Spotlight: Still time to respond to our cloud computing survey!

FierceGovernmentIT‘s cloud computing survey is still open and we need your help. This research will inform an in-depth report on cloud computing initiatives in the federal government. We hope to gain a better understanding of the federal government’s knowledge of cloud computing technologies, as well as potential barriers to wider adoption. 

Under no circumstances will your individual answers be divulged – they will be reported in aggregate with those of other people who have responded to the survey and used for research purposes only.

If you take this brief survey, you will receive the final report of the research results when available. To complete the survey, simply follow this link or paste it in your browser:

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How Venyu evolved into one of Baton Rouge’s leading cloud computing providers

Over its 25 years in business, Venyu has witnessed the birth of revolutionary digital technology while also driving the industry forward with its own innovation. From its 1989 origins as Network Technology Group, the company has pioneered advancements in data solutions, evolving to meet the increasing demand for cloud backup and cloud hosting services. A provider of cloud, data center and data protection services, Venyu serves as the physical infrastructure or “venue” from which people run their business. Today, Venyu’s broad capabilities allow clients to source, implement and manage complete information technology ecosystems that include expanded backup services for disaster recovery, business continuity, colocation and managed hosting. The image below features a timeline of Venyu’s emergence as one of the area’s leading cloud computing providers.

Gabrielle Braud • Photos by Don Kadair

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Alibaba Plows $1B Into Aliyun, Its Cloud Computing Unit

Alibaba Group announced today that it will invest a further $1 billion into Aliyun, its cloud computing unit. The capital will be used to expand Aliyun, which currently has data centers in China, Hong Kong, and Silicon Valley, into other international markets.

The company plans to target the Middle East, where it recently formed a joint venture with Dubai-based holding company Meraas, Singapore, Japan and Europe.

Aliyun, which spun off from Alibaba in 2012, also disclosed that it formed a new strategic partnership with Yonyou Software, which claims to be the largest software vendor in China, as well as the largest independent enterprise software vendor in the Asia-Pacific region. Working with Yonyou can help Aliyun score more enterprise customers in Asia who need cloud computing, big data, digital marketing, and e-commerce solutions.

Another strategy of global expansion is Aliyun’s Marketplace Alliance Program, which is designed to reach new clients in North America, Asia, Europe, and the Middle East through partnerships with other tech companies. These currently include Intel, Singtel, Meraas, Equinix, PCCW, LINKBYNET, and Towngas.

Aliyun competes directly with Amazon Web Services, which is also intent on global growth. Its backing from Alibaba, however, means that Aliyun has the ability to experiment with technology like low-power server processors, which might help it save a lot of money on electricity bills as it deploys new infrastructure and gives it an edge over AWS.

Aliyun is a reminder that Alibaba’s scope goes far beyond being China’s largest e-commerce company. In addition to providing services for other companies, Aliyun powers projects like what it calls the first “cloud hospital” in China. If these initiatives succeed, it means Alibaba and its units may eventually hold a sizeable stake in almost every aspect of daily life for Chinese consumers, from grocery delivery to healthcare.

Of course, not all of Alibaba’s gambits have worked out. Aliyun’s first product, a mobile operating system meant to compete with Android, has not gained significant traction despite continued investments like a recently purchased minority stake in smartphone maker Meizu.

In a statement, Alibaba Group CEO Daniel Zhang said, “Aliyun has become a world-class computing service platform that is the market leader in China, bearing the fruits of our investment over the past six years. As the physical and digital are becoming increasingly integrated, Aliyun will serve as an essential engine in this new economy. This $1 billion investment is just the beginning; our hope is for Aliyun to continually empower customers and partners with new capabilities, and help companies upgrade their basic infrastructure.”

Featured Image: Kamenetskiy Konstantin/Shutterstock

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Microsoft Deputy GC: Cloud Computing Is On Trial at the Second Circuit

When federal investigators served Microsoft officials with a warrant in late 2013, requesting the contents of a customer’s cloud-based email account in connection with a narcotics investigation, Microsoft said “yes, and no.”

The company agreed that investigators had the right to access emails stored in the U.S., but protested that some of the emails were being kept in the company’s data center in Dublin, Ireland. The government’s authority, Microsoft said, didn’t reach across the pond.

