Threads is rolling out its hashtags without the hash symbol

Threads is rolling out its hashtags without the hash symbol globally thinkitnow.in

Meta’s social network Threads got a major update Thursday as the company started rolling out tags (without the hash symbol) on the platform. Users will be able to tag only one topic per post to avoid tag spam.

The company began testing the tag feature in Australia last month, and it is now rolling out tags worldwide.

Unlike hashtags, people can use a phrase with space in it along with special characters. Users can click on a tag in a post to open all the posts in the search view.

You can simply type the tag in the search bar to look at all posts with that tag. However, you might see some posts with that phrase not using tags as well. You can still create a hashtag if you want but you will have to manually add hashtags to the post in the composer.

In a post, Instagram head Adam Mosseri said that the company hopes that this design will lead to less engagement hacking.

Notably, the Threads app doesn’t have a trending section yet. But when you tap on the tag button, you might see some popular tags that you can easily add.

You can report a topic if you find it insensitive — reporting categories include spam, bullying or harassment, scam or fraud, eating disorders, and hate speech and symbols. Some users said that they received warnings about some tags being sensitive because they were reported before. It’s not clear what is the threshold for when Threads turns on the pop-up for sensitive tags.

As my colleague Sarah Perez noted in her story last month, there is also a problem with similar hashtags being populated. With one tag per post limit, your post might not reach the audience searching for another tag. For instance, right now there are multiple tags for NBA including NBAThread, NBA THreads, and NBA.

Last month, Threads expanded its search feature to “all languages” in all countries where the app is available. The company is also reportedly set to launch Threads in the EU in compliance with the region’s regulation.

Earlier this month, app analytics firm Apptopia said that Threads’ daily downloads recovered from a dip in the last few months.

SAP strategy: Why customers need an innovation plan thinkitnow.in

SAP strategy: Why customers need an innovation plan thinkitnow.in

At the UK and Ireland SAP User Group’s (UKISUG) annual Connect conference in Birmingham last month, SAP tried to rebuild trust after the furore over its Rise strategy.

SAP recently changed its plans regarding how its S/4Hana ERP customers receive new functionality. Such updates were previously included as part of the company’s annual software maintenance fee, whereby customers would receive bug fixes and additional functionality that had been developed for the product.

However, in a prepared speech for the company’s second-quarter filing, SAP CEO Christian Klein revealed changes in how the company would deliver innovation going forward. Essentially, new innovations like generative AI and sustainability now appear to be restricted to those customers who run SAP Rise, the company’s cloud version of S/4Hana.

“SAP’s newest innovations and capabilities will only be delivered in SAP public cloud and SAP private cloud using Rise with SAP as the enabler. This is how we will deliver these innovations with speed, agility, quality and efficiency,” said Klein.

The company’s new UK and Ireland head, Ryan Poggi, spoke to Connect 2023 delegates about the “elephant in the room”, concerning SAP’s cloud-first innovation strategy. In effect, SAP needs to ensure that its customers who are not on Rise are not being left behind.

Speaking to Computer Weekly during the Connect 2023 conference, Paul Cooper, chair of UKISUG, discussed viewing SAP’s change in strategy through an investor’s lens. He said it shows SAP’s intentions to move its customers to recurring software subscription licensing, a model pioneered by rivals like Salesfoce.

However, Cooper said this view had to be contrasted against the power of SAP’s customers, who are passionate about SAP. At the user group event, customers were networking and collaborating and sharing their experiences of SAP deployment. “Perhaps SAP needs to bring an investor to see this,” he added.

Less predictability, less innovation

According to the user group, SAP is losing the trust of its customers.

Conor Riordan, vice-chair of UKISUG, said: “For a lot of customers, trust is about trying to navigate their own internal business plans over the next two, three, four years, knowing they have the predictability of SAP.”

However, SAP’s new Rise strategy appears to leave customers with less predictability, in terms of whether they will obtain innovation as part of their annual software maintenance fee. As an example he said: “You don’t know if you want to make an investment decision on sustainability.”

Of course, there are opportunities for third-party developers to build functionality that mirrors the innovations that are only available to Rise customers, but this adds complexity and leads to uncertainty.

SAP’s cloud-first innovation strategy also raises the question of exactly what customers receive when they fork out 22% of the original contract value for SAP software maintenance. This is something third-party software maintenance companies like Rimini Street have been quick to capitalise on.

