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The World's First Zero-Emission Supercomputer at the Thor Data Center near Reykjavik Draws Its Power from Renewable Resources

 

It does not sit in London, Tokyo, Beijing or New York. It is not humming along deep inside a corporate skyscraper.

 

No, one of the world's newest supercomputers -- and apparently among the world's greenest -- was recently fired up inside a low-slung grey building with red trim on a windswept plain outside Reykjavik, Iceland.

 

Iceland? As the global Internet build-out advances at a furious pace, the recently dedicated Thor Data Center in Hafnarfjordur is the world's newest example of an emerging trend in mega-computing.

 

Instead of locating powerful supercomputers near the companies or institutions that use them, why not build these machines -- then ship big data to them at the speed of light -- wherever on Planet Earth makes the wisest economic or environmental sense?

 

ThorDataCenter01.jpgThe Thor Data Center draws power from entirely renewable resources, such as the nearby Svartsengi geothermal plant. That is steam, not smoke, rising from Svartsengi, whose water is heated by Icelandic volcanic activity. (Flickr photo)

 

World's First Zero-Emissions Supercomputer

 

The supercomputer at the Thor Data Center is based on a cluster of 288 HP ProLiant BL280c servers. The Intel Xeon Processor L5530-powered cluster is comprised of 3,456 compute cores with 71.7 terabytes of usable storage, and pumps out 35 teraflops of performance.

 

While building and shipping the machine's parts to Icelandic-produced CO2, the machine -- and in fact all of Iceland -- is powered 24/7/365 by a mix of nothing but renewable hydro and geothermal power. To light up Iceland's electrical grid, no fossil fuels puff, smoke or burn.

 

ThorDataCenter02.jpgThe Thor Data Center sits about 15 km (9.3 miles) outside Reykjavik, Iceland. Fiber optic cables tie it to the rest of the world. (Flickr photo)

 

Power Costs Far Lower Than Europe

 

As a result, the cost of power to run the Thor Data Center is significantly lower than it would be in continental Europe. The latest figures show that electricity in Iceland, which costs about .05 Euros per kilowatt hour, is about 20 percent cheaper on average than power from the European Union's 27 other nations.

 

That is a huge number -- 20 percent. Today's newest data centers and supercomputers, even those running the most power-efficient, latest-generation enterprise processors, still inevitably slurp large amounts of electricity. So even tiny cuts in power costs can translate into big money.

 

"This really gives us a one-of-a-kind opportunity," said Kolbeinn Einarsson, the head of business development for Advania, the Icelandic IT company that built the Thor Data Center in conjunction with the National High Performance Computing organizations of Denmark, Norway, Sweden and Iceland.

 

Chilly Icelandic Climate a Plus

 

Einarsson says that power costs in Iceland are predictable and stable, unlike those in many other parts of the world. And Iceland's chilly but despite the country's name, not frigid -- temperatures make cooling a data center even more appealing.

 

Reykjavik's warmest month is June, when the average daily high temperature is just 60 degrees Fahrenheit (16 Celsius), and the low is 50 degrees Fahrenheit (10 Celsius). Reykjavik's coldest months are December and January, when the average daily low is a tolerable 28 (-2 Celsius).

 

ThorDataCenter03.jpgInside the Thor Data Center, which contains 3,456 Intel Xeon compute cores. (Flickr photo)

 

Three Undersea Fiber Optic Cables Move Terabytes of Data

 

But how difficult is it to move huge quantities of data into and out of Iceland, a remote island nation in the far north Atlantic just below the Arctic Circle?

 

Iceland is less remote than it might at first seem.

 

Three undersea fiber-optic cables currently tie Iceland with Scotland, Norway and Nova Scotia, Canada -- and provide bandwidth of about 9 terabytes per second. That is the equivalent of moving, in the snap of a finger, the entire printed collection of the U.S. Library of Congress.

 

Richard Curran calls that data pipe "essentially unlimited" for today's purposes. Curran, an Intel product marketing director, was on hand in April to figuratively throw the switch and help dedicate the world's first zero-emissions supercomputer. However, additional submarine cables will likely be laid over the next year, which would more than double that capacity, and allow data to flow to Iceland directly from the U.S. and the European mainland at blinding speed.

 

"This is a fantastic business to be in, since our society is accelerating its demands for computing power, and also increasing demands for clean power," said Advania's Einarsson.

 

Though they do not operate in Iceland, Google and Facebook, which run some of the world's biggest data centers, are among companies riding this trend. Both companies have built, or are expanding, massive data centers in the Pacific Northwest, where nearby hydropower keeps electricity costs among the lowest in America.

 

Today in Reykjavik, the Thor Data Center is crunching data for 17 separate research projects in physics, chemistry, materials science, genetics, economics and biotech.

 

And the work is reportedly happening at lower cost, and with lower environmental impact, than likely anywhere else on Earth.

 

 

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After Launching Google's Cafés and Running Eateries at Apple, John Dickman Is Remaking the Dining Experience at Intel

 

John Dickman knows a thing or two about feeding high-tech workers. Google's founders asked him to get their legendary Googleplex cafés off the ground. Then he jumped over to Apple.

 

Steve Jobs personally lured him into that café gig -- but then shouted at him shortly after he was hired that his pizza was "terrible," according to Dickman, who eventually moved over to Intel last summer.

 

Dickman's mission as program manager of food services is to support the site managers at each of Intel's 64 cafés worldwide in serving up delicious, convenient, high-quality and memorable experiences to employees. That means a laser focus on everything from menus and café layouts to customer service and the color of chairs.

 

A recently remodeled café in Santa Clara, Calif. and another newly opened in Hillsboro, Ore. are the first to be conceived under his direction and have garnered rave reviews from employees.

 

Neil Tunmore, director of Intel's corporate services, which oversees all of Intel's facilities and services including cafeterias, says food "is one of the things that helps retain employees."

 

Over the years, Dickman has developed a hands-on approach that harkens back to his first job in the food industry: dishwasher in a Marriott hotel. From there he moved to airline catering, where he taught flight attendants how to prepare food on planes. In the mid-'90s, Dickman transitioned to the corporate world and managed food services at a host of Silicon Valley companies, including Oracle, Cisco Systems, Yahoo and National Semiconductor, before his stints with Google and Apple.

 

Despite his wealth of experience, Dickman isn't afraid to roll up his sleeves and dive into managing the complex task of feeding thousands of hungry employees every day. Here's an inside look at how he spent part of a day recently visiting Intel cafeterias at its sprawling campus outside of Portland, Ore.

 

FoodDude01.jpg

 

10:24 p.m. -- Dickman starts his "day" by meeting with a manager of Intel's food service vendor at the Ronler Acres campus in Hillsboro. He wants to be sure the night shift folks are fed well. Twice a week, night shift employees -- most of whom work in the fab -- enjoy a high-quality meal at a low price. Tonight's menu includes grilled tri tip with chipotle-garlic spice rub, horseradish cream, herb roasted red potatoes, sherry vinaigrette, spinach and roasted tomato salad with a slice of pie -- all for a company-subsidized price of $3.95.

 

FoodDude02.jpg

 

11:20 p.m. -- Dickman checks in with Michael Haughey, the lead line supervisor at the Oregon café serving the night shift. In addition to pushing for high-quality food, Dickman is also dealing with the unique requirements of Intel's manufacturing environment. In China, for example, factory employees have a small window for lunch. Food for these employees used to be prepared way in advance -- leaving hot food cold and cold food tepid. Not very appetizing. Dickman has changed that system, telling café staff to store food in hot boxes or coolers so that when it's ready to be served, it's at the right temperature and tastes delicious. He says that "I want to show shift employees some love."

 

FoodDude03.jpg

 

7:45 a.m. -- Dickman grabs a cup of the darkest coffee, which he takes black, and gets on the phone with Intel's Gordon Wilson in Germany to review café plans in Europe and the Middle East, including the brand new café at a fab in Israel. More than 2,500 employees attended that café's opening in early April, which then had to be closed briefly so rabbis could sterilize the kitchen for Passover. Dickman said his team "always creates workarounds" for each site's particular cultural or religious traditions. Intel has kosher kitchens in Israel and halal kitchens in Malaysia.

 

FoodDude04.jpg

 

9 a.m. -- Back in the newest Ronler Acres café, Dickman grabs breakfast and then looks over the layout for a planned upgrade to another café at the same campus. Instead of separate serving and dining areas, the latter will be interspersed with different "restaurants." These will offer traditional fare (such as a salad bar), as well as some completely new options that include a "gastropub" and Asian fusion cuisine.

 

FoodDude05.jpg

 

10:45 a.m. -- What's for lunch? Executive Chef Ron Stewart takes Dickman into the kitchen of a Ronler Acres café to see what Intel employees will be feasting on today. Here, Chinese steamed buns -- cha siu bao -- are ready for their barbeque pork filling. "Over the past few years, people's palates have been educated," says Dickman. "People demand culturally diverse cuisine -- they want new, different flavors. It wasn't long ago that people thought sushi was weird stuff -- now it's standard."