When a federal district court in New York approved the search over Microsoft’s protest, and demanded the tech giant grant access to its Dublin data center, Microsoft appealed to the Second Circuit.

Microsoft’s case has since drawn a diverse host of supporters, including many of the world’s largest technology companies, who worry that the outcome of the case could jeopardize their international cloud computing businesses.

David Howard, deputy general counsel at Microsoft and head of the company’s litigation group, said others have rallied to the cause because the stakes are so high.

If global tech companies can’t protect the email accounts of local users in other countries, Howard argued, users will go with local providers, who won’t be subject to the demands of foreign investigators, instead.

“The potential end result of the government’s approach in this case, especially if it’s followed by other governments elsewhere, is a balkanized cloud, in which different countries have different local clouds that don’t exist at scale,” Howard said.

In a recent interview with Big Law Business, Howard, who’s been at Microsoft for five years, spoke to the importance of the email privacy case, and also provided broader insight into what it’s like to manage the company’s legal matters: what makes a law firm attractive, how he keeps litigation costs down, and how Microsoft monetizes workplace diversity.

In the email privacy case, oral argument in Microsoft’s appeal is scheduled for September 9. Lawyers from Orrick, Herrington Sutcliffe, Covington Burling, and Petrillo Klein Boxer worked on the brief.

Interview Excerpts:

The problem is people won’t use technology they can’t trust. If people outside the United States can’t trust the cloud, they’re not going to use it and that would be a terrible shame.

Sure, there are business interests for Microsoft at stake, but there are also business interests for pretty much every company out there. If they can’t take advantage of a cloud that’s at scale, then they’re not going to be able to take full advantage of the cloud.

The best way we can really get a true and meaningful comparison of how expensive a firm is going to be in a particular matter is to have multiple firms compete for the matter, and do so on a basis other than just hourly rates.

I think [what gets my attention] is lawyers who are difference makers. If for instance a firm has a world class trial lawyer, that’s a firm that we’re going to think about using.

Below is an edited transcript of the interview.

Big Law Business: What is the Second Circuit case really about? What’s at stake, from a broader perspective?

Howard: The strict legal issue is whether the Electronic Communications Privacy Act of 1986 permits the U.S. Government to serve a search warrant on Microsoft in Redmond, Washington, to obtain the contents of personal emails of a Hotmail subscriber whose emails are kept in a data center in Dublin, Ireland.

You might think that’s a fairly technical legal question, and I guess in some ways it is, but it raises many broader issues, as reflected, I think, by the broad array of support for our filing in the Second Circuit.

I believe we had 23 different media and technology companies, 27 different trade associations and other companies, and 35 computer scientists, plus the government of Ireland, who all weighed in on the side of Microsoft.

Some of the supporters were really varied and strange bedfellows — everyone from Fox News to the ACLU. I think the reason is that the case raises a lot of important issues.

One issue relates to the future of the cloud computing and whether or not companies — and this doesn’t just apply to technology companies — will be able to reap the full potential of cloud computing and the amazing benefits it brings, not only to big companies but to the small and medium-sized companies as well.

The problem is people won’t use technology they can’t trust. If people outside the United States can’t trust the cloud, they’re not going to use it and that would be a terrible shame.

The other aspect that’s so important is that — as we recognize, and as the Supreme Court has recognized — every aspect of our lives exists not only in a physical world but in a digital world. All you have to do is look at some of the intrusions that have taken place in the last few months, and one realizes that people won’t feel safe unless they’re safe online.

When the Supreme Court decided the Riley case last term, one of the things that was recognized was that people have the whole history of their lives on their cell phones — everything from their photographs to their calendar to their diary to their most personal communications.

David Howard 2015

David Howard (Courtesy of Microsoft)

Those types of information are stored not only in the phone itself but in the cloud, and sometimes people don’t even understand the difference. What concerns us about this case is the real risk that the Internet becomes, and for want of a better expression, a free for all, or the wild west.

If the United States believes it can intrude beyond its borders and obtain documents from Dublin, Ireland, then there’s nothing to stop somebody in a country other than the United States from serving their equivalent of a search warrant on Microsoft, Google, or Yahoo, and obtaining the documents of U.S. citizens that happen to be stored in the United States.

