate world where Fiorina comes from, you have to ignore and rise above if you want to move up. And that was particularly true when she was starting out in her career decades ago. You had to meet clients in horrid places. You had to ignore the leers from the boss ― or, god forbid, the groping. You had to walk past pornographic images on cubicle walls. You had to stay at the office while they went golfing. Or stay home when they went on men-only weekend outings. You had to look perfect ― not too buttoned-up, not too slutty ― while they put on the same old uniforms every day. You had to be better than all that. If you consider Fiorina’s long career as a woman in the male-dominated corporate world and her history of sidestepping her gender in politics, this all makes perfect, sad, sense. The Wall Street Journal’s Lublin also describes her own life in the paper’s newsroom as one of its first, few female reporters: A male coworker asked her to make coffee, her male colleagues stood up when she walked into a meeting in a moment of hostile chivalry, her boss kissed her full on the mouth when her internship was over. “I fled the office,” Lublin writes in her book, Earning It. She repressed the memory for years and kept moving ahead. She’s now a revered journalist who is still nailing down huge scoops for the paper. None of this was fair. Certainly, things have gotten slightly better. But the alternative was, you quit. Complaining to human resources or speaking up in traditional ways didn’t always do much good. When Megyn Kelly was just starting out at Fox News, the big boss, chairman and CEO Roger Ailes, repeatedly hit on her. Finally, Kelly complained to her supervisor, she writes in her new memoir, Settle for More. He told her Roger wasn’t a bad guy and advised her to just ignore it, Kelly says. The advice, infuriating as it was, worked. Ailes stopped. “Most women I know have had to do this dance with a male superior at some point ― trying to reject inappropriate behavior while also trying to avoid explicitly calling him out,” Kelly writes. In a radio interview earlier this month, Kelly told NPR’s Terry Gross she had little power at the time to do more. Ailes ran the company. He was in charge of the human resources department. What could she do? If she had taken legal action, it might have effectively ended her career. It was only more than a decade later, when she had made a success out of herself, that Kelly felt like she could come out publicly with her story. The balance of power had shifted. Thanks to her and many of her female colleagues, Ailes was done harassing women at his company. Fox fired him. “Perhaps there is some poetic justice in that. Times are changing for women in this country. We’re putting up with less. Standing up for ourselves more. And making strides some never thought possible,” she writes. Back to Fiorina.  She is hardly the first person to backtrack on criticism of the president-elect and prostrate themselves before him. But complicating Fiorina’s reversal is her gender. To some, she isn’t merely sucking up to Trump like, say, Mitt Romney. Fiorina must also shoulder the burden of representing all women while she does it. Here’s Wall Street Journal editorial columnist Brett Stephens, who in one tweet manages to call out Fiorina for betraying all women and setting a bad examples for “young women everywhere.” He called me ugly. He won. I kissed up. Carly Fiorina, setting a fine example for young women everywhere. https://t.co/EzqRiCjjMX— Bret Stephens (@StephensWSJ) December 12, 2016 Trump advisor Kellyanne Conway was quick to call out Stephens’ tweet as sexist. This tweet is sexist & lacks the self-reflection of a NeverTrumper. But is it appropriate for an editorial writer at @WSJ? @rupertmurdoch https://t.co/Bg9hawumH5— Kellyanne Conway (@KellyannePolls) December 12, 2016 That kind of criticism is pretty hard to take from a woman who has helped probably the most vile and misogynistic presidential candidate in recent memory advance to the Oval Office. She also seems to question Stephens’ right to even make this comment, which is equally upsetting. But the thing is, Conway isn’t wrong about the sexism part. When Romney met with Trump, was he setting a bad example for all the young men of the world? No one said that, Danielle Decoursey writes at ATTN: Consider why.  Instead of seeing Fiorina’s meeting with Trump as a betrayal to all women and girls, let’s look at it for what it is: A career move by someone interested in advancing herself and succeeding in the field she’s been trying to move ahead in for years. A person who has, for decades, had to deal with powerful men and their covert and overt sexism. And, crucially, Fiorina is a politician who has never really made much of her gender. As a Republican candidate for president, Fiorina didn’t back the kinds of policies that are typically seen as critical women’s issues. She was against a federal paid parental leave policy, for example, claiming that companies could step in and fill the void.  For years, Fiorina has tried to distance herself from the fact that she’s a woman. Many women who rise through the ranks do this. They’ll downplay their gender as a meaningful part of their identity, instead explaining how hard they’ve worked to achieve success. This reporter has asked more than a few successful women how they made it in a man’s world, and they say it just wasn’t a thing. They were too busy working. It’s part denial and part suppression; sexism is a heavy load, and sometimes you just don’t want to bear it. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

14 декабря 2016, 01:03

Carly Fiorina's Ability To Overlook Donald Trump’s Sexism Is Pretty Normal, Actually