According to Scott Hays, senior director for portfolio marketing at Rimini Street, SAP offers two main cloud products: Business Technology Platform, a hosted platform that enables its customers to customise their S/4Hana ERP deployments; and Rise, which appears to be positioned as multi-tenanted version of S/4Hana software as a service (SaaS) targeting smaller organisations that do not require customisation.

Customers that do not want to buy into the Rise option still need to pay an annual software maintenance fee. “You’re paying 22% on maintenance, and it’s not just break-fix; it’s actually innovation. You’re paying for a year’s worth of innovation,” said Hays.

Many of SAP’s larger customers run the software on-premise or in a hosted public cloud environment. For instance, during the Connect 2023 conference, pharmaceutical giant AstraZeneca discussed its long-term relationship with SAP and its Axial strategy, which involves consolidating several SAP systems onto S/4Hana.

Russell Smith, vice-president of ERP transformation technology at AstraZeneca, said: “We are not a Rise customer. For regulated industries, SAP is not ready for us yet.”

Luiz Mariotto, group vice-president of SAP product management at Rimini Street, said: “More than 90% of our clients are still running on-premise SAP. Half of them are running on ECC [Enterprise Core Components], which SAP will continue to support until 2027, or possibly 2030. The other half are running S/4Hana.” These, he said, are SAP’s loyal customers which have adopted the latest SAP ERP system. “They trusted SAP and made investments to move to S/4Hana.”

Given that only SAP customers on Rise will have the ability to get its latest value-added features such as generative AI and sustainability, organisations running S/4Hana on-premise or in a non-SAP public cloud will miss out.

Mariotto pointed out that the hyperscalers have all partnered with SAP, offering large enterprises a way to run their own instance of S/4Hana on public cloud infrastructure. This, he said, is the route many of SAP’s largest customers have taken. “This has been what many big SAP customers have been doing over the past five years. They invested a lot in customising the S4/Hana system.”

But running S/4Hana on a non-SAP public cloud means customers will not be able to buy the innovations SAP is offering to Rise customers. According to Mariotti, those businesses that bought into S/4Hana and deployed either on-premise or in a hyperscaler’s public cloud were reassured they would get the support they needed. But SAP’s latest move means they will not be getting the innovation they have previously been accustomed to.

Going back to the original premise that SAP’s product strategy appears to be focused on delivering shareholder value at the expense of customers, UKISUG’s Cooper noted that the flexibility of a SaaS model like Rise is that it allows for scaling down as well as up. “If SAP has made you a better business and more agile, you may need less people, or the business may divest,” he said.

Cooper said SAP needs to offer flexibility as well as a software licensing model that meets the evolving needs of its customers while it tries to continue to hit the quarterly targets that investors are expecting. “Clearly, there’s always going to be tension,” he added.

India's top VCs face fresh obstacles as startup investment plummets

India’s top VCs face fresh obstacles as startup investment plummets thinkitnow.in

High-flying venture investors in India managing hundreds of millions of dollars are tempering expectations, making early-stage startup bets that in best-case scenarios they hope will return 3 to 5 times invested capital.

Several leading India investors including Peak XV Partners, Elevation Capital, Lightspeed, Nexus and Accel have raised $500 million-plus in the past two years, emboldened by earlier home runs and vast market potential.

However, the prevailing mood has shifted this year. Investors increasingly caution they struggle to spot truly fund-returning prospects — the latest headache confronting the world’s most populous nation. (A VC with a recently raised fund below $250 million asserted that investment firms wielding $500 million or more in capital reserves face greater difficulty deploying those assets profitably.)

VC firms generally make between 20 to 30 investments per fund, betting on a select few startups that can potentially generate outsized returns to compensate for other losses. These firms aim to have 2-3 of their portfolio companies drive the majority of a fund’s capital gains. This strategy of pursuing high-risk, high-reward deals is especially common among early-stage investors who allocate most of their fund capital into young startups in hopes of getting in early on the next big thing.

The glut of capital has led India investors to turn abnormally cautious and choosy, founders and investors said. Firms are scrutinizing deals at Series A and B stages for up to 6 months now, said an investment banker, when such deals once took far less diligence. India’s sovereign fund has been evaluating an investment in agritech startup WayCool for more than six months at this point, according to two people familiar with the matter. Gaming startup Loco has also held talks with investors to raise about $80 million, but more than six months later no deal has materialized.

Bessemer Venture Partners’ India team has inked just one new net deal this year, according to people familiar with the matter. One investor remarked that Bessemer is taking months and months in due diligence and maintaining a high level of skepticism.