 

FoodDude06.jpg

 

11:01 a.m. -- Inside one of the two massive fridges at the newest Ronler Acres café -- kept at about 34 degrees -- Stewart and Dickman check on the quality of locally sourced tomatoes. Both are proponents of using local ingredients for their better taste and smaller environmental footprint.

 

FoodDude07.jpg

 

11:34 a.m. -- Dickman meets with Brandon Bohling (left) and Eric Appel from Intel IT. The two are working with Dickman to create a desktop and smartphone app for all U.S. cafés. The app shows menus and lets employees rate and review each entrée. (Think Yelp.) Soon , the app will also include a "food-to-go" option so busy employees can order food and have it ready to be picked up -- or, for a small fee, delivered straight to their desk or conference room.

 

FoodDude08.jpg

 

12:42 p.m. -- Dickman and Damien Davis, general manager of yet another Ronler Acres café, watch a staff member prepare a smoked house-made quail atop a bed of greens. "This is one of our most popular stations," Davis tells him. One of Dickman's challenges is breaking away from Intel's "copy exactly" approach, which is how Intel cafés have long been built, with identical layouts and menus. "People eat differently," he points out. Arizona and New Mexico prefer spicier foods. "If you don't offer green chilies in New Mexico, you don't stay open." In one Santa Clara café he plans to open an additional tandoor to make the Indian fare even better -- 60 percent of employees there are of Indian descent. In such places as China and Malaysia, the bulk of the menu is local cuisine, along with a "Western option."

 

FoodDude09.jpg

 

3:17 p.m. -- Dickman and the executive chefs from Oregon's seven cafés sip a chocolate shake made by a vendor that specializes in shakes made from gluten-free oats. The vendor is hoping Intel will stock its products. Their verdict? They'll introduce a few of the products and see if they take off. In the future, Dickman wants to create a system in which his customers -- Intel employees -- help taste and vet new products.

 

FoodDude10.jpg

 

4:10 p.m. -- Dickman boards the Intel shuttle from Hillsboro back home to Santa Clara, where he looks forward to a quiet evening. His dinner at home that night? Steelhead trout that he grilled on the barbeque and placed atop an arugula salad. He eats out maybe twice a month, preferring the quality of what they can cook at home. "What can I say, I'm a foodie!"

 

 

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Research Findings Challenge the Conventional Wisdom about PC Touchscreens

 

TouchLaptop01.jpgParticipants in the study were given a laptop with a simulation of the touch-friendly Windows 8 environment. (Flickr photo)

Touch made smartphones easy to use. Touch turned tablet computers from a novelty into a multi-billion-dollar market. But touch on a laptop? That's a touchy subject -- if you listen to conventional wisdom.

 

Tapping away on a vertical screen all day could be "painful," causing users to develop aching "gorilla arms," some experts warn. Even the late Steve Jobs once said Apple had no plans to add touch to its laptops: "Touchscreens don't want to be vertical," he said at the MacBook launch in 2010. "It's ergonomically terrible."

 

Yet conventional wisdom didn't stop Gary Richman and his team at Intel's PC client solutions division from diving deeper into the concept of bringing touch to laptops.

 

"A Gut Reaction"

 

"I just thought that touch on a notebook might be kind of cool," Richman said. "It was a gut reaction on my part."

 

That feeling grew as the team grew to understand that Microsoft's focus for its upcoming Windows 8 operating system was "touch first, touch first."

 

"People were getting more and more accustomed to touch on phones and on tablets, yet here everyone was saying 'we all know' that touch on a vertical plane didn't make sense," Richman said.

 

So he enlisted team member Daria Loi -- a user experience manager -- to test the "no touch on laptops" rule in the real world.

 

"We felt that if we don't explore this and challenge the conventional wisdom, years from now notebooks will end up being your grandfather's PC," Richman said.

 

Testing the No-Touch Rule

 

Loi set up focus groups in Chicago and Milan in her native Italy. The focus group members were ordinary computer users from all walks of life. They were given regular laptops that had been outfitted with touchscreens and a simulation of the touch interface of the Windows 8 "Metro" OS.

 

Over a couple hours, the participants were told to go through a number of common computer scenarios, including formatting a picture, creating a PowerPoint presentation and even resetting the Wi-Fi connection. They had the option of using the touchscreen, the mouse, the track pad or the laptop's keyboard. Participants were allowed to make whatever choice best suited their needs.

 

"We weren't doing it to prove whether one mode was better than another," Loi said. "We had no preconceived ideas."

 

But the results were "astonishing," she said. More than 77 percent of the time, the focus group participants chose to use touch for the various tasks assigned to them.

 

"As soon as I reviewed my tracking documents, there was no ambiguity about users' strong preference for touch -- I was blown away," Loi said.

 

A Hit with Focus Groups

 

"Wow, this is easy!" said "Pamela" from Chicago. "It's almost reading your mind," she said of the touch interface. "You think of it and you do it. Just touch it."

 

Another tester, "Betty," said, "I like the scrolling because you can just kind of flick your hand and go quicker."

 

Loi recalled that one user, an older man, said he had never used a touch interface before.

 

"He was telling me how long it had taken him to learn how to use a mouse and a trackpad," Loi said. "It had been a very frustrating experience for him to learn how to use these devices. 'This is so easy,' he said. 'I'm amazed at how quickly I'm learning.'"

 

"Simpatico!"

 

In her studies, Loi said people approached the touchscreen in a variety of ways. They didn't try to touch a "vertical" screen, but instead adjusted the laptop screen so that it was at a comfortable angle. They often held the screen with two hands, using their thumbs to touch buttons on the bottom and sides of a screen. It was almost as if the laptop was a giant cell phone.

 

TouchLaptop02.jpgParticipants in an Intel user experience research study enjoyed using touch interfaces on a laptop. (Flickr photo)

One woman in the Milan focus group said that interacting with the notebook via touch was "simpatico."

 

"I found this very telling," Loi said, noting that "simpatico" is a term used in Italy to describe a level of affinity between people, not between person and technology."

 

In practice, it meant that touch had turned a boring, run-of-the-mill laptop from a "work" device to a "play" device that encouraged people to interact with it in a variety of ways.

 

What about the dreaded "gorilla arms?" When asked about fatigue, no one said that was a problem.

 

"I believe it's actually healthier for your wrist," said "Heidi" from Chicago. Pointing at the touchscreen she said, "Here you are moving other muscles. I think that's good for the body."

 

Worth the Higher Price, Testers Say

 

Though touch was rated overwhelmingly positive, Loi noted that didn't mean the participants were ready to ditch all other forms of interaction. Most of the testers preferred to enter text on a keyboard, for example.

 

One last point: When informed that a touchscreen would add to the price of a laptop, most of the testers said they'd be willing to pay "substantially" more for the feature.

 

One Chinese tester said that he would love to be the first in his office to have a touch Ultrabook, saying it would make him look tech-savvy and cutting edge.

 

Changing Intel's Plans

 

Encouraged by the results, Loi went back to the field and ran the study in Brazil and China -- each with familiar results; the majority of focus group participants loved touch on a laptop.

 

Intel's Mooly Eden referenced the study in his keynote address at this year's Consumer Electronics Show.

 

"People naturally use touch to swipe, expand and manipulate pictures and images directly on screen," said Eden, now president and general manager of Intel Israel. "And, so, touchscreen Ultrabooks will begin showing up in the market this year."

 

Armed with these new findings, Intel is now stressing that touch can actually be a competitive advantage on Ultrabook devices -- and the industry is listening.

 

Erik Reid, general manager of Intel's mobile client platforms said, "This research was very valuable to Intel's larger business objectives. It enabled us to talk to OEMs about a new compelling usage for Ultrabooks."

 

 

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Vietnam's Largest Solar Facility Joins Israel Installation as Second Intel Solar Array Outside U.S.

 

Solar_Vietnam.jpgThe solar array atop the Vietnam Assembly and Test Factory in Ho Chi Minh City is the biggest operating solar facility in Vietnam. (Flickr photo)

The largest operating solar power plant in Vietnam recently was installed at Intel's Saigon Hi-Tech Park facility in Ho Chi Minh City. The 1,092 high-efficiency photovoltaic panels on the roof of the Vietnam Assembly and Test Factory came online in April. The system is expected to generate about 321,000 kWh per year that will be consumed directly by the factory, reducing the flow from the local electrical grid.

 

The facility's opening coincided with the release of the U.S. Environmental Protection Agency (EPA) list of Top 50 Green-Powered Organizations, which ranks organizations that use clean, renewable electricity from a variety of sources including solar. Intel has topped the list every year since 2008. Other technology companies on the latest ranking include Microsoft (ranked 3rd), Cisco (16th), Dell (41st) and Google (48th). According to the EPA, Intel uses more than 2.5 billion kWh of green power annually, which comes from solar and other Green-e certified sources such as wind and geothermal.