In meeting with President-elect Donald Trump on Monday, Carly Fiorina did what women with jobs  ― particularly those of her generation ― have always done: She put aside the blatant, offensive sexism of the guy in charge and tried to move ahead. Of course, she got the kind of criticism that women with jobs ― especially those high up the chain ― typically receive. Not only was the former GOP presidential candidate and chief executive of Hewlett-Packard called out for backtracking on her strong criticism of Trump before he was elected, but she was also criticized for betraying all women. At first glance, it’s easy to feel betrayed by Fiorina, who reportedly met with Trump on Monday to interview for the role of director of national intelligence. After all, she gave us a pitch-perfect moment of female empowerment early in the primary season last year, one of the rare times a woman directly confronted Trump over his demeaning and objectifying comments.  Remember? Fiorina was asked during a GOP primary debate if she had read or heard about the nasty remarks Trump had made to Rolling Stone about her looks. (“Look at that face!...Would anyone vote for that? Can you imagine that, the face of our next president?!”)   Fiorina was poised. Ice. “I think women all over this country heard very clearly what Mr. Trump said,” she said, garnering the loudest applause of the evening, The Huffington Post’s Scott Conroy wrote at the time. Trump tried to backtrack by calling her a “beautiful woman.” But he looked the fool. “Fiorina’s face remained steely, and the moment belonged to her,” Conroy wrote. So yes, it was deflating to read Fiorina’s statement about this week’s meeting with Trump (“groveling” for a job is how some put it) ― just the latest moment of horror for women in this country who are reminded daily that the president-elect doesn’t regard them with respect. (One example: Keeping at least three men who have been accused of assaulting women by his side.) But if you consider Fiorina’s long career as a woman in the male-dominated corporate world and her history of sidestepping her gender in politics, this all makes perfect, sad, sense. The 62-year-old, one of just a few women to rise to CEO of a Fortune 500 company, knows all about the sexism and harassment endemic to the workplace. In her recent book on women leaders, Wall Street Journal reporter Joann Lublin describes how one of Fiorina’s colleagues repeatedly made sexual advances toward her after a long day of work on a business trip when she was just starting out as a salesperson at AT&T. Fiorina rebuffed the guy ― who was higher up on the chain than she ― and returned to her hotel room, only to field calls from him throughout the night. He “was angrier every time,” Fiorina writes in her memoir. She didn’t sue. Fiorina told another male colleague about the behavior and later excluded her harasser from a new project she was working on. By today’s standards, maybe her reaction seems insufficient. But it’s inarguable that Fiorina won over the long term, eventually ascending to the top at Hewlett-Packard. (Ultimately, she’d be forced out after dismal financial results.) There was also the time Fiorina forged ahead with a client meeting her colleague had set up ― at a strip club. It turns out her male coworkers were so embarrassed by the experience, they stopped scheduling business meetings in strip clubs, Vox reports. In the corporate world where Fiorina comes from, you have to ignore and rise above if you want to move up. And that was particularly true when she was starting out in her career decades ago. You had to meet clients in horrid places. You had to ignore the leers from the boss ― or, god forbid, the groping. You had to walk past pornographic images on cubicle walls. You had to stay at the office while they went golfing. Or stay home when they went on men-only weekend outings. You had to look perfect ― not too buttoned-up, not too slutty ― while they put on the same old uniforms every day. You had to be better than all that. If you consider Fiorina’s long career as a woman in the male-dominated corporate world and her history of sidestepping her gender in politics, this all makes perfect, sad, sense. The Wall Street Journal’s Lublin also describes her own life in the paper’s newsroom as one of its first, few female reporters: A male coworker asked her to make coffee, her male colleagues stood up when she walked into a meeting in a moment of hostile chivalry, her boss kissed her full on the mouth when her internship was over. “I fled the office,” Lublin writes in her book, Earning It. She repressed the memory for years and kept moving ahead. She’s now a revered journalist who is still nailing down huge scoops for the paper. None of this was fair. Certainly, things have gotten slightly better. But the alternative was, you quit. Complaining to human resources or speaking up in traditional ways didn’t always do much good. When Megyn Kelly was just starting out at Fox News, the big boss, chairman and CEO Roger Ailes, repeatedly hit on her. Finally, Kelly complained to her supervisor, she writes in her new memoir, Settle for More. He told her Roger wasn’t a bad guy and advised her to just ignore it, Kelly says. The advice, infuriating as it was, worked. Ailes stopped. “Most women I know have had to do this dance with a male superior at some point ― trying to reject inappropriate behavior while also trying to avoid explicitly calling him out,” Kelly writes. In a radio interview earlier this month, Kelly told NPR’s Terry Gross she had little power at the time to do more. Ailes ran the company. He was in charge of the human resources department. What could she do? If she had taken legal action, it might have effectively ended her career. It was only more than a decade later, when she had made a success out of herself, that Kelly felt like she could come out publicly with her story. The balance of power had shifted. Thanks to her and many of her female colleagues, Ailes was done harassing women at his company. Fox fired him. “Perhaps there is some poetic justice in that. Times are changing for women in this country. We’re putting up with less. Standing up for ourselves more. And making strides some never thought possible,” she writes. Back to Fiorina.  She is hardly the first person to backtrack on criticism of the president-elect and prostrate themselves before him. But complicating Fiorina’s reversal is her gender. To some, she isn’t merely sucking up to Trump like, say, Mitt Romney. Fiorina must also shoulder the burden of representing all women while she does it. Here’s Wall Street Journal editorial columnist Brett Stephens, who in one tweet manages to call out Fiorina for betraying all women and setting a bad examples for “young women everywhere.” He called me ugly. He won. I kissed up. Carly Fiorina, setting a fine example for young women everywhere. https://t.co/EzqRiCjjMX— Bret Stephens (@StephensWSJ) December 12, 2016 Trump advisor Kellyanne Conway was quick to call out Stephens’ tweet as sexist. This tweet is sexist & lacks the self-reflection of a NeverTrumper. But is it appropriate for an editorial writer at @WSJ? @rupertmurdoch https://t.co/Bg9hawumH5— Kellyanne Conway (@KellyannePolls) December 12, 2016 That kind of criticism is pretty hard to take from a woman who has helped probably the most vile and misogynistic presidential candidate in recent memory advance to the Oval Office. She also seems to question Stephens’ right to even make this comment, which is equally upsetting. But the thing is, Conway isn’t wrong about the sexism part. When Romney met with Trump, was he setting a bad example for all the young men of the world? No one said that, Danielle Decoursey writes at ATTN: Consider why.  Instead of seeing Fiorina’s meeting with Trump as a betrayal to all women and girls, let’s look at it for what it is: A career move by someone interested in advancing herself and succeeding in the field she’s been trying to move ahead in for years. A person who has, for decades, had to deal with powerful men and their covert and overt sexism. And, crucially, Fiorina is a politician who has never really made much of her gender. As a Republican candidate for president, Fiorina didn’t back the kinds of policies that are typically seen as critical women’s issues. She was against a federal paid parental leave policy, for example, claiming that companies could step in and fill the void.  For years, Fiorina has tried to distance herself from the fact that she’s a woman. Many women who rise through the ranks do this. They’ll downplay their gender as a meaningful part of their identity, instead explaining how hard they’ve worked to achieve success. This reporter has asked more than a few successful women how they made it in a man’s world, and they say it just wasn’t a thing. They were too busy working. It’s part denial and part suppression; sexism is a heavy load, and sometimes you just don’t want to bear it. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