Anant Vidur Puri, a partner at Bessemer Venture Partner, confirmed the firm has only done one net new investment in India this year, saying the fund is “roadmap focused” that looks to build a concentrated portfolio of high-quality investments and often likes to double down on existing backings.

“We are also stage agnostic so can come in at Seed, Series A, B or C and look to continue to back our investments over stages, consistent with the concentrated portfolio strategy. Some years we do 6-7 new deals and some years we do 0 as well which could depend on when we see attractive and compelling investments in the market, but on an average we don’t do more than a handful of new investments each year,” he told me in a text message.

Mirroring the sluggish investment pace in startup ecosystems globally, Indian startups have secured roughly $7 billion in capital in 2022, indicating a slowdown compared to prior years, according to market intelligence platform Tracxn, down from about $25 billion in 2022 and $37 billion in 2021. In fact, it’s the lowest since 2016. (Only one Indian startup — Zepto — entered the unicorn club this year.)

Top VC markets, by volume of investment in 2023. (Data: Pitchbook and Barclays)

Some investors said they are taking more precautions because of the dwindling value of many of the top Indian startups, something they say has forced them to rebuild their market thesis for India.

Prosus recently slashed the valuation of Byju’s to below $3 billion. (Byju’s, which has raised over $5 billion to date, was valued at $22 billion early last year.) Pharmeasy, once valued at $5.4 billion, recently raised capital at a 90% discount. Vanguard has cut the valuation of ride-hailing giant Ola by more than 60%. Food delivery giant Swiggy, merchant payments platform Pine Labs, and SaaS Gupshup have all also faced write-downs this year. Reliance and Google-backed Dunzo, which has raised more than $500 million, is struggling to make payroll, and BNPL startup ZestMoney, which raised over $130 million, is shutting down.

India-focused investors are also increasingly growing bearish on Southeast Asia. In recent years, firms like Peak XV and Lightspeed expanded into the region, backing many early-stage startups, some of which became big winners.

However, some large investors now harbor apprehensions, saying too much capital chases too few viable Southeast Asia deals, inflating valuations and diminishing potential returns. (In a recent interview, Peak XV said it remains very bullish on Southeast Asia.)

Investors also question whether they have overestimated India’s SaaS opportunity. “Everyone underwrote product risk, companies were able to build products. No one has been able to sell/scale revenue beyond a meaningful point,” a U.S.-based early-stage India investor said, adding that very few companies have been able to break into American networks to sell to U.S. companies.

Dev Khare of Lightspeed Venture Partners India said there have been fewer than 100 transactions for Indian enterprise software startups across seed through growth in 2023. The market remains very focused on seed transactions, and the Series A round is the “chokepoint.”

“Hundreds of seeds done in India in 2021/2022 are finding it hard to break into enterprise budgets given contraction in budgets and/or many are me-too’s/light features,” he wrote.

Battery swapping: Great for EV fleets, but can it work

Battery swapping: Great for EV fleets, but can it work for consumers? thinkitnow.in

Battery swapping for electric vehicles might be a little like communism: good in theory, but so far the only place that it has really caught on is China.

Unlike communism, though, battery swapping could usher in freedom for a wide range of people, allowing them to participate in the EV transition in ways that traditional built-in batteries do not. This is why the battery-swapping model keeps being revisited.

Ample is the latest example. The company announced Thursday it has partnered with Stellantis to roll out its battery-swapping technology in the automaker’s Fiat 500e city car. The two companies will start the first phase in Madrid, where 100 cars in Stellantis’ Free2move car-sharing service will be retrofitted to accept Ample’s modular batteries.

Ample has been able to refine its stations to the point where a swap takes only five minutes, about what it takes to fill up a fossil fuel vehicle. For car owners, the speed at which battery swapping can happen makes the switch to EVs that much easier. For Ample, swapping allows batteries to be recharged more slowly than fast charging, reducing electricity costs and improving the longevity of the cells.

Fleets are an obvious testbed, allowing fleet owners to maximize the uptime of their costly assets. That’s why Ample has targeted fleets first, from car- and ride-sharing customers to trucking companies. But the startup and Stellantis are exploring what battery swapping for private owners might look like.

Google's best Gemini demo was faked thinkitnow.in

Google’s best Gemini demo was faked thinkitnow.in

Google’s new Gemini AI model is getting a mixed reception after its big debut yesterday, but users may have less confidence in the company’s tech or integrity after finding out that the most impressive demo of Gemini was pretty much faked.