 

Solar_Folsom.jpgThe solar installation at Intel's Folsom, Calif. location is the company's largest, sprawling across 5.5 acres and generating more than 1,000 kWh annually. (Flickr)

"In the past 4 years, we've 'overdoubled' the [Green power] purchases we've made," said Marty Sedler, Intel's director of global utilities and infrastructure. "Currently, we are buying 2.8 billion kWh annually and that is estimated to be more than 88 percent of our U.S. energy use."

 

Solar sites converting sunlight to electricity are located at 15 Intel sites within four states, Israel and, now, Vietnam. Sunlight also heats nearly 100 percent of the water used in the Bangalore, India facilities. Intel estimates that the solar installations at its facilities generate 5.5 million kWh annually.

 

The lead position Intel has established in use of green power is strategic according to Sedler.

 

"Long term, our efforts are intended to help spur the renewable energy market, making them cheaper and more available," he said. "This will, in turn, result in lowering the cost of power and reducing the overall carbon emissions from electric generation."

 

Intel's use of green power has increased significantly since 2008 when it purchased 1.3 billion kWh of green energy. By 2010, 50 percent of the company's U.S. power was from green sources and that jumped to nearly 88 percent in 2011. By contrast, Microsoft, which made its first appearance on the EPA list in 2012 and recently pledged to go carbon neutral in 2013, draws 46 percent of its electricity from green sources.

 

Though solar power fulfills a modest percentage of Intel's total electricity needs, solar installations provide tangible evidence of the company's commitment to renewable energy, according to Sedler.

 

"Solar is something you can see, touch and feel," he said. "With energy, we're not trying to find one single approach to sustainability. We take a portfolio approach and solar is part of that. But there's also conservation and efficiency efforts at all sites worldwide, LEED buildings, investments in green tech and making our products more energy efficient. As times change, we'll make changes to our portfolio, continuing to optimize the opportunities. Diversifying our energy supplies across the world will continue to be a priority for Intel."

 

 

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A Young, Internet-Savvy Population and Government Investment In Educational Technology Boost Economic Prospects

 

2264352319_be3beb393a_b.jpgTwo young Muslim women in Istanbul compute while having lunch. Photo courtesy of Chris Schuepp. (Flickr photo)

Turkey was Europe's fastest-growing economy last year, expanding by more than 8 percent for the second consecutive year. Although that brisk pace is projected to slow this year, by about 3 percent, the government has ambitions to become one of the world's top 10 economies by 2023 when the Republic of Turkey will celebrate its centennial. To get there, the government is betting big on technology to educate the country's youth. Today, 65 percent of the population is younger than 24, and the nation's leaders see this as a competitive advantage that will drive Turkey's growth.

 

"Turkey is a very young society, where adoption of new things can be quicker than other societies," said Anastasia Ashman, an author and Berkeley, Calif.-native who moved to Istanbul in 2003 and recently returned to the U.S. "One early adopter can get a group or whole family into a new thing almost overnight," she said, adding that this behavior is driving quick adoption of computers, smartphones and Facebook.

 

The average Internet user in Turkey spends more than 32 hours online each month. The nation ranks as the third-most Internet-engaged country in Europe according to ComScore, after the U.K. and the Netherlands. "In fact, Turkey has the 12th-highest Internet usage in the world with more than 27 million users," said Aydin Burak, Intel manager for Turkey.

 

Those users have a voracious appetite for Internet content, consuming an average of 3,706 Web pages per month, more than any other country in Europe, according to 2011 ComScore data. Many of those pages are on Facebook, which accounts for more than 28 percent of the entire time Turkey's populace is online -- more than threefold the time spent on either Google or Microsoft sites.

 

7119315595_bed200a162_b.jpgWith more people able to afford a PC, sales grew from 1 million units in 2003 to 5.5 million units in 2011 and are projected to reach 13.8 million units in 2015. (Flickr photo)

People in Turkey "picked up Facebook to connect with others, to be part of the crowd and not miss out or get left behind," Ashman said, adding that's where they were seeing news and photos of what their friends and family did the night before." Facebook, she added, was the reason some people got their first PC. "Grandparents had to get on to Facebook because they value very deeply what's happening, and like staying up on things," she said. "Facebook keeps their finger on the pulse."

 

Although Facebook dominates, it's the not the only popular social platform in Turkey, which ComScore ranks as the world's fourth-most socially engaged nation. There are more than 7 million Twitter users in Turkey, including President Abdullah Gül who has nearly 2 million followers.

 

Facebook may be driving first-time PC purchases, but today the typical family in Turkey has multiple computers, according to Stefania Lorenz director of research at IDC. "The main use is for education, gaming, entertainment and social with more tech-savvy people moving to smartphones," she said.

 

"Awareness of new devices is very high and being connected is highly valued," said Ashman. She says that in the past few years, people have become more tolerant of others checking their smartphone or grabbing their laptop while in family or a social setting. "People used to complain, but not anymore," Ashman said. "They see the value in devices and are eager to get tips from people on how to get more out of their technologies."

 

Lorenz said that more than 70 percent of the PCs sold in Turkey are notebook computers. "Netbooks are still in place, but dropping from the amount sold in 2010, and tablets are not yet that popular," she said.

 

Turkey's growing middle class is finding technology to be more affordable and more essential in their daily lives. According to data from Intel, people living in Eastern Europe paid the equivalent of nearly 48 weeks of work for a new PC in 1995. In 2010, that dropped to 5 weeks and a new PC in 2014 is expected to cost just more than the equivalent of 2 weeks of work. With more people able to afford a PC in Turkey, sales have grown from 1 million units in 2003 to 5.5 million units in 2011, and Aydin expects to see 13.8 million units sell in 2015.

 

6973235876_c1a1c027db_o.jpgA crowd gathers at 5:00 a.m. for the opening of the first Media Markt electronics store in Istanbul, Turkey.(Flickr photo)

Familiar multinational brands such as HP, Asus, LG and Lenovo are popular in Turkey, but people also buy from local PC makers such as Kesfer, Achi and Expherf. Aydin said that most people purchase PCs directly from small channel stores, but that more are turning to relatively new electronics stores that include Electromart and Technolia.

 

The government's big bet on educational technology for Turkey's 18 million students gets underway this year. The so-called "Fatih" project is a 4-year program with a goal of training tens of thousands of teachers in schools across the county, equipping educators with laptops and providing tablet computers for students plus cloud computing infrastructure and interactive whiteboards for classrooms. The education initiative could bring 15 million tablet computers to the country, according to one forecast from Invest in Turkey.

 

Aydin believes Turkey's people -- the world's 17th largest population -- and its location at the crossroads between Europe and Asia will help turn it into a top 10 global economy.

 

"Our young population plus a growing middle class are keeping us in a favorable position, and our government policies are helping," he said. "But we will have to diversify our economy and diverge from depending too much on Europe."

 

 

 

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One on One with Kim Stevenson, the Leader of Intel's Information Technology Organization

 

As CIO, Kim Stevenson leads an IT organization of more than 6,500 employees located across 54 different sites. What's Stevenson's No. 1 job? Keeping Intel, and its more than 75,000 servers, almost 30,000 handhelds and over 100,000 PCs online and running.

 

Stevenson succeeded Diane Bryant as Intel's CIO in January, and like Bryant before her is one of only 24 women CIOs at Fortune 100 companies. Before taking on the role, Stevenson was vice president and general manager of Intel's global IT operations and services. Prior to joining the company in 2009, she spent 7 years at the former EDS, now HP enterprise services, and 18 years at IBM.

 

Recently, Stevenson discussed her role at Intel, including common misconceptions about IT, if employees should be permitted to stream content, the potential for voice-activated content services and the "unruly productivity" of the Intel culture.

 

 

kimberlystevenson03.jpgAs CIO, Kim Stevenson leads Intel's IT organization of more than 6,500 employees located across 54 different sites that is tasked with keeping more than 75,000 servers, almost 30,000 handhelds and over 100,000 PCs online and running. (Flickr photo)

What do you think is the biggest misperception about IT at Intel?

 

A lot of people think we just do PC refreshes. The reality is that IT is involved in every business process that gets executed at Intel. Employees wouldn't get their paychecks deposited electronically if it weren't for IT being able to develop and run those systems. We're in the backend making sure the factory automation systems run all the time, making sure intel.com is up for the world to see, making sure AppUp is available when customers want to download Angry Birds. We're here to support the entire business.

 

What do employees see in their daily lives that IT has the most impact on?

 

One of the most interesting things that many employees take advantage of is that we in IT allow you to stream in content. The No. 1 thing streamed in from the outside is Pandora.