13 декабря 2016, 16:44

Новым госсекретарем США станет кавалер российского ордена Дружбы

Госсекретарем в будущей администрации Дональда Трампа может стать кавалер российского ордена Дружбы Рекс Тиллерсон. Он же является главой корпорации ExxonMobil. О его назначении на этот пост сегодня сообщила переходная команда Трампа.

12 декабря 2016, 22:01

It Seems Like Carly Fiorina Really, Really Wants A Job In The Trump Administration

On Monday, Carly Fiorina blessed us with an expert tutorial on the art of sucking up. After the former CEO of Hewlett-Packard met with President-elect Donald Trump ― who is reportedly considering her for the position of director of national intelligence despite her lack of experience in that area ― Fiorina shamelessly heaped praise on the man who once mocked her face and instilled horror in her. “First I want to say, he has really cool stuff in his office,” Fiorina told reporters after the meeting at Trump Tower. “All of these athletes have given him all this incredible memorabilia. I was particular taken by Shaq O’Neal shoe, which is huge.” “I guess it takes a champion to know a champion,” she added, referring to her former primary rival. Fiorina also toed Trump’s line on the question of Russian interference in the presidential election, calling China the U.S.’s “most important adversary.” She added that she and the president-elect discussed “hacking, whether it’s Chinese hacking or purported Russian hacking” in the meeting. Trump has continued to deny intelligence assessments pinning the hacking on the Kremlin. Fiorina, eyed as possible intelligence director, parrots Trump on China. & what's with Allen West at Trump Tower? https://t.co/nuypCckE5M— Jonathan Weisman (@jonathanweisman) December 12, 2016 The businesswoman previewed her about-face on Saturday at a retreat for Virginia Republicans, when she praised Trump’s “brilliant” moves as president-elect. Fiorina isn’t the first prominent critic of Trump to sell out the person they were just months ago. Former GOP presidential nominee Mitt Romney, former Texas Gov. Rick Perry (R), Sen. Ted Cruz (R-Texas), and House Speaker Paul Ryan (R-Wis.) have all made efforts in recent weeks to patch things up with the president-elect. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

12 декабря 2016, 20:55

Fiorina casts doubt on intelligence about Russia hacking

Fiorina would be the first female DNI, if selected.

12 декабря 2016, 20:18

Trump considering Fiorina for director of national intelligence: New York Times

(Reuters) - U.S. President-elect Donald Trump spoke on Monday to former chief executive of Hewlett-Packard Carly Fiorina about the job of director of national intelligence, the New York Times reported, citing a senior Trump transition team member.