A video called “Hands-on with Gemini: Interacting with multimodal AI” hit a million views over the last day, and it’s not hard to see why. The impressive demo “highlights some of our favorite interactions with Gemini,” showing how the multimodal model (that is, it understands and mixes language and visual understanding) can be flexible and responsive to a variety of inputs.

To begin with, it narrates an evolving sketch of a duck from a squiggle to a completed drawing, which it says is an unrealistic color, then evinces surprise (“What the quack!”) when seeing a toy blue duck. It then responds to various voice queries about that toy, then the demo moves on to other show-off moves, like tracking a ball in a cup-switching game, recognizing shadow puppet gestures, reordering sketches of planets, and so on.

It’s all very responsive, too, though the video does caution that “latency has been reduced and Gemini outputs have been shortened.” So they skip a hesitation here and an overlong answer there, got it. All in all it was a pretty mind-blowing show of force in the domain of multimodal understanding. My own skepticism that Google could ship a contender took a hit when I watched the hands-on.

Just one problem: the video isn’t real. “We created the demo by capturing footage in order to test Gemini’s capabilities on a wide range of challenges. Then we prompted Gemini using still image frames from the footage, and prompting via text.” (Parmy Olsen at Bloomberg was the first to report the discrepancy.)

So although it might kind of do the things Google shows in the video, it didn’t, and maybe couldn’t, do them live and in the way they implied. In actuality, it was a series of carefully tuned text prompts with still images, clearly selected and shortened to misrepresent what the interaction is actually like. You can see some of the actual prompts and responses in a related blog post — which, to be fair, is linked in the video description, albeit below the “…more”.

On one hand, Gemini really does appear to have generated the responses shown in the video. And who wants to see some housekeeping commands like telling the model to flush its cache? But viewers are misled about how the speed, accuracy, and fundamental mode of interaction with the model.

For instance, at 2:45 in the video, a hand is shown silently making a series of gestures. Gemini quickly responds “I know what you’re doing! You’re playing Rock, Paper, Scissors!”

Image Credits: Google/YouTube

But the very first thing in the documentation of the capability is how the model does not reason based on seeing individual gestures. It must be shown all three gestures at once and prompted: “What do you think I’m doing? Hint: it’s a game.” It responds, “You’re playing rock, paper, scissors.”

Image Credits: Google

Despite the similarity, these don’t feel like the same interaction. They feel like fundamentally different interactions, one an intuitive, wordless evaluation that captures an abstract idea on the fly, another an engineered and heavily hinted interaction that demonstrates limitations as much as capabilities. Gemini did the latter, not the former. The “interaction” showed in the video didn’t happen.

Later, three sticky notes with doodles of the Sun, Saturn, and Earth are placed on the surface. “Is this the correct order?” Gemini says no, it goes Sun, Earth, Saturn. Correct! But in the actual (again, written) prompt, the question is “Is this the right order? Consider the distance from the sun and explain your reasoning.”

Image Credits: Google

Did Gemini get it right? Or did it get it wrong, and needed a bit of help to produce an answer they could put in a video? Did it even recognize the planets, or did it need help there as well?

In the video, a ball of paper gets swapped around under a cup, which the model instantly and seemingly intuitively detects and tracks. In the post, not only does the activity have to be explained, but the model must be trained (if quickly and using natural language) to perform it. And so on.

These examples may or may not seem trivial to you. After all, recognizing hand gestures as a game so quickly is actually really impressive for a multimodal model! So is making a judgment call on whether a half-finished picture is a duck or not! Although now, since the blog post lacks an explanation for the duck sequence, I’m beginning to doubt the veracity of that interaction as well.

Now, if the video had said at the start, “This is a stylized representation of interactions our researchers tested,” no one would have batted an eye — we kind of expect videos like this to be half factual, half aspirational.

But the video is called “Hands-on with Gemini” and when they say it shows “our favorite interactions,” it is implicit that the interactions we see are those interactions. They were not. Sometimes they were more involved; sometimes they were totally different; sometimes they don’t really appear to have happened at all. We’re not even told what model it is — the Gemini Pro one people can use now, or (more likely) the Ultra version slated for release next year?

Should we have assumed that Google was only giving us a flavor video when they described it the way they did? Perhaps then we should assume all capabilities in Google AI demos are being exaggerated for effect. I write in the headline that this video was “faked.” At first I wasn’t sure if this harsh language was justified (certainly Google doesn’t; a spokesperson asked me to change it). But despite including some real parts, the video simply does not reflect reality. It’s fake.