 

A lot of companies block things like Facebook and Pandora. But we believe that if you need to listen to music to focus and do your job, you're probably going to be more productive. So we say bring it in, stream it in, listen to Pandora, do a better job for Intel.

 

At Intel, there's a goal for each IT employee to spend at least a day shadowing an Intel employee. How does that support better user experiences and boost productivity?

 

It ranges from calling the TAC [Technical Assistance Center, the primary support group within IT] to see what it's like to deal with a PC issue to shadowing one of our main users. I had this discussion recently with our iPass team. iPass is a network aggregator; people use it when they need to get a wireless connection at the airport or at a hotel. I had my people go out and actually use iPass in the real world -- the current version is slow and doesn't work so well -- and they got to experience that. Now we're going to implement a much more seamless new version.

 

It's intended to be a cultural change in the way IT delivers services -- that we have to walk in the shoes of the customer.

 

The world increasingly relies on social media to stay in touch and communicate. How is Intel staying ahead of the curve?

 

There are two types of social media. There's the type Intel uses to market Intel --what the Corporate Marketing Group is using -- and that has just taken off and is doing fantastic.

 

And then there's the internal side of social media -- what are we using within Intel to make ourselves more productive? Our platform is Planet Blue. When we launched that three years ago, I would say we were way ahead of the industry. But this industry is moving really quickly, so now some of the things we have on Planet Blue are not as good as what's out there now.

 

We're also looking at Siri-like services for the enterprise. Today, you can go on Circuit [the internal Intel employee site] and you can see your sabbatical and the weather in Santa Clara or find a campus. There's no reason why we can't take that content and make it voice activated. It's all available content. We'll probably pilot a couple instances this year -- I'm pushing the team to do that in India and China on the Intel Medfield phones.

 

kimberlystevenson02.jpgPrior to joining Intel in 2009, CIO Kim Stevenson was at the former EDS, now HP enterprise services, for 7 years. Before that, she spent 18 years at IBM. (Flickr photo)

You worked at IBM and EDS for more than 20 years before joining Intel. Why Intel?

 

I knew a lot of Intel execs because I worked with Intel -- I was the executive sponsor for Intel at EDS. We had been very effective working together as two companies to launch and deploy vPro where EDS was the deployment engine.

 

I had been selling and delivering infrastructure services for customers and the job title for almost every customer that I had was the VP of IT operations. So for me it was an opportunity to come in and be the customer that I was selling to for the last seven years and live on the other side for awhile.

 

I liked the company, I liked the culture and I liked the opportunity to be the customer that I had been selling to.

 

What do you like most about Intel's culture?

 

There are two things to me that differentiate Intel's culture. One is the embedded notion that we're here to make employees productive. And we see it in IT all the time. Intel has a very employee-friendly culture and inherent in that is a respect for what people do.

 

The other side is the results orientation. Within my first month, I went to a strategic discussion on corporate security with various management committee members and I had this list of things that we were trying to get accomplished in the meeting.

 

It was the most unruly meeting I've ever seen. It was lots of ideas chiming in, lots of debate over the point and questioning what you mean by that. And very lively, very active, very high energy.

 

I left that meeting and I thought that was unruly. And then I went through my list of points that we were supposed to get accomplished and I said "Oh, we got that one done, we got that one done, we got that one done." And so I coined it "unruly productivity." There are a lot of meetings like that at Intel -- unruly, but productive.

 

Intel hasn't been known for bringing in many senior people from outside the company, so what's been the key to your success?

 

I think it's partly that I did know a bit about the company before I came in and had worked with some [Intel] people. But I also had a boss, Diane Bryant, who actively cloaked me with her credibility. She made a big effort to introduce me to different people in the company and give me the opportunity to attend meetings where I really didn't add a lot of value.

 

We often hire smart people and then we say "You're a smart person, go off and do your smart things." But I think it's really important that the hiring manager cloaks them with their personal credibility and help them get interjected into parts of the company.

 

kimberlystevenson01.jpgIntel CIO Kim Stevenson, like her predecessor Diane Bryant, is one of only 24 women CIOs at Fortune 100 companies. (Flickr photo)

What are you most proud of accomplishing in your previous role as GM of global IT operations and services?

 

When I joined we didn't have a lot of baseline metrics and we didn't have a lot of standard process. So everybody was overworked and trying really, really hard to do a great job but had no insight. And one of the things people told me was we want a seat at the table, that we want our voice to be heard when new engineering capabilities are landing on us.

 

I thought that made complete sense. And I said in order to do that we have to look at why are we so busy and see if we could standardize some process and track our performance in a standardized way. For example, if you want to land a new server in Chandler, Ariz., we now land it the same way in [there] as we do in at the Israel Development Center in Haifa.

 

Over that 2-year period our performance improved significantly. The number of major incidents where data centers are down or networks are down went down by 75 percent. We were a lot more stable and reliable and we also took in almost twice the volume -- this was a period of time when Intel grew from 80,000 employees to almost 100,000 employees and we acquired 23 companies.

 

How would you describe your management style and how has it changed over the years?

 

The one thing that has not changed over the years is that I tend to be the pacesetter for the organization. I have a fairly large appetite for change and evolving and pushing the envelope. And so I'll be the pacesetter to the point that people might have to tell me to slow down on some things. What has changed over the years is I have become a lot more in tune to the dynamics in large groups and the individual aspect of every employee and how to really focus on getting the best out of the employees.

 

What do you think is the biggest mistake you've made in your career and what did you learn from it?

 

I've made a lot of mistakes. I would say missed opportunities are probably the biggest mistake. About 5 years ago I was with EDS and a couple of fellows came in to talk to me about cloud computing. I knew what our service delivery model was and I couldn't see the benefit of cloud computing.

 

We laughed when Amazon Web Services came out. We thought Amazon was in this business because they were financially strapped. We just didn't realize how important that inflection point was.

 

The reality is non-IT service providers invented the market then and that's the lesson. You can do it even if it's hard or you can wait and someone else will invent your market. We missed the whole market and EDS was bought [by HP]. It wasn't the entire reason we were bought, but it certainly would have helped to have a growth business.

 

 

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Apple iPhone and Google Android 'Jobs at Intel' Mobile Apps Allow Job Seekers to Search Employment Opportunities Worldwide Using Smartphones

 

MobileAppiPhone04.jpgJob seekers can search open positions and save search history and favorites using the Jobs at Intel mobile app for Apple iPhone. (Flickr photo)

Facing an ongoing battle to attract top-tier technology talent, Intel has extended employment opportunity discovery to the two dominant mobile platforms. Job seekers can now search open jobs at Intel, for any location worldwide, using an Android or iPhone mobile app.

 

Available from iTunes and Google Play, the "Jobs at Intel" mobile apps launched in April allow job seekers to search open jobs at the company by title, keyword or location, store search history, save searches and set up job alerts. Those interested in open positions can also interact with Intel employees via Facebook and Twitter and watch "Life at Intel" videos using the apps.

 

"It puts Intel jobs in your pocket so you can look at them anytime you want," said Teresa Chiappone, program manager for Intel. "The freedom of using a smart device is that it's on your time."

 

Intel expects that the mobile apps will make discovering opportunities at Intel more convenient, which is crucial in the tech industry where competition for talent is fierce. "There's such a war for talent that almost everyone we want to hire is probably employed right now," said Keith Molesworth, global staffing channels manager for Intel. "We want to be available for them everywhere on every platform they use."

 

Early in the development process, Intel looked at mobile apps used by other employers for job search and recruiting. Though offerings from technology companies that compete directly for the same employee talent were scant, several other corporations, including AT&T, PepsiCo and Sodexo, became important reference points.

 

"When we started developing the apps, there weren't any direct talent competitors, but we saw companies that were at the forefront and we wanted to be there as well," Molesworth said. Having a mobile application will soon "become an expectation," he said. "This is going to become standard."

 

Maintaining a leadership position in the tech industry is important to recruiting top talent, but greater awareness of job opportunities can also change legacy perceptions about the chipmaker, according to Molesworth.

 

"People think of Intel as a hardware company, but we're one of the larger software employers in the country," he said.

 

With the first generation now launched, the "Jobs at Intel" app will soon be coming to the iPad, and future versions may allow applicants to apply for jobs from a mobile device.

 

MobileAppAndroid.jpgThe Jobs at Intel mobile app for Android phones includes features such as job search and "Life at Intel" videos. (Flickr photo)

 

 

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Telemedicine Carts Help Deliver Care to Patients in Rural and Remote Locations across Mexico.

 

Telemed02.jpgA cardiologist at a hospital in Sonora, Mexico engages in a pre-op consultation with a patient and her doctor located 400 miles away in La Paz, Baja California. (Flickr photo)

A few weeks ago, a 70-year-old man showed up at the emergency room of a small Baja California hospital with a cardiac syncope, meaning he suffered a brief loss of consciousness. After performing an EKG and lab analysis, a young general practitioner found a complete blockage of the man's electric impulses to the heart. The patient was in trouble, and so was the doctor.