12 декабря 2016, 18:00

Hiring and Managing in Turbulent Times

Over the past month, I’ve traveled from my base in Argentina to the United States, Canada, and the United Kingdom to give a series of speeches, and I’ll soon leave for another tour, this time in Italy. The executives I’m meeting are understandably nervous. In each country, following recent elections and referendums, they are facing political, social, and economic uncertainties we would never have imagined just a year ago. How can today’s leaders manage this new normal? In turbulent times (and, as an Argentine, I have seen many) I often think of Janus, the Roman god of beginnings and endings, from which the name of the first month of the new year, January, is derived. Janus symbolized the genesis of the world and human life, the start of new historical ages and economic enterprises. He stood for change and transition — from past to future, barbarity to civilization, youth to adulthood — and is most often depicted with two heads facing opposite directions. His ability to look back is what enabled him to see way forward so clearly. His horizon was exceedingly long-term. I believe that executives and organizations should follow this model, particularly when it comes to investing in talent. Consider research from Harvard Business School’s Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen, in which they evaluated the performance of 4,700 companies across three recessions. They found that only 9% came out in better positions, and that what united that small group of winners was a “progressive” focus: they were extremely selective about when and where to cut investments and remained on the lookout for opportunities. Insight Center The 21st-Century CEO Sponsored by Cognizant Leadership is changing — fast. Anecdotal evidence supports this view. Just look to the early days of Hewlett-Packard. The late 1940s were a tough time for the fledgling electronic equipment maker that would eventually become one of the America’s best-known technology companies. The second World War had left business slow and finances strained. But, with legions of great engineers streaming out of closing or soon-to-close U.S. military labs, HP’s legendary founders Bill Hewlett and Dave Packard realized they couldn’t let such an amazing hiring opportunity pass them by. When asked how they could afford to add workers through a downturn, their answer was simple: “How could we afford not to?”  Years later, when asked about the biggest contributor to HP’s success over the years, they routinely cited their willingness to bring in the right people no matter the external economic climate. My firm, Egon Zehnder, has a similar story. In the early 2000s, after the dot-com bubble burst, the outlook for our industry — executive search — was bleak. The talent war seemed finished, billings plummeted and our profit margins shrank. Then came the September 11, 2001, attacks, followed by fully-fledged economic crises in the U.S. and Europe, the SARS scare in Asia, and war, with all its attendant uncertainties, first in Afghanistan, then in Iraq. A natural reaction would have been to obey the short-term signals and retrench and, indeed, that’s what most of our competitors did, dismissing up to 50% of their staffs. But we barely downsized. We continued to hire outstanding consultants and elected every single candidate who came up for partner during that period. When the market recovered, we were therefore poised to seize the opportunity. Having started the downturn at about half the size of our largest competitor, we were nearly equal by its end, growing 150% over six years, doubling our billings per consultant, and significantly boosting our profits. While other firms suffered significant financial losses, we never lost a cent. Fast forward to the next global financial crisis. I was a speaker at 2008’s Fortune 500 CEO conference and listened with interest as BCG presented the findings of a study conducted in partnership with with the European Association for People Management. They asked 3,400 executives in more than 30 countries, including 90 senior human resources leaders,  what their response to the looming recession would be and the frequent answer was “scale back recruiting.” At the same time, survey participants acknowledged that one of the three most effective responses to the previous crisis, and the one deemed to have the most positive impact on employee commitment (out of a list of 22), had been the selective hiring of high-performers from competitors. BCG’s advice was therefor similar to that of the HBS professors. Then, as today, leaders, and especially CEOs and their boards, must remember the lessons of Janus. While the present crisis may seem overwhelming, it is those who stay calm, remember the past and plan for the future who will triumph.

12 декабря 2016, 17:17

Agilent (A) and Transcriptic Partner on Biology Automation

Agilent Technologies, Inc. (A) has significantly expanded its product portfolio with its focus on continued innovation and collaborations with growing companies.