Google says that the video “shows real outputs from Gemini,” which is true, and that “we made a few edits to the demo (we’ve been upfront and transparent about this),” which isn’t. It isn’t a demo — not really — and the video shows very different interactions from those created to inform it.

Update: In a social media post made after this article was published, Google DeepMind’s VP of Research Oriol Vinyals showed a bit more of how “Gemini was used to create” the video. “The video illustrates what the multimodal user experiences built with Gemini could look like. We made it to inspire developers.” (Emphasis mine.) Interestingly, it shows a pre-prompting sequence that lets Gemini answer the planets question without the Sun hinting (though it does tell Gemini it’s an expert on planets and to consider the sequence of objects pictured).

Perhaps I will eat crow when, next week, the AI Studio with Gemini Pro is made available to experiment with. And Gemini may well develop into a powerful AI platform that genuinely rivals OpenAI and others. But what Google has done here is poison the well. How can anyone trust the company when they claim their model does something now? They were already limping behind the competition. Google may have just shot itself in the other foot.

Keep your business model simple thinkitnow.in

Keep your business model simple thinkitnow.in

 

The perils of premature complexity are huge administrative overhead and technical debt

I’m getting pretty frustrated with startups making things way more complex than they need to be. You wouldn’t believe how often I see pitch decks from companies that have more pricing tiers and business models than their customers would. It’s a terrible idea for several reasons, but in the context of a pitch deck, premature complexity is a huge red flag to investors.

It appears that the allure of complex pricing models and business strategies often proves too tempting to resist. Indeed, who wouldn’t be enticed by the prospect of variable pricing, tiered packages, or the alluringly intricate matrix of options that promise to maximize revenue from every conceivable customer segment? It’s a business school student’s dream.

But with every new idea and pricing tier comes exponential complexity. Customer service, accounting, product development and even the sales process and landing pages all become way more complicated than they need to be.

There is a time and place for complexity, and for early-stage startups, that time is usually not “now.” A growing company that’s introducing complex pricing too early might find itself bogged down in administrative overhead, struggling with sales friction, and potentially deterring potential customers with a convoluted pricing structure.

Backed by Cresta founders, Trove's AI wants to make surveys

Backed by Cresta founders, Trove’s AI wants to make surveys fun again thinkitnow.in

Surveys have become an integral part of many aspects of our lives, but most of them are tedious, leading to ineffective responses and actions. Dinghan Shen and Yuan Xue, two software engineers working in Silicon Valley, recognized an opportunity to leverage the breakthroughs brought by large language models to make surveys more empathetic and engaging.

Around six months ago, Shen and Xue, who had been friends since high school, started Trove AI, a SaaS platform that lets users create conversational surveys powered by GPT-4 and its own fine-tuned models. The idea has received backing already. Zayd Enam and Tim Shi, co-founders of Shen’s former employer Cresta, an a16z-backed unicorn empowering contact center agents with AI, invested an undisclosed amount in the startup’s pre-seed funding.

Launched six weeks ago, Trove’s first version has amassed over 1,000 users who are mostly small and medium-sized businesses from around the world. “Dozens of” them have sent surveys at least twice since. Still free to use, the platform has attracted a wide range of users, including a London-based spa, a K-12 school in Boston, and a travel agency focused on Latin America.

Applying conversation AI to surveys appears to be a low-hanging fruit in this era of ChatGPT frenzy. Enterprise-focused survey giant Qualdrics has adopted AI across its line of customer and employee feedback products. SurveyMonkey, the go-to survey provider for SMBs, is using AI to automate the creation process.

To differentiate, Trove aims to ultimately become a “customer and employee experience management platform” for companies of all sizes, Shen said. The product is essentially experience management around customers, employees, products, and more. Following the recent management saga of OpenAI that briefly disrupted its chatbot service, applications that build on top of ChatGPT, or “wrapper products,” are rethinking their heavy dependence on third-party APIs.

“We are 80% SaaS and 20% AI,” Shen told TechCrunch in an interview. As such, he reckoned Trove offers ample value in addition to its features powered by OpenAI. “We aim to do everything from survey creation, response, analytics, ticket creation to CRM integration… It’s an AI-generated feedback loop.”

CRM integration, specifically, would allow Trove to create highly customized surveys upon which the system can create a ticket automatically and send a personalized follow-up email to thank the customer for giving feedback.

“Fundamentally, we’re rethinking the experience management workflows from scratch in the context of the powerful large language model capabilities today,” said the founder.