 

With no cardiologist on staff or anyone else to turn to, the doctor deployed a high-tech medicine cart loaded with a fast PC and A/V links and dialed up a doctor hundreds of miles away. Moments after the virtual consultation via high-definition video, the patient was put on an external pacemaker that allowed time for a specialist to arrive and install a permanent internal device.

 

The cart was designed and outfitted by the Mexico-based company Medicina a Distancia. There are now a dozen of the firm's telemedicine carts, called the Medikart, in Mexican hospitals. The carts are designed so that patients not only receive more thorough and immediate care, but also save time and money by being in the same room, so to speak, with medical specialists regardless of where they are actually located. Since the company rolled out its first Medikart in the Baja California town of La Paz in 2010, for example, heart patients of Hospital General de Zona No. 1, for example, only need to make a single trip across the Gulf of California to meet with cardiologists in the state of Sonora.

 

"We've reached a point where patients are only traveling one time for surgery," said Dr. Carlos Iglesias, CEO of Medicina a Distancia. "The rest is happening in that town."

 

Besides enabling doctors who are geographically separated to hear and see each other while consulting, patient information such as charts and scans can be shared in seconds. The carts, which run on second-generation Intel Core i7 processors, can be connected to equipment that collects vital patient data and runs medical diagnostic procedures. Information gathered by such devices as a heart monitor, blood pressure machine, thermometer, X-ray machine, CT scanner and ultrasound system can be transmitted as it is being measured, enabling the specialist to view both the patient and data in real time in order to make a fully informed diagnosis and prescribe a treatment plan on the spot. Graphics plays an obvious major role.

 

Medicina a Distancia Medikart.jpgThe Medikart, designed and outfitted by the Mexico-based company Medicina a Distancia, allows patients to receive more thorough and immediate care regardless of their location. (Flickr photo)

"The highest definition image possible is critical," Iglesias said. "The opinion of the expert depends on the quality of the information. If a clinic is asking if I see a fracture based on a badly pixilated image of an X-ray, I would probably say I see nothing. With a high-quality image, I could perform a diagnosis. I could see calcification."

 

Iglesias, who performed his last surgery in June 2011 to focus on his fledgling company, said he's now able to help more people than before by, as he puts it, "providing a way to stretch my arm electronically through telemedicine devices."

 

Iglesias said each successful patient outcome aided by the telemedicine cart reaffirms that he made the right career choice. One that continues to affect him deeply occurred shortly after the first carts made their way into small-town medical facilities in 2010.

 

On a typically hot Mexican summer day a woman about to give birth was in jeopardy along with her unborn child, Iglesias recalled. The expectant mother's placenta was very low in the uterus and covering her cervix, meaning the full-term baby could be prevented from entering the birth canal properly. The woman was bleeding heavily, and to make matters worse this was happening in a modest-sized clinic that lacked personnel trained for such emergencies. Making the hour's drive to a hospital in Durango was not an option, so with no time to spare the resource-strapped medical team put its trust in the telemedicine cart that had just arrived and was barely out of the box.

 

Using the Medikart the clinicians communicated with the emergency department at a Mexico City hospital some 550 miles away. The experts guided the clinic's staff through a delivery that could have been fatal without their assistance.

 

"I truly believe the mother and baby would have died without the cart," Iglesias said. "I'm so happy to say that the mother and the child, now a happy and healthy toddler, are doing well."

 

Iglesias sees a future beyond the telemedicine cart. Medicina a Distancia is working on a tablet version that, like the cart, will enable doctors in multiple locations to access medical records. The handheld unit, however, will also include such features as a telestrator that allows a doctor to draw a freehand sketch over a moving or still video image -- "like what you see during a football broadcast, only with medicine," Iglesias said. Expected to be in prototype stage soon, the tablet is based on the third-generation Intel Core processor.

 

"The portable version will consume less power and have enormous capabilities," Iglesias said. "We're building something that can be used in the far reaches of Mexico, Africa, the Amazon -- remote areas where the conditions are not what you would expect for a small clinic.

 

Telemed01.jpg A cardiac patient and his doctor at a small hospital in Baja California, Mexico consult with a cardiologist at a hospital in Ciudad Obregon, Sonora using the Medikart telemedicine cart. (Flickr photo)

"You could even have a medical consultation under a tree," he added. "Of course, I'd prefer not to provide a consultation under a tree, but my point is it could be done anywhere."

 

With nearly half of Mexico's populace living in poverty, Iglesias sees a strong need for the products and services Medicina a Distancia provides. He acknowledges that growth has been slow in part to the economy and the fact that his company is new. Another factor is Mexico isn't mentioned in the same breath as other countries when it comes to telemedicine leadership.

 

"We have a long way to go in that area," said Iglesias, who in 1997 helped launch Mexico's telemedicine network while on the surgical staff at Mexico City's National Autonomous University.

 

Jonathan Linkous of the American Telemedicine Association said such ventures as Medicina a Distancia are helping Mexico "catch up" with the world's telemedicine leaders.

 

"The need is certainly there in Mexico," said Linkous, CEO of the Washington, D.C.-based organization. "Need often accelerates growth, as we've seen in Brazil, Canada, China and parts of Europe. When it comes to use of a cart or other communications system that links a rural clinic or community health center to a larger facility with specialists, these countries and regions are way ahead of Mexico, and even the United States."

 

 

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Chip Designer Searches for Meaning at a 13th Century Landmark

 

IvybridgeConnection.JPG Located in its namesake town, the stone Ivybridge dates to the 13th century and spans the river Erme in southern England's Devon County. (Flickr photo)

Before it officially became the third-generation Core processor, Intel's newest chip was known only by its internal codename, Ivy Bridge. That name inspired Rob Milstrey, an Intel engineer who worked on the chip design, to visit a historic ivy-covered bridge in southern England.

 

The 13th century stone bridge arches over the river Erme in Devon. According to local legend, it's the first manmade landmark in the area and inspired the town name: Ivybridge.

 

"I walked across," said Milstrey, who is based in Folsom, Calif. "I looked for plaques or other documenting descriptions, but I didn't find anything."

 

He continued exploring the town of 12,000, visiting local churches and cemeteries, Ivybridge Community College and nearby Dartmoor National Park.

 

Milstrey, a lead uncore architect on the third-generation Intel Core processor, takes great pride in his contributions to the microprocessor though they are somewhat overshadowed by other features of the chip such as the 22-nanometer Tri-Gate transistors and integrated graphics engine.

 

"I focused on adding PCIe Gen 3 logic to the CPU," he said.

 

The third-generation chips are the first from Intel to integrate Peripheral Component Interconnect Express or PCIe. The addition, which allows faster data transfer than previous generations, was a key aspect of the uncore development. Uncore refers to microprocessor functions that are not in the core, but are essential for core performance.

 

Although Ivy Bridge and other internal Intel codenames derive from geographic locations in North America, Milstrey was eager to discover an Ivy Bridge-Ivybridge connection in England. Such a connection eluded him until he came upon a bus stop sign that read, "The four corners of the 'Ivy Bridge' originally laid in the parishes of Harford, Ugborough, Ermington and Cornwood."

 

"There are four big elements of the new processor, too," he said. "The Intel architecture cores, the graphics cores, memory accesses and I/O accesses for which the uncore provides a logical bridge."

 

Milstrey says that PCIe Gen 3 may not be the most remarkable aspect of the new Intel technology, but it will always be the most memorable and meaningful to him.

 

 

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Selecting Codename for Intel's Next-Generation Core Processors Harder Than Naming Children

 

What's in a name? Not much if you're talking about the codename for the world's first 22-nanometer processors that use Intel's revolutionary Tri-Gate transistors.

IVB logo.bmpIntel design teams often create their own internal logos on major projects like this one for Ivy Bridge. (Flickr photo)

 

Groundbreaking as the "Ivy Bridge" chips may be, their codename isn't, according to the man who came up with the initial moniker for Intel's next Core processor family. Ivy Bridge is the internal codename for Intel's third-generation Core processors, the first of which will be unveiled in April.

 

"You might think there's a lot of meaning behind the name, but the reality is I just tried to find a nice name that could pass the legal test," said Arie Harsat, the strategic planning manager behind several of Intel's prominent codenames including "Yonah," "Merom" and "Sandy Bridge."

 

Internal Intel codenames derive from existing geographic places in North America. A rare exception is "Sandy Bridge," the codename for Intel's second-generation Core processor. In Intel's so-called "tick-tock" model, "Ivy Bridge" is a "tick," an advance in manufacturing process technology, to the 'tock" that was the "Sandy Bridge" microarchitecture.

 

To understand how "Ivy Bridge" got its name, it's helpful to look back at how the company came up with "Sandy Bridge." Harsat, who is based in Haifa, Israel, originally named the "Sandy Bridge" microarchitecture "Gesher," the Hebrew word for "bridge." The rationale, which he admits bypassed the geographical criteria for codenames, was that his team was responsible for defining a new generation of microarchitecture, or as Harsat saw it, "a bridge into the future."