12 ноября 2013, 16:01

Советские корни процессора Intel Pentium

Мало кто знает, но у истоков создания самого известного в мире процессора Intel Pentium были и советские специалисты и инженеры. В свое время СССР добился достаточно серьезных достижений в создании компьютерной техники. Примером этому может служить серия советских суперкомпьютеров «Эльбрус», которые были созданы в Институте точной механики и вычислительной техники (ИТМиВТ) в 1970-1990-х годах прошлого века, это же название носит серия микропроцессоров и систем, созданных на их основе и выпускаемых сегодня ЗАО МЦСТ (Московский центр SPARC-технологий). История компании «Эльбрус МСЦТ» началась в 1992 году, когда Бабаян со своими коллегами и при участии Дэвида Дицеля, в то время работавшего в компании Sun Microsystems, организовали «Московский центр SPARC-технологий». Позднее при участии Бабаяна были созданы еще несколько компаний: «Эльбрус 2000″, «Эльбрус Интернейшнл», которые и образуют «Эльбрус МЦСТ». Компания работала как по заказам зарубежных компаний: Sun, Transmeta (именно в эту компанию перебрался со временем Дэвид Дицель), а также выполняла работы по заказам правительства России. Прежде всего, это используемые в российской армии вычислительные комплексы «Эльбрус 90-микро» на базе собственных процессоров серии МЦСТ R. За их создание Бабаян и его коллеги в своё время получили государственные награды. Однако история самого »Эльбруса»куда длиннее. Первый компьютер с таким названием был создан еще в 1978 году в ИТМиВТ им. С.А. Лебедева АН СССР под руководством Б.С. Бурцева и при участии Бориса Бабаяна, который был одним из заместителей главного конструктора. Основными заказчиками компьютеров «Эльбрус»были, конечно, военные. Первый компьютер «Эльбрус» обладал модульной архитектурой и мог включать в себя от 1 до 10 процессоров на базе схем средней интеграции. Быстродействие данной машины достигало 15 миллионов операций в секунду. Объем оперативной памяти, которая была общей для всех 10 процессоров, составлял до 2 в 20 степени машинных слов или, если применять принятые сейчас обозначения, 64 Мб. Однако самым интересным в «Эльбрусе-1» была именно его архитектура. Созданный в СССР суперкомпьютер стал первой в мире коммерческой ЭВМ, которая применяла суперскалярную архитектуру. Ее массовое применение за рубежом началось только в 90-х годах прошлого века с появлением на рынке доступных процессоров Intel Pentium. Как выяснилось позднее, подобные разработки существовали и до «Эльбруса» в корпорации IBM, однако работы эти были закрытыми и так и не привели к созданию коммерческого продукта. Правда, в ряде публикаций появлялись сведения, что при проектировании «Эльбруса» в основу были положены разработки зарубежных фирм. Однако участники создания советского суперкомпьютера с такой позицией не согласны. В одном из интервью В.С. Бурцев, главный конструктор «Эльбруса», отметил, что при создании компьютера конструкторы старались использовать передовой опыт как отечественных, так и зарубежных разработчиков. И на архитектуру «Эльбрусов» оказали влияние не только компьютеры фирмы Burroughs, но и разработки таких фирм, как Hewlett-Packard, а также опыт создателей БЭСМ-6. При этом немалая часть разработок была оригинальной, к ним относится и суперскалярная архитектура. Кроме этого для организации передачи потоков данных между периферийными устройствами и оперативной памятью в компьютере могли применяться специальные процессоры ввода-вывода. Таких процессоров в составе системы могло быть до 4-х штук, они работали параллельно с центральным процессором и обладали своей собственной памятью. Следующим этапом работ явилось создание компьютера «Эльбрус-2». Эти ЭВМ отправились в серийное производство в 1985 году. По своей внутренней архитектуре они не сильно отличались от «Эльбрус-1», но применяли новую элементную базу, что позволило увеличить максимальную производительность до 125 млн. операций в секунду. Объем оперативной памяти компьютера увеличился до 16 млн. 72-разрядных слов или 144 Мб. Максимальная пропускная способность каналов ввода-вывода «Эльбруса-2» составляла 120 Мбайт/с. [Читать далее] Данные компьютеры активно применялись в СССР в областях, которые требовали большого количества вычислений, в первую очередь в оборонной отрасли. ЭВМ «Эльбрус-2» эксплуатировались в ядерных исследовательских центрах в Челябинске-70 и в Арзамасе-16 в ЦУПе, наконец, именно этот комплекс, начиная с 1991 года, применялся в системе ПРО А-135, а также на других военных объектах страны. Помимо двух перечисленных выше компьютеров, также выпускался ЭВМ общего назначения «Эльбрус 1-КБ», создание данного компьютера было окончено в 1988 году. До 1992 года было произведено 60 таких ЭВМ. Они были основаны на технологиях «Эльбруса-2» и применялись для замены устаревших машин БЭСМ-6. При этом между «Эльбрус 1-КБ» и БЭСМ-6 существовала полная обратная программная совместимость, которая была дополнена новыми режимами работы с увеличенной разрядностью чисел и адресов. Создание компьютеров «Эльбрус» было по достоинству оценено руководством Советского Союза. За разработку «Эльбруса-1» многие инженеры были награждены орденами и медалями. Борис Бабаян был награжден Орденом Октябрьской революции, его коллега В.В. Бардиж – орденом Ленина. За разработку «Эльбруса-2» Бабаян с рядом своих коллег был удостоен Ленинской премии, а генеральный конструктор В.С. Бурцев и ряд других специалистов – Государственной премии. После завершения работ над ЭВМ «Эльбрус-2» в ИТМиВТ взялись за разработку ЭВМ на базе принципиально новой процессорной архитектуры. Проект, который был назван достаточно просто – «Эльбрус-3», также значительно опередил аналогичные разработки на Западе. В «Эльбрусе-3» впервые был реализован подход, который Борис Бабаян называет «постсуперскалярным». Именно такой архитектурой в будущем обладали процессоры Intel Itanium, а также чипы компании Transmeta. Стоит отметить, что в СССР работы над данной технологией были начаты в 1986 году, а Intel, Transmeta и HP приступили к реализации работ в этом направлении лишь в середине 1990-х годов. К сожалению, «Эльбрус-3» так никогда и не был запущен в серийное производство. Его единственный работающий экземпляр был построен в 1994 году, но в это время он был никому не нужен. Логическим продолжением работ над данным компьютером стало появление процессора «Эльбрус-2000», известного также как E2K. По словам Бориса Арташесовича Бабаяна, главного архитектора суперкомпьютеров линии Эльбрус, суперскалярная архитектура была изобретена в России: «В 1978-ом году мы сделали первую суперскалярную машину, Эльбрус-1. Сейчас на Западе делают суперскаляры только такой архитектуры. Первый суперскаляр на Западе