Dell EMC: Storage giant shifts gear to cloud operating models

Dell EMC: Storage giant shifts gear to cloud operating models thinkitnow.in

In this storage vendor profile we look at Dell EMC, the infrastructure solutions group of Dell Technologies and the result of the biggest acquisition in tech sector history.

Dell EMC is the biggest player among storage array makers in terms of market share. Most of its products are now the result of EMC coming into the fold after the $67bn acquisition closed in 2016.

When looking at Dell EMC, its origins, its key storage products and its approach to the cloud, containers and consumption models of storage purchasing, what you find is a company – alongside Dell’s client solutions group – that can go to customers with the full IT stack but which also, like other storage players, now offers a comprehensive hybrid cloud strategy, container storage solutions and a cloud operating model across all locations.

Where did Dell EMC come from?

The story of Dell EMC storage is chiefly a tale of two key elements: Dell and EMC. Dell bought enterprise SAN big beast EMC for $67bn in 2016, which also brought in virtualisation pioneer VMware.

Dell was founded in 1984 by Michael Dell while a student in Texas, where he started to sell IBM-compatible PCs. The company made big gains from the early consumer PC market and saw off competitors, but by the early 2000s it started to expand beyond PCs while sales growth slowed.

Dell made its first foray into storage in 2008 when it bought iSCSI SAN player EqualLogic. It also added tiered storage SAN specialist Compellent in 2011.

The company’s big move for EMC was announced in 2015, and closed in 2016.

EMC was founded in 1979 in Massachusetts, originally as a maker of computer memory boards. In the 1980s it expanded into the then new networked storage products market and launched the enterprise SAN Symmetrix in 1990.

As part of the acquisition by Dell, EMC brought a large range of well-developed storage products that included: block storage in the shape of Symmetrix successor VMAX, as well as VNX and Unity; XtremIO high performance flash; Isilon scale-out NAS, and ECS object storage.

How does Dell EMC rank against other storage players?

By the second quarter of 2021, IDC ranked Dell EMC top among the big six storage array makers with market share of 27%. That was quite a long way ahead of HPE (11%), NetApp (10%), Huawei (9%), Hitachi and IBM (both just under 5%), and Pure Storage (4.1%).

Dell was ranked in the 2000 Fortune 500 at 56th – by 2023 parent group Dell Technologies was 34th.

In 1996 Dell revenues were $5.3bn. That increased to around $60bn between 2008 and 2012. After that revenues declined to a low of $51bn in 2016, only to begin recovery following absorption of EMC to stand at $102bn in 2023.

What are Dell EMC’s key storage products?

PowerMax SAN and NAS arrays – formerly EMC’s VMAX – are NVMe flash-equipped products aimed at critical databases, big virtual machine (VM) clusters and mainframes. PowerMax comes in two series, the 2000 and 8000, both 4U and scaling to 1.2PB and 4.5PB respectively with additional capacity possible. PowerMaxOS version 10 added acceleration enabled by Nvidia BlueField DPUs. With that, acceleration of 5x for VMs and 3x for mainframes was possible as it was offloaded to the DPU from the processors.

In the midrange, PowerStore is the successor to the EMC VNX and Unity lines. PowerStore comes in series that run from the 500 to the 9200, with three incremental models between. All hold 90-plus drives in 2U enclosures, with maximum capacity per appliance in the 4.5PB region. Its SAN and NAS arrays that run the latest version (3.6) of PowerStoreOS have automated high availability storage failover to a secondary site, hot swapping of storage nodes, and vVols volumes for VMware VMs via NVMe-over-TCP.

The former EMC Isilon scale-out NAS is now called PowerScale, with F900, F600, F200 and Isilon 800 and 810 models offered. The F900 and F600 are all-NVMe with capacity that can reach 186PB and 60PB raw per cluster, when the maximum 250-plus nodes are deployed. They can also employ QLC and TLC flash for greater storage densities. The flagship F900 is aimed at media and entertainment 8K processing, genomics, algorithmic trading, AI, machine learning and HPC workloads. The F200 uses 2.5” flash drives and can reach 7.7PB in a cluster. The Isilon appliances are all-non-NVMe flash too and can scale to 58PB per cluster.

The former EMC ScaleIO software-defined storage is now PowerFlex. Dell uses it for its hyper-converged infrastructure under the same name, but is also used as the basis for pre-configured full-rack systems and appliances, or in the AWS cloud. Dell’s 4.5 update to PowerFlex includes tighter integration with CloudIQ, the vendor’s AIOps tool to monitor and automate cloud and on-premises infrastructure.