 

However, when an industry analyst pointed out that Gesher is also a former political party in Israel, the codename was changed to the English translation of "Gesher" preceded by "Sandy." Harsat doesn't recall the origin of "Sandy," so it may or may not be a nod to beach sand, the prime ingredient of silicon wafers.

 

Tasked with naming the successor to "Sandy Bridge," Harsat wanted consistency and a smooth approval process. "Naming products is much harder than it was naming my three kids," he said. Working off "Bridge," Harsat searched for a purely American appellation. He bypassed names that are both Hebraic and a North American geographic location, such as "Dothan" (a city in Alabama), "Yonah" (a mountain in Georgia) and "Merom" (a town in Indiana), all former codenames for Intel mobile chips.

 

"There are so many places in the U.S. named something Bridge or Bridge something," Harsat said. "I found 'Ivy Bridge' and I said to myself, 'that's a nice name and ivy is a nice plant.'"

 

Despite the existence of an Ivy Bridge College in Toledo, Ohio and the Ivy Bridge Café in Bedford, Va., the name was approved. That OK initiated the approximately 5-year lifespan of the Ivy Bridge codename, which has since been officially renamed as Intel's "3rd generation Intel Core processor."

 

Ironically, the amount of equity that builds up around Intel codenames remains a source of frustration for the company's marketing and branding organization. Even though Intel has talked publically about third-generation Core processors, it's "Ivy Bridge" that seems to get more attention and use among press and analysts. Even after the official launch of a chip, internal codenames can live on for some time.

 

"I suspect the press and analysts do it partially out of habit because they have been using the codenames for months before we announce the brand names," said Brian Fravel, director of brand strategy at Intel.

 

Though the codename may fade into memory, the technology world may never know which "Ivy Bridge" Intel's "Ivy Bridge" is named after.

 

"I really don't remember," Harsat confessed. "It may have been that several 'Ivy Bridges' came up in the search and since I found one I didn't care about which."

 

Unless Harsat has an "aha moment," bragging rights can be shared by a few roads in California, Maryland and Virginia, and a span across a creek in southwest Missouri.

 

 

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Computing Features are Trickling Down to So-Called Value Smartphones and Sales Are Expected to Reach 300 Million Units in 2012

 

7048801715_565030b4df_b.jpgThe Nokia Lumia 900 smartphone running Windows Phone, a so-called value smartphone, is expected to be priced at $99.99 from AT&T. Photo courtesy of Nokia.(Flickr photo)

Design and feature-rich smartphones may be the sweet spot for innovation and profits, but the mobile phone industry is shifting to bring more affordable smartphones to market.

 

According to John Jackson, vice president of research at CCS Insights, "smartphones moving down the value chain" has been a reoccurring theme in the industry for years, but at the Mobile World Congress event last month this theme grew louder and more forceful. He said that Warren East, CEO of ARM, talked about taking smartphones down to the sub-$100 range, and Google Chairman Eric Schmidt talked about putting an Android in every pocket.

 

"It's a race to enable aspiring users just as it was a race to connect them in the first place with their first mobile phones," said Jackson.

 

Deloitte predicts that more than 300 million low-priced, or so-called "dumber" smartphones will be sold in 2012. That could reach up to 500 million units by 2015, according to Strategy Analytics.

 

There's "an opportunity to really put a truer, higher-fidelity computing experience into the hands of first-time users," said Jackson, who sees value smartphones getting quality cameras and video capabilities for creating and consuming content. "These features don't exist in robust fashion today," he added.

 

Jackson believes that although those who can bring quality, low-cost smartphones first and fastest will be well positioned, he warns that profit margins will get squeezed, potentially impeding success for smaller smartphone makers.

 

In the U.S., wireless carriers are selling into the value segment with new LTE, or so-called 4G-ready smartphones. Verizon Wireless is selling a LG Lucid smartphone for $79.99 after rebate and with a 2-year agreement. AT&T is poised to release the Nokia Lumia 900 running Windows Phone.

 

In addition to first-time smartphone buyers in the U.S., Jackson sees emerging markets presenting big sales opportunities for value-segment smartphones. "It's an order of magnitude big," he said.

 

"We're still at the beginning of seeing what it will take for the broader and perhaps more established ecosystem to enable those next billion smartphones," Jackson said.

 

 

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One on One with Steve Megli, Co-General Manager of Intel's Assembly Test Manufacturing

 

There's little room for error when you are in charge of factory startups, thousands of engineers and technicians, and millions of dollars' worth of tools that must work 24/7 so products can get in the hands of customers. Since 2008, Steve Megli has overseen thousands of Intel Assembly Test Manufacturing employees running factories in China, Malaysia, Costa Rica and Vietnam.

 

Megli grew up on a farm in Rock Falls, Ill., where he learned all about hard work. It was good preparation for a 25-year career with Intel's Technology & Manufacturing Group, where today he's a vice president and co-general manager of Assembly Test Manufacturing. Recently, Megli took a moment to talk about the need for so-called "possibility thinking" and how farming prepared him for Intel.

 

7022331715_d9e1cd8f8e_o.jpg"Time-to-market is everything. You could have the best product in the world, but if you miss the window, you miss the window." --Steve Megli (Flickr photo)

 

Can you give us a plain-English definition of what Assembly Test Manufacturing (ATM) does?

 

We take all of those wafers that we make in our fabs, test them to make sure they work, and then ship units to our customers. So when we're done, the units are fully assembled and in the form factor that goes into whatever OEM build there is. We are the last stop before the customer.

 

What are your main priorities for ATM?

 

When you're in manufacturing and there's an "M" in your acronym, you have to go make all of that stuff. Job one is supporting that business and doing it safely and with high-quality, high-delivery, the right kind of supply chain and cycle times.

 

Time-to-market is everything. You could have the best product in the world, but if you miss the window, you miss the window.

 

What exactly is "possibility thinking?"

 

The phrase has been coined in the last 2 years, but possibility thinking is not new. [Intel co-founder] Robert Noyce said, "Don't be encumbered by the past. Go out and do something wonderful." That is the definition of what we call today "possibility thinking."

 

It's been in Intel's DNA for a long time. To me, it's the combination of thinking possibility and then using a strong discipline like Lean Manufacturing and good engineering. To me, that's what drives the breakthrough.

 

Why the focus on possibility thinking?

 

[In 2011] the core business did extremely well. We should be so proud of what we've done in the server area, the cloud. Having said all of that, we have to think differently about new businesses. It's a completely different cadence that you have to operate on, and it's a completely different customer base.

 

We've got a tremendous opportunity because Intel architecture is fantastic. It gives you possibilities and capabilities way beyond any ARM tablet that's shipping today.

 

How would you describe your management style?

 

For the most part it's "tell me what help you need," and I will try to be a helper and enabler to that. I'm also very quick to call out a performance issue and I'll have a discussion with someone about it.

 

I have to think at a high level about our strategy. Factories in ATM are running great. I'm thinking about, "How do we run the technologies 5 years from now? What are the skill sets we will need?"

 

Is there one manager that you learned most from during the 25 years?

 

I've been exposed to a lot of great managers. I don't just learn from managers. I learn from peers and people I've worked with. I've worked with [Chief Operating Officer] Brian Krzanich since the day I started at Intel.

 

7022331663_4d7d178407_o.jpgSteve Megli, co-general manager of Intel's Assembly Test Manufacturing (Flickr photo)

Is there one key learning you've had recently as a leader?

 

Since I moved into the ATM position, my world view has changed completely.

 

All of my jobs before were kind of U.S.-centric and in the fab. I really have developed a huge appreciation for the geographies and the fact that the policies that sometimes get made in California aren't necessarily applicable around the world.

 

How do you manage work/life balance?

 

When I take a day off, I take a day off. If you don't do that, you won't ever regenerate and you'll get burned out. If I take a week's vacation, I'm not calling into meetings. There are some people who can do that. I can't.

 

So you were raised on a farm?

 

Yep. People ask me, "What did you do on the farm?" We planted the crops in the spring, and nurtured them through the summer, and harvested them in the fall. And that was pretty much how it worked. The farm life is a great life. It's a lot of hard work, but those are the kinds of values you take through life.

 

I used to think at Intel the scale of our job is huge, but when you're on the farm and it doesn't rain, you don't eat.

 

Anything at Intel remind you of a farm?

 

I think it's this idea of something tangible. I would struggle in a job where you didn't have a tangible result. I think that comes from farming.

 

When we were building a fab in Arizona, I was talking to someone outside of Intel and said, "When I was young, we used to try to figure out how many acres we were going to put in corn, and how many acres in soybeans."

 

With the fab it was how many acres we're going to put in this process, and how many acres we're going to put in that. [Laughs] The fabs have gotten that big.

