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Yet, through its many ups and downs, the relationship has proved resilient. Trade flows between the eu and the United States remain the world’s biggest, worth more than $3bn a day. Shared democratic values, though wobbly in places, are a force for freedom. And, underpinning everything, the alliance provides stability in the face of a variety of threats, from terrorism to an aggressive Russia, that have given the alliance a new salience.

At the heart of this security partnership is nato. By reaching its 70th birthday the alliance stands out as a survivor—in the past five centuries the average lifespan for collective-defence alliances is just 15 years. Even as European leaders wonder how long they can rely on America, the relationship on the ground is thriving. As our special report this week explains, this is thanks to nato’s ability to change. No one imagined that the alliance’s Article 5 mutual-defence pledge would be invoked for the first, and so far only, time in response to a terrorist attack on America, in September 2001, or that Estonians, Latvians and Poles would be among nato members to suffer casualties in Afghanistan. Since 2014 the allies have responded vigorously to Russia’s annexation of Ukraine. They have increased defence spending, moved multinational battlegroups into the Baltic states and Poland, set ambitious targets for military readiness and conducted their biggest exercises since the cold war.
Keybanc  qtr_calls  financials  numbers  enterpriseIT  spending  charts  links  via:Workflow 
march 2019 by cote
Open source technologies become kingmakers in enterprise | ZDNet
"Without an open source project at the core of an enterprise technology vendors will be facing a prolonged and difficult selling cycle." It could do with more charts, but hey, it stands OK as a brief piece.
RedHat  opensource  enterpriseIT 
july 2015 by cote
Stop Press: Why developers are not masters of the universe | Creative Intellect Consulting
Tracking the exact mechanics of bottoms-up shifts in IT is as hard as tracking “real cloud” spend, if not harder: I would listen to developers, but more likely an architect or head of development than allow the grass roots to start buying and using anything they wanted. I am not naive enough to believe that developers don’t go out and look at neat new stuff, a developer happy and content to just do maintenance on existing software is a rare commodity indeed. Developers may have introduced some tools such as Git, Github, JIRA and Jenkins but these will at some point still require some level of management buy in and approval , nor do they affect the company wide license expenditure. There’s a lot on “this is how large organizations actually work,” which is good context for what all this “enterprise nonsense” is all about: In order for a developer to sign up to a public cloud service any even remotely competent compliance driven department will ensure there is a process for approval for the spend which would include justification. If the initial spend is approved then there is a risk that a developer might be naive in his usage of the cloud environment and start moving data around or investing in massive amounts of computing power. This would normally be caught at a monthly bill cycle by any diligent IT manager/Director. If not then the finance team would certainly pick up on the unusual spend. In summary: “hi, we’re a ‘large enterprise,’; cloud, we don’t do things like that.”
via:ifttt  from:tumblr  cloud  devrel  enterprisecloud  enterpriseIT  influence  link  tumblr:link 
august 2014 by cote

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