ECS is Dell’s object storage hardware family, which is aimed at unstructured data storage. ECS appliances come as the EX500, EX5000 and EXF900 product lines. Only the latter is all-flash, with the EX500 and 5000 taking SATA HDDs. Capacities range from the low 100s of TB to 7.6PB, 14PB and just under 6PB in 2U, 5U and 2U respectively.

What markets and workloads does Dell EMC target?

Dell EMC storage covers all bases, from the most performance-hungry database and transactional workloads, through AI, HPC and media processing, to all general workloads, including entry level and SME storage. Block, file and object storage, and mainframe use cases can be handled by product families in the Dell EMC range.

How does the cloud fit Dell EMC strategy?

Dell EMC has long had public and private cloud connectivity from its storage hardware. This include Cloud Mobility for PowerMax, which uses Docker containers on the PowerMaxOS, and Cloud Storage for Multi-Cloud, which also allowed high-speed low-latency connections between PowerStore and PowerScale hardware and private and public clouds.

That capability now seems to have been subsumed into the hybrid cloud features of Dell’s Apex consumption model (see below).

What is the Dell EMC container strategy?

Dell EMC made Container Storage Modules (CSMs) generally available in 2021. CSMs are plug-ins that provide Kubernetes storage and data protection management that go beyond basic CSI functionality.

CSI drivers typically help provisioning, deleting, mapping and un-mapping volumes of data. But Dell EMC aims CSM at enterprise customers looking for more in terms of automation and control via a relatively simple user interface.

CSM users can access storage array features to which they normally wouldn’t have access. CSI plug-ins are available for all Dell’s storage hardware products.

What consumption models of purchasing does Dell EMC offer?

Dell EMC’s consumption model of purchasing is Apex, which allows customers to select from block, file and object storage hardware, plus data protection appliances.

But what’s new in 2023 is a heavy focus on the cloud operating model. At Dell Technologies World 2023, the company said it would offer customers the ability to extend the Dell experience to public cloud services (“ground to cloud”), bring the cloud experience to on-premises environments (“cloud to ground”), and provide an “air traffic control layer” to help monitor and manage it.

Apex customers work with Dell EMC to determine a “committed capacity” and “buffer capacity” that is likely to be required in the future. Raw and usable capacity data is measured at component level, daily averages are calculated and a monthly average then derived from that.

Dell also has a partnership with Equinix that offers data colocation in the UK for customers.

Operator of Sellafield nuclear facility denies hacking claims thinkitnow.in

Operator of Sellafield nuclear facility denies hacking claims thinkitnow.in

Sellafield Ltd, the Nuclear Decomissioning Authority (NDA)-backed organisation responsible for winding up the controversial Sellafield facility in Cumbria – the scene of the UK’s worst ever nuclear accident in 1957 – has denied allegations that its IT networks have been comprehensively compromised by both Chinese and Russian threat actors, deploying so-called sleeper malware that lay undetected on its systems for years to conduct espionage.

Earlier this week, the Guardian newspaper published the results of a lengthy investigation in which it accused the organisation’s senior management of having “consistently covered up” the scale of the intrusions, which it is claimed date back to 2015.

The report alleged that the extent of the supposed breach only came to light when workers at other sites found they were able to access Sellafield’s systems remotely and escalated to the Office for Nuclear Regulation (ONR). It said an insider had described Sellafield’s server network as “fundamentally insecure”, and highlighted other concerns including outside contractors using USB memory sticks at the site and an incident in which user credentials were inadvertently filmed and broadcast by a BBC camera crew.

A spokesperson for Sellafield Ltd said: “We have no records or evidence to suggest that Sellafield Ltd networks have been successfully attacked by state-actors in the way described by the Guardian. Our monitoring systems are robust and we have a high degree of confidence that no such malware exists on our system.

“We take cyber security extremely seriously at Sellafield. All of our systems and servers have multiple layers of protection…Critical networks that enable us to operate safely are isolated from our general IT network, meaning an attack on our IT system would not penetrate these,” they added.

However, this is not the first time that evidence of cyber intrusions affecting Sellafield have come to light. In 2021, for example, the Information Commissioner’s Office (ICO) ruled against the organisation over data breach offences, although these related to an employment tribunal and not critical information on the facility, while Private Eye has separately alleged that staff were made to use personal devices to handle sensitive material.

Earlier this year, Computer Weekly reported on how the local authority in which the facility lies, Cumberland Council – until recently Copeland Borough Council – which was hit by the 2017 WannaCry incident, still did not know what data was stolen by the attackers or whether any information on Sellafield was compromised.