 

 

 

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Consumer Tests Reveal Users Want Single Device with a Keyboard that Opens, Closes and Is Touch Enabled

 

 

6837423410_b5d0bdb88b_b.jpgIn user experience testing conducted by Intel, researchers observed people tilting back the laptop screen and using their thumbs to touch both sides of the screen, similar to how people hold a tablet or smartphone. (Flickr photo)

Recent user testing shows that people want touch as part of their laptop computing experience. These research findings from Intel counter longstanding notions about touch-enabled displays on clamshell computers.

 

Touch on vertical screens, such as laptops, has been thought to result in so-called "gorilla arm," a term engineers have coined to describe what happens when people use touch interfaces for lengthy periods.

 

"Touchscreen on the display is ergonomically terrible for longer interactions," Avi Greengart of Current Analysis said to Wired in 2010. In user testing conducted by Intel in Brazil, China, Italy and the United States, however, people embraced touch on laptop displays.

 

"People told me that touch on the laptop was intuitive, fun, immersive and freed them from the mouse and trackpad, especially when they discovered actions like flicking the screen to scroll up or down and navigate between tasks," said Daria Loi, a user experience manager at Intel.

 

In testing Loi found that people spent 77 percent of the time touching the laptop screen while running through a variety of tasks such as surfing the Web, watching online video, viewing and editing photos and adjusting the laptop's setting.

 

"Many people found touch on a laptop screen intuitive," she said.

 

For tests with consumers, Loi used an off-the-shelf touchscreen laptop running a simulated Windows 8 Metro-style operating system and applications such as PowerPoint. Although the prototype was not fully optimized with a touch operating system, many users said the touch experience transformed the notebook from a work to a play device.

 

"One person even compared the addition of touch as like having a laptop with an extra gear," she said.

 

Loi says that the study results debunked another industry concern. "Many thought that hinges holding screens in place wouldn't withstand the forcible pokes and pinches for very long," she said. "But we saw people very gently touching, even caressing the screen."

 

In her testing, she observed people tilting back the laptop screen and using their thumbs to touch both sides of the screen, similar to how people hold a tablet or smartphone. She also noticed a range of additional informal postures, such as resting one elbow on the table or armrest while touching the screen with the other hand or fluidly switching between right and left hand to navigate via touch.

 

Loi said that participants strongly expressed that they did not want the keyboard to go away. "Many gave practical or emotional reasons for liking the physical keyboard, such as the way it feels or sounds when pressing down on the different keys. Most participants did not like interacting with the virtual keyboard, even when touch was their favorite input modality."

 

Strong Desires, High Expectations for Touch

 

Multi-touch screens are prevalent today on tablet and smartphone devices, and they're even available on desktop computers. But Loi said that with the advent of Windows 8, Microsoft's touch-optimized operating system, she wanted to know if people really did or did not want touch on their laptop.

 

Loi noted that in her testing people didn't see touch on a vertical surface as a challenge or novelty. "Instead," she said, "they described touch as something that enriched their experience, and something they believed would inevitably come to laptops."

 

To participants who said they'd like to have touch and the keyboard on one device, Loi asked if they would consider replacing their laptop with a powerful tablet and wireless keyboard. "People said, 'no way, the tablet has its purpose but I still need a laptop. I just want you to add touch,'" Loi said.

 

6837435514_b477520c3e_b.jpgDaria Loi uses an Intel reference design Ultrabook with multi-touchscreen functionality. Loi conducted user tests and found that people spent 77 percent of the time touching the laptop screen while running through a variety of tasks such as surfing the Web, watching online video, viewing and editing photos and adjusting the laptop's setting. (Flickr photo)

Testing occurred before Loi's team revealed the first touchscreen Ultrabook systems this year at the International Consumer Electronics Show in Las Vegas and CeBIT in Germany.

 

"While Windows 8 will help convince consumers to buy a touch-enabled laptop, it will come down to software and apps that use touch in a real way -- a way that feels natural and simplifies the interaction," said Josh Smith, a reviewer at Notebooks.com.

 

Hundreds of millions of people have become accustomed to responsive touch experiences they're getting on smartphones and tablets. Smith said this has created high expectations for fast and smooth experiences on any touchscreen device. He points to recent Microsoft research aimed at improving average touchscreen reaction time of a 100-millisecond delay down to 1 millisecond over the next decade.

 

"I think that once this delay issue is overcome, we will see a better user experience and faster adoption," Smith said.

 

"If I did this study 8 or 10 years ago, I don't think I'd get the same results," Loi said. "In the past few years, people have been exposed to touch through new personal devices and public interactions with ATMs or airport check-in machines. Overall, touchscreens are increasingly becoming smoother and more responsive than ever before. The user interfaces are now optimized for touch."

 

 

 

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Algorithm Slashes Compute Time for Low Radiation Dose Scans from 100 Hours per Image to Less Than an Hour

 

GECTScanner01.jpgGE's "Veo" scanner technology helps lower patients' radiation exposure. Courtesy of GE Health (Flickr photo)

One of the tools doctors rely on to diagnose conditions such as cancer, kidney tumors and spinal trauma is an imposing machine called a computed tomography scanner, or CT scanner.

 

In a hospital emergency room, standard CT scanners can quickly look over the affected area, and in less than 5 minutes generate images of the inside of a patient's body, helping doctors make life-saving decisions.

 

But there's a catch, says Dr. Ella Kazerooni, a professor of radiology at the University of Michigan Medical School: "The radiation dose for a standard chest CT scan is equal to about 70 chest X-rays."

 

That may be OK when it's a desperate life-or-death emergency, but what about when doctors need to take regular CT scans of a small child with a long-term disease such as lymphoma, or an adult with a brain tumor? The amounts of total X-ray radiation such patients may be exposed to could quickly reach levels that could elevate their risk of cancer.

 

In those cases, doctors can use CT scans with very low doses of X-ray radiation that dramatically reduce the patient's cancer risk.

 

But when they do that, there's yet another catch: It takes lots of time, and huge amounts of computing power, to turn the smaller dataset from a low-dose scan into a usable medical image. We're talking not hours but four to five days of computing time on mainframe-equivalent computers to come up with a workable image. For many doctors and hospitals, both the computer power needed and the long delay to get an image have made low-dose scans impractical.

 

One leading CT scanner vendor, General Electric, was determined to crack that challenge. "It was one of the grand challenges of medicine: How could we crack this problem to yield better images at dramatically lower X-ray power settings, and in less time?" said David Baker, an Intel engineer who worked on the problem.

 

Cracking the Code

 

The answer to the question Baker posed lay in a set of mathematical rules called an algorithm.

 

GECTScanner02.jpgA human bran viewed with GE "Veo" scanner technology. Courtesy of GE Health (Flickr photo)

"For scanners, the secret sauce is in the algorithm that generates the images," said Intel's Steven Johnson. The problem was that a promising algorithm for creating an image -- known as Model-Based Iterative Reconstruction -- was enormously complex and carrying it out could bog down even the most modern computers.

 

In 2006, Johnson said, GE approached Intel: "They said, 'We have this algorithm, but we can't get it to a point where we can get an image in the amount of time that anyone would find useful.'"

 

That was the beginning of a years-long struggle by Intel and GE to achieve an audacious goal: to bring the compute time to get an image from a low-dose CT scan down from 100 hours per image to less than 1 hour -- an improvement of 100x.

 

Intel application engineers Terry Sych, Kirk Dunsavage and Kerry Evans formed a small team that pursued ways to optimize the algorithm for processing.

 

Fine-Tuning Software to Save Lives

 

"It was a multi-year effort," Sych recalled. "There was a lot of fine tuning. It got down to counting individual clock cycles for each step of the algorithm." It was difficult, for example, to change the algorithm, which worked best in a single-threaded environment, into one that could take advantage of multi-core processors.

 

It also helped that while this effort was going on, Intel's "tick-tock" processor strategy went through two generations. By 2010, Intel had a whole new generation of Xeon processors, which were still socket- compatible with previous Xeon processors.

 

"That was important," Johnson said. "GE wanted a solution that they knew they could count on for at least 7 years."

 

As Baker described the breakthrough, "The joint team ultimately developed an accelerator based on 28 Xeon processors totaling 112 cores and a dramatically improved algorithm. We reduced the compute time to around an hour, delivering superior medical images and reducing the X-ray power by up to 90 percent."

 

Dramatic Reduction in X-Ray Exposure

 

GE calls the new scanning technology "Veo." Part of the company's line of Discovery Scanners, it was introduced in Europe last year and was approved by the U.S. Food and Drug Administration.

 

"We have been able to reduce X-ray doses to previously unthinkable levels," said Professor Johan de Mey, head of the radiology department of University Hospital in Brussels, Belgium. That is opening up the benefits of CT scans to a wider variety of patients.