появился в 92-ом году, наш в 78-ом. Причем тот вариант суперскаляра, который сделали мы, аналогичен Pentium Pro, который Intel сделал в 95-ом году«. Подтверждают историческое первенство Эльбрус и в Америке. В той же статье из Microprocessor Report Кит Дифендорфф, разработчик Motorola 88110, одного из первых западных суперскалярных процессоров, пишет: «В 1978 году, почти на 15 лет раньше, чем появились первые западные суперскалярные процессоры, в Эльбрус-1 использовался процессор, с выдачей двух команд за один такт, изменением порядка исполнения команд, переименованием регистров и исполнением по предположению«. В 1991г в Эльбрус (тогда еще ИТМиВТ) побывал г-н Розенбладт (Peter Rosenbladt) из фирмы Hewlett-Packard, и получил исчерпывающую документацию на Эльбрус-3. Позже выяснилось, что именно тогда HP начала проект, приведший к совместной с Intel разработке EPIC-процессора Merced. Его архитектура очень схожа с Эльбрус-3, а отличия в основном связаны с упрощениями сделанными в микропроцессоре от Intel. По словам Б.А. Бабаяна, Петер Розенбладт предлагал сотрудничество с HP. Но Бабаян выбрал Sun (первая встреча с руководством Sun состоялась еще в 1989г). И в 1991г с Sun был заключен контракт. От официальных представителей Sun известно, что Эльбрус принимал участие в разработке микропроцессора UltraSPARC, оптимизирующих компиляторов, операционных систем (в том числе Solaris), инструментария Java, библиотек мультимедиа. Первоначально проект E2k финансировался фирмой Sun. Сейчас проект полностью независим, вся интеллектуальная собственность на него принадлежит Эльбрус и защищена примерно 70-ю патентами США. Б.А. Бабаян поясняет «Если бы мы и дальше работали с Sun в этой области, то все принадлежало бы Sun. Хотя 90% работы было выполнено еще до появления Sun«. В Sun с 1992 по 1995 Эльбрус работал вместе с известным микропроцессорным архитектором Дэйвом Дитцелом. Как рассказывает Б.А. Бабаян, «Потом Дэйв образовал собственную фирму — Transmeta и начал работать над машиной, очень похожей на нашу. Мы по-прежнему поддерживаем с Дитцелом тесные контакты. Да и он очень хочет с нами сотрудничать«. Про будущий продукт Transmeta пока известно мало. Известно, что это VLIW/EPIC микропроцессор с низким энергопотреблением, двоичная совместимость с x86 обеспечивается динамической трансляцией объектного кода. Е2К против Itanium 64-битный процессор Intel Itanium не оправдал надежд и на бумаге сильно уступал «Эльбрус-2000». С 1994 по 1998 годы о работе команды Бориса Бабаяна ничего не было слышно — русские готовили сенсацию. В 1998 году без особой шумихи Бабаян и Ко (порядка 400 сотрудников) переименовались в компанию «Эльбрус». Тем временем зарубежные конкуренты не спали. В 1989 году Intel и Hewlett-Packard объединили свои силы для создания процессора нового поколения — Itanium (кодовое имя — Merced). Itanium должен был вобрать в себя все самые современные наработки и стать венцом процессоростроения. Многие ожидали, что новый процессор будет доминировать на рынке серверов, рабочих станций и, возможно, настольных компьютеров, вытеснив все остальные. Проектная частота Merced равнялась 800 МГц, уровень тепловыделения — 60 Вт, а объем кэш-памяти третьего уровня — от 2 до 4 Мбайт. При этом процессор должен был стать 64-битным. Совершенно реальный процессор R500 от МЦСТ был блеклым отголоском многообещающего «Эльбрус-2000». День Х настал 25 февраля 1999 года, когда на конференции Microprocessor Forum к трибуне поднялся лично Борис Бабаян и громко заявил, что его компания разработала микропроцессор «Эльбрус-2000» (Е2К), сильно опережающий хваленый Merced по всем характеристикам. Вся компьютерная общественность застыла в ожидании. Вместо запланированных двух часов Бабаян выступал четыре часа. Прозвучали ответы на вопросы относительно конкуренции со стороны западных компаний и перспектив выхода на рынок микропроцессора и компьютеров на его основе. В какой-то момент Борис Бабаян шокировал публику, заявив, что сумма для выпуска пробной партии процессоров «Эльбрус-2000» нужно $60 млн. Такая цифра отпугнула всех потенциальных инвесторов. Еще бы, ведь все обещания Бабаяна были чистой теорией — никаких инженерных сэмплов и прототипов показано не было. Легенда компьютерного мира Гордон Бэлл (Gordon Bell), который, работая в DEC, создавал компьютеры линий PDP и VAX, а сейчас возглавляет исследовательское подразделение Microsoft (Telepresence Research Group), популяризирует проект Эльбрус E2k на международных конференциях. Его лекция с названием «Следующее десятилетие супервычислений» (The Next Ten Years in Supercomputing) 26 мая 1999 г открывала Международный Симпозиум по Высокопроизводительным Вычислениям (International Symposium on High Performance Computing) в Японии, а 10 июня — четырнадцатую Манхеймовскую Конференцию по Суперкомпьютерам (Mannheim Supercomputer Conference) в Германии. Оба раза доктор Бэлл часть лекции посвятил рассказу о E2k. В слайде под названием «Russian Elbrus E2K» он приводит таблицу, где оценивает E2k и Merced. Причем сравнение свидетельствует явно не в пользу детища Intel. Ниже приведена таблица из доклада Гордона Бэлла.  Гордон Бэлл (www.research.microsoft.com/users/gbell/bio.htm) является не только высокопоставленным сотрудником Microsoft, но и влиятельным в компьютерном мире консультантом и предпринимателем. Он создал несколько частных фирм, занимающихся разработкой перспективных технологий. Заявленные характеристики, меж тем, впечатляли. Компания «Эльбрус» обещала процессор с частотой 1,2 ГГц, производительность которого равнялась 8,9 млрд операций в секунду. Кроме того, разработчики рассчитали, что Е2К должен втрое превзойти Merced в тестах SPECint95/fp95. При этом площадь кристалла составляла всего 126 мм2 при тепловыделении 35 Вт, тогда как Merced занимал 300 мм2, а тепловыделение у него было 60 Вт. У российской компании имелись большие планы по серийному производству данного процессора, который должен был пойти в серию одновременно или даже еще раньше, чем Itanium. Но из-за отсутствия необходимого объема инвестиций, все данные планы не были реализованы и так и остались на бумаге. Российский след в процессорах компании Intel Владимир Пентковский – является выдающимся российско-американским ученым, доктором технических наук, который окончил факультет ФРТК МФТИ. Он принимал непосредственное участие в разработке процессоров Pentium III, Core 2 Duo, HAL9000, Matrix, является разработчиком высокоуровневого языка программирования Эль-76, который использовался в компьютерах «Эльбрус». С 1970 года он работал в Институте точной механики и вычислительной техники, где успел принять участие в создании суперкомпьютеров «Эльбрус-1» и «Эльбрус-2». В 1986 году