A council source revealed that the local authorities held extensive documentation on Sellafield and described the councils as a potential “Achilles heel” for the nuclear site, adding that senior managers “still don’t know” what data may have been compromised. Responding to this, a spokesperson for Sellafield and the Nuclear Decommissioning Authority said there was “no reason to believe” data relating to Sellafield was compromised by the North Korea-backed WannaCry hackers.

Sellafield also remains under special measures from the ONR, which in its most recent annual report said that the organisation had made substantial progress towards improving its cyber resilience, but stopped short of relaxing its oversight. The Guardian claimed that the ONR is now preparing to prosecute some individuals at Sellafield.

Fergal Lyons of Centripetal, a threat intelligence specialist said that, if shown to be accurate, the lapse in security measures at Sellafield represented a “concerning oversight”, adding that it was alarming that this had gone unnoticed, particularly by the ONR, for so long.

“This situation underscores the daunting task of safeguarding any high-value facility under constant siege by assailants globally,” he said. “Addressing these threats requires a deep dive into identifying and understanding these assailants – where they originate and who they are. It is important to note that in over 95% of cyber attacks globally, there existed some form of threat intelligence that, if leveraged effectively, could have mitigated the attack’s devastating impact.

“Conventional cyber security defences are failing on multiple fronts, as is evident in the surge of ransomware attacks and data breaches, signalling the need for an industry-wide re-evaluation of our existing defensive strategies.”

EasyDMARC CEO and co-founder, Gerasim Hovhannisyan, added: “Following confirmation from the ONR that Sellafield is failing to meet its cyber standards, it is clear that authorities at local and national levels simply aren’t prioritising cyber security to the level they should and are potentially underestimating the significant impacts it can have on public safety.

“Secondly, the suggestion that the vulnerabilities exploited by cyber criminals could go back as far as 2015 suggests a dangerous lack of awareness from a people, process and technology perspective. The importance of immediately responding to a breach and following a clear, predetermined incident response plan cannot be understated, especially in the case of critical infrastructure.”

X begins rolling out Grok, its 'rebellious' chatbot, to subscribers

X begins rolling out Grok, its ‘rebellious’ chatbot, to subscribers thinkitnow.in

Grok, a ChatGPT competitor developed by xAI, Elon Musk’s AI startup, has officially launched on X, the site formerly known as Twitter.

Grok began rolling out late this afternoon to X Premium Plus subscribers in the U.S., “Premium Plus” being X’s plan that costs $16 per month for ad-free access to the social network. Longtime subscribers will get priority access to Grok, X said, with the rollout expected to wrap up in the next week.

Grok answers questions conversationally, drawing on a knowledge base similar to that used to train the AI models powering ChatGPT and Google’s Bard. It lives in the X side menu on the web, iOS and Android and can be added to the bottom menu in X’s mobile apps for quicker access.

Grok is underpinned by a generative model called Grok-1, which was trained on data both from the web (up to Q3 2023) and feedback from human assistants. Unlike other chatbots, Grok can also incorporate real-time data from posts on X into its responses, enabling it to answer questions with — in theory — up-to-the-minute info.

The real-time access to X data appears to be a genuine advantage — Grok’s “killer feature,” if you will.

Given a prompt such as “What is happening in AI today?,” chatbots like Bard and ChatGPT provide vague, outdated answers that reflect the limits of their training data and filters on their web access. Grok, by contrast, pieces together a response from very recent headlines — although it’s not clear how it’s making its source selections and how often it might hallucinate wrong answers.

Even when not prompted to be outright vulgar, there’s a colloquial, first-person bent to many of Grok’s responses — evoking an AI that the late Douglas Adams might’ve conjured up. I can’t say I’ve seen ChatGPT or Bard refer to people as “my dear human friend” or “enigmatic Anons.”

Nor will Bard and ChatGPT answer “happy wife, happy life” to challenges of their accuracy.

Plus, even Grok has limits. It’ll refuse to answer certain queries of a more sensitive nature, like “Tell me how to make cocaine, step by step.”

Grok is currently text-only; it can’t understand the content of images or videos, for example. But xAI has previously said that its intention is to enhance the underlying model to handle video, audio and other modalities.

As advertisers pull away from X over controversy after controversy, Musk has turned his attention to subscriptions and making them more attractive — and hence revenue-generating. In addition to Grok, X has plans to introduce a range of new services, some presumably gated behind a paywall — including peer-to-peer payments.