 

Evgeny Drapkin, a principal engineer at GE Health, said that exposure levels for scans done with the Veo machines have been reduced by 4x.

 

Baker declared, "Kids who have long-term diseases, who have to get regular CT scans to check the progress of the disease, can often approach their lifetime limit of exposure to X-rays. With the Veo scanner they can dial down the X-ray power and dramatically extend the number of times they can get a scan."

 

 

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Centralized E-Voting Process that Almost Instantly Records the Ballots of Brazil's 140 Million Voters has Drawn Interest from Election Officials in Other Countries, Including the U.S.

 

BrazilVoting.jpgDelivering voting machines to locations in the Amazon rainforest can take up to 2 weeks by vehicle, boat and on foot, but votes are transmitted instantly via a secure satellite network. (Flickr photo)

Brazil, which has about 20 million fewer registered voters than the United States, is providing a model for other nations with its use of electronic voting machines.

 

The Latin American country uses compact, portable voting devices and a centralized process to tabulate even close elections within hours. Adding to the system's efficiency, Brazil's approximately 140 million voters cast their ballot on the same model of voting machine whether they live in Sao Paulo, Campo Grande or villages deep in the Amazon.

 

The result is quick and reliable results, according to Brazil's elections agency. Speed and logistical solutions are part of the reason many countries, including the United States, are looking to Brazil for how to run reliable, secure and efficient balloting.

 

Brazil implemented an all-electronic voting system more than a decade ago and has made improvements since. The municipal elections in October, for example, will employ an upgraded version of an Intel Atom-based voting machine that incorporates advanced fingerprint identification capacity.

 

"I know in the United States it's different," said Giuseppe Janino, secretary of technology for Brazil's Tribunal Superior Eleitoral (TSE), or in English, Superior Electoral Court. "I realize with so many states it's difficult to find a way to have a central, single system."

 

In Brazil, the move to its present-day method was in response to an outcry from angry and frustrated citizens, according to Janino.

 

"We had to do something to make the process reliable," he said. "It took 1 or 2 weeks to show results and outcomes were in doubt through the manual process. It was slow, had a lot of errors -- the electoral process was totally untrustworthy."

 

Reflecting on similar complaints registered about the 2000 U.S. general election, Janino noted the improbability of his country suffering through a controversy like when George W. Bush and Al Gore battled over hanging chad on Florida ballots.

 

"That wouldn't have happened in Brazil because we eliminate the human interaction at all voting sections," he said. The election secretary added that the absence of paper ballots eliminates the tedious task of recounts, done by hand in the past.

 

The TSE also hasn't seen cases of mechanical malfunctions that surface from time to time in the U.S., including the DS200 optical ballot scanner used in Florida, New York, Ohio and Wisconsin. Among other "substantial anomalies," the scanner is prone to freezes and misreads ballots, according to a recent U.S. Elections Assistance Commission report. The device built by Election Systems & Software was not decertified by the EAC, but the Omaha-based manufacturer is working to remediate the problems.

 

Brazil's Nuts and Bolts

 

Brazil's machines, or urnas, are designed by the government and manufactured by Sao Paulo-based Diebold Procom, a subsidiary of Ohio-based Diebold Inc. that has had the TSE contract since 1999.

 

tela_ficticio.JPGCandidates' photos are displayed on the screens of Brazil's electronic voting machines. Source: Brazil TSE  (Flickr photo)

Roughly the size of a small toaster oven, the voting machines have a screen activated by a built-in numerical keypad. Voters punch numbers that correspond to the measures or candidates, the latter often displayed with a headshot. Votes are transmitted via a secure satellite network. Battery life is 9-10 hours, which comes in handy at polling places lacking electrical power. A 2-week delivery by vehicle, boat and on foot is typical for locations hundreds of miles into the Amazon, "no easy task," Janino said, as about 15 percent of voters live in rural areas, including rainforest that blankets more than half of Brazil.

 

The voting machine, which weighs 8.8 pounds, is designed so that even people who do not read or those speaking different languages can successfully make their selections. The visually impaired have an option to hear their votes cast through headphones. Voters can identify themselves with only three fingerprints, a feature piloted in 2008 with 60,000 voters and has since grown significantly.

 

"We are currently in Phase 2 of the biometric identification program and have around 10 million voters who can identify themselves through their fingerprints in this year's municipal elections," Janino said. "By 2018 we will have 100 percent of the voters biometrically registered."

 

Although the government has not seen any evidence of fraud since e-voting was first employed, Janino and his department aren't resting on laurels. Hackers are being hired to do their worst to the latest generation of voting system.

 

"In 2009 we invited hackers to try to get into the system and no one could, so in advance of the next election in October we're inviting more hackers to try again," Janino said. "But they won't be successful."

 

Mixed Global Acceptance

 

pollingplace.jpgWorkers prepare for the 2010 Brazilian general election at an urban polling location. Source: Brazil TSE  (Flickr photo)

Brazil began weaning itself off paper ballots with the 1996 municipal election. One-third of the sections, or what the United States calls precincts, blazed the paperless trail that year. Reports of citizens having trouble adjusting to the new equipment were minimal, according to the TSE. Another third made the transition with the 1998 general election, and when the remainder came on board with the 2000 municipal balloting, top vote-getting candidates weren't the only winners.

 

"That made Brazil the first country to hold a completely automated election," Janino said.

 

The second was India. When 380 million Indians cast votes on more than 1 million machines in May 2004, their country's election wasn't the first to be all-electronic, but it was the world's biggest. India, the globe's largest democracy, has used e-voting machines exclusively for national and local elections.

 

Belgium and the Philippines also use technology in either the voting or counting process for all of their national elections. Countries at various stages of piloting or partially using forms of electronic balloting include the United States, Estonia, Indonesia, Kazakhstan, Nepal, Norway, Pakistan and Russia, according to the International Foundation for Electoral Systems.

 

Some countries are moving in the opposite direction. Germany banned e-voting in 2009 after a court ruled that the automated process used for the previous 10 years was unconstitutional. Citing issues over adequate privacy and security safeguards, the Netherlands in 2008 decertified its e-voting machines and moved back to paper balloting. Machines still tabulate results, but the sentiment, as stated by the government, is "as long as there is no good alternative, Netherlands agrees with pencil and paper."

 

Janino shrugs his shoulders when he hears such things. "There are countries that use paper, and people trust that process even if it is manual and slow," he said.

 

For countries open to the idea of computerized elections, Brazil is happy to share its knowledge, success and even hardware. Costa Rica, Dominican Republic and Mexico have signed agreements to rent the TSE's voting machines for their own elections.

 

America also has knocked on Brazil's door -- not for equipment, but know-how.

 

"Delegations from the U.S. have come to Brazil," Janino said. "We help them learn about our process, how we implement, what our experiences have been and advise them to find a way to have a central system."

 

The latest American delegation to visit was from California, the state with the most registered voters and the greatest number of delegates up for grabs in its June 5 presidential primary.

 

urna-biometrica.jpgRecent advancements in Brazil's standardized electronic voting machine include biometric identification. Source: Brazil TSE (Flickr photo)

Secretary of State Debra Bowen, whose job includes serving as California's chief elections officer, has looked closely at electronic voting since 2007 when she commissioned a complete review of software, hardware, source code and documents of voting systems used throughout the state. With the resulting independent scientific analysis as her guide, Bowen supported a system that, as she described, "offers the best of both worlds."

 

"I chose to favor the transparency of voter-marked paper ballots, which can readily be recounted, coupled with the accuracy and speed of the computer to do the tedious work of counting multiple races," Bowen said.

 

On all the voting systems she recertified following the audit, Bowen placed tighter use conditions on the components of voting systems that the researchers found were the most fundamentally flawed and vulnerable to security breaches. Those concerns are a big reason the secretary of state doesn't see California being fully automated anytime soon.

 

"Because of proven technological insecurities and highly publicized government-hacking successes, I don't see any big push toward all-electronic voting in the near future," Bowen said. "Right now, with proprietary closed-source voting systems, entire institutions have to hope that unethical people don't get their hands on source code or software. Our democracy is not built on trust alone; there are checks and balances, and course corrections after lessons are learned."

 

While an automated election model mirroring Brazil's doesn't seem to be on the horizon for California, all of its 58 county election offices are required by law to provide at least one electronic ballot-marking machine in every polling place. Although generally used by voters with disabilities, the machine may be used by any registrant.

 

The U.S. agency charged with testing, certifying and overseeing voting systems across the country takes no position on the electronic vs. manual debate.

 

"The EAC does not endorse any particular type of voting system and state participation in EAC's program is voluntary," said agency spokesman Bryan Whitener. "States determine the type of voting system they use according to individual state laws and procedures."

 

The EAC, which was created in the wake of the 2000 presidential election turmoil, is established by the Help America Vote Act that sets functional standards for voting systems used in federal elections. These standards will be followed for the third time when America votes for a president in November, be it by human or machine.

 

 

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