Пентковский возглавил работы по созданию 32-разрядного процессора Эль-90 для «Эльбруса-3». К 1987 году работы над созданием архитектуры нового микропроцессора были закончены, в 1990 году были выпущены первые его прототипы. В 1991 году он приступил к работам над разработкой Эль-91С, взяв за основу предыдущую версию процессора, однако финансирование данного проект было остановлено из-за развала страны. Естественно, специалист такого уровня не мог пропасть. В 1989 году Владимир Пентковский уже ездил в США в исследовательский центр компании Intel в рамках программы по обмену опытом. С 1993 года он начинает работать в компании Intel, став одним из ведущих ее инженеров, разработка знаменитых процессоров Pentium происходила при его непосредственном участии. Презентация процессора Pentium состоялась 22 марта 1993 года, примерно через несколько месяцев начали появляться первые компьютеры, построенные на их основе. Владимир Пентковский является одним из авторов векторного (SIMD) расширения команд SSE, которое впервые было использовано в процессорах Pentium-III. Является автором более чем 50 различных патентов, многие из которых до сих пор используются в современных процессорах. В процессорах Intel Владимир Пентковский воплощал на практике знания, которые им были получены в России, многое он додумывал уже непосредственно во время разработки моделей. В 1995 году американская компания представила более совершенный продукт Pentium Pro, который по своим характеристикам напоминал процессор Эль-90. Главным архитектором данного процессора считается именно Владимир Пентковский. В настоящее время Пентковский продолжает работать в компании Intel. Так что процессор, на котором, возможно, работает ваш персональный компьютер или ноутбук вполне может иметь российские корни и мог бы быть даже произведен в нашей стране, если бы не печально известные события 1991 года и их последствия. «Эльбрус» жив Хотя СССР развалился, бренд «Эльбрус» все еще жив. Процессоры и готовые решения на их базе сегодня продвигает на рынке компания МЦСТ. На сегодняшний день компьютеры компании МЦСТ в основном предназначены для: военных ведомств России, стран СНГ и БРИК; индустрии гражданского производства; РЛС гражданского назначения (наземного, морского и воздушного транспорта). Для бизнеса и гражданских лиц, которым необходимы особо надежные и защищенные компьютеры. Компьютеры компании обладают различным конструкторским исполнением, разным классом защиты в зависимости от требований. Все они обладают поддержкой или возможностью работы с GPS и ГЛОНАСС в зависимости от потребностей покупателя устройства. В настоящее время компания продвигает на рынке 2 своих основных микропроцессора и устройства на их базе. Первый из них – это Эльбрус-2С+, который является первым гибридным высокопроизводительным процессором компании МЦСТ. Процессор содержит в себе два ядра архитектуры Эльбрус и четыре ядра цифровых сигнальных процессоров (DSP) компании Элвис. Основной сферой его использования являются системы цифровой интеллектуальной обработки сигнала, к которым относят анализаторы изображений, радары и другие подобные устройства. Вторым продуктом является микропроцессор МЦСТ R1000 (проектное название МЦСТ-4R) – четырехядерная модель, построенная на кристалле с 64-битной архитектурой SPARC v.9. Процессор работает на частоте 1 ГГц при технологических нормах выпуска 90 нм. Каждое из его ядер в состоянии декодировать и отправлять на выполнение до 2-х команд за такт. Процессор поддерживает дополнительные инструкции для выполнения упакованных и комбинированных операций, а также векторные расширения VIS1 и VIS2. В декабре 2012 года были выпущены первые российские процессоры, которые вошли в пробную партию моноблоков Kraftway. Процессоры в данных моноблоках называются «Эльбрус», ну такое, чисто российское название. Об этом рассказывал изданию CNews генеральный директор предприятия МЦСТ, которое разрабатывает процессоры, Александр Ким. О планах по выпуску таких персональных компьютеров, с российскими процессорами, было известно еще в июле 2012 года. Тогда рассказывали на предприятиях МЦСТ и Kraftway о том, что за основу планировалось взять уже полностью готовый моноблок Kraftway Studio, который содержит сенсорный дисплей и собирались его оснастить малогабаритной материнской платой, которая называется «Монокуб», которая является разработкой предприятия МЦСТ и содержит встроенный процессор «Эльбрус-2С+». Данный процессор два ядра, которые построены на базе архитектуры «Эльбрус» и имеют частоту 500 МГц, а также содержит 4 DSP-ядра, разработанные НЦП «Элвис», которые обладают производительностью в 28 ГФлопс.  По словами генерального директора, Александра Кима, объем первой такой серийной партии, таких персональных компьютеров, составит 50 штук. А сами модули, предприятие МЦСТ заказало в производственной компании «Альтоника», что находится в Зеленограде. Также генеральный директор сообщает о том, что будут производиться испытание данных модулей, на протяжении 1-2 месяцев, для того, чтобы выявить их качество производства. Если испытания данных модулей пройдет успешно, то предприятия МЦСТ, планирует сделать свой следующий заказ, на производство материнских плат, с процессорами «Эльбрус», в размере 1000. Александр Ким утверждает, что интерес к данным компьютерам идет большой и данная партия в 1000 устройств, должна разойтись довольно быстро. Интерес, к компьютерам российского производства, с российскими процессорами, проявляют в основном организации оборонного сектора. Какие именно организации, генеральный директор предприятия МЦСТ, не сообщает. Также хочется отметить то, что процессоры «Эльбрус» ранее никогда не использовались в компьютерах для обычных пользователей. Основным рынком продаж, данных процессоры, как говорилось ранее, являлся сектор оборонного плана. Они поставляют данным секторам, так называемые индустриальные вычислительные системы. Данные системы хорошо используются в противовоздушной обороне. Также у предприятия МЦСТ имеется в наличии защищенный ноутбук, который может быть использован в «жестких» условиях. В компании МЦСТ сообщается, что совместно с компанией Kraftway, производство таких компьютеров, хотят продемонстрировать и для обычных граждан.   Источники информации:old.computerra.ru/hitech/34475 koshcheev.ru/2012/08/27/int… cnews.ru/news/top/index.sht… sdelanounas.ru/blogs/9078 mcst.ru , http://pressdev.ru/pervyj-rossijskij-processor-vyshel-v-proizvodstvo-foto/ , http://www.isramir.com/content/view/5234/95/  Вот кто не помнит, почитайте Советская история тетрисаили например «Сетунь» — единственный серийный троичный компьютер. А может кто то не знает, как складывалась История манипулятора типа МЫШЬ ?

23 августа 2012, 07:15

Рентабельность и эффективность бизнеса в США

Сегодня отчитался Hewlett Packard, а это означает, что сезон отчетов для крупных компаний закончен. Разумеется, всем интересно узнать, какие результаты компаний в этом квартале? За основу я возьму индекс Dow Jonse 30.Начну с рентабельности собственного капитала. В принципе, сам по себе бизнес теряет всякий смысл, если рентабельность капитала на долгосрочном периоде падает ниже ставок по банковским депозитам или по высоконадежным облигациям. Если бизнес генерирует меньше прибыли, чем депозиты, то его нужно закрывать. Иначе это бессмыслица и пустая трата времени и сил.Какое наилучшее соотношение? Зависит от отрасли, сектора. Обычно средние ставки по 10 летним трежерис + 10%. В данном случае 10% - это премия за риск и труды. Бизнес очень тяжелая работа, связанная со значительными рисками, в отличие от депозитов, где положил и ничего не делаешь.Для Доу 30 (без учета банков) рентабельность капитала снижается 3 квартал подряд и сейчас на достаточно низком уровне по историческим меркам – примерно уровни 2001-2002 годов. Однако, с коррекцией на ставки по 10 летним трежерис выходит более ли менее прилично, т.е. уровни 2005-2006. Разница есть. Видно, что красная линия нигде не задерживалась ниже 10%, т.е. бизнес имел смысл, даже в кризис.Вывод такой. Сам по себе бизнес в США стал значительно менее эффективным по сравнению с докризисным периодом. В действительности, сейчас кризисные уровни. Но учитывая, что финансовые инструменты приносят нулевую или близкую к нулю доходность, то даже 17-18% рентабельности можно считать приличным уровнем.Но это лучшие из лучших. Для среднего и малого бизнеса все несколько хуже.Продолжение понятное дело следует… ))