Obviously, we think that would be a very bad type of precedent. We think it’s absolutely essential that somebody be in a position to make the decision that there has to be better cooperation among governments and a better balance between the interests of security and privacy.

Big Law Business: How important is the distinction of whether the user lived in Ireland or elsewhere?

Howard: Well, in terms of the law as it currently exists, it’s unimportant. In terms of the law as it might exist in the future, and the choices that Congress might make as to how to balance security and privacy given the world in which we now live, it could be an important factor.

There’s nothing in the record right now that specifically says whose email account this is. The reason why there is an expert who has said it’s unlikely these emails belong to people in the United States is that there is something called latency.

Latency is the reason why Microsoft has data centers for consumer email in other parts of the world. It’s so that people can get access to their information as quickly as possible. If somebody registers for, and they’re located in Europe, or they say they’re located in Europe, then they are most likely to have those documents stored in a data center in Europe.

Now, are there ways that one could get around that sort of a thing? If somebody was located in the United States, could they figure out a way to get their information stored outside the United States? Well, that’s possibly the case, sure, but there are lots of ways criminals have always found to evade law enforcement.

One thing we know from the Supreme Court’s decision in Riley is that the Court recognizes that privacy sometimes comes at a cost. In this case, when you actually interpret the statute and the words in the statute, and apply the presumption against extraterritoriality, there is nothing in the statute that would permit the type of action that the government took here, regardless of the actual residence of the individual.

Our main point here, in this case, is that U.S. prosecutors are not the best people to make the decision about how to balance security and privacy and apply the statute given the world of technology in which we now live. U.S. courts are not best placed to make that determination. The people who are best suited to make the choices are in Congress.

Big Law Business: What’s the business threat to Microsoft and all these other companies that jumped on board? If I’m a European consumer, am I more than likely to hire a provider headquartered in Europe, for example, that the U.S. Government can’t get to so easily?

Howard: Sure, there are business interests for Microsoft at stake, but there are also business interests for pretty much every company out there. If they can’t take advantage of a cloud that’s at scale, then they’re not going to be able to take full advantage of the cloud.

The potential end result of the government’s approach in this case, especially if it’s followed by other governments elsewhere, is a balkanized cloud, in which different countries have different local clouds that don’t exist at scale.

Big Law Business: Did Microsoft have to do some work getting all these different companies on board? Or was this just a no-brainer for everyone?

Howard: Well I would say that Microsoft alerted people to the issue, but you’d be amazed at the response we got from a host of different interests.

There were media companies concerned about 1st Amendment issues, technology companies in situations similar to Microsoft, civil liberties organizations worried about personal freedoms, and business organizations concerned about the future of the cloud. It was not a heavy lift. Let’s put it that way.

Big Law Business: What is Microsoft’s litigation group doing to keep legal costs down?

Howard: For one, we’re successful in our cases a lot. We have a really good track record of winning cases early. When you win cases early you don’t have to spend money on legal fees.

Secondly, we do rely, to a large extent, on a combination of alternative fees and also competitive bidding in the litigation group, to try and have apples to apples comparisons that allow us to choose the best firm for a particular matter.

That may not always be the lowest priced firm, but in our view it’s the best way we can align our interests with those of the firms we use. The best way we can really get a true and meaningful comparison of how expensive a firm is going to be in a particular matter is to have multiple firms compete for the matter, and do so on a basis other than just hourly rates.

Big Law Business: What catches your eye, as far as law firm marketing? How does a firm get your attention?

Howard: I think the answer is lawyers who are difference makers. If for instance a firm has a world class trial lawyer, that’s a firm that we’re going to think about using. We’re lucky enough to have a bunch of those people in our our [Premier Provider Program] firms, but you can never have too many.

Big Law Business: How is Microsoft pushing firms to improve on diversity?

Howard: I think we are one of the first companies, if not the first company, to have and embrace a law firm diversity program, in which we actually give bonuses to firms based on their ability to hit certain goals on an annual basis.

That’s something we’ve been doing for quite a few years, and it’s an important part of our program, in part, because it gives firms a financial incentive to promote diversity and inclusion.

Also, if an insufficient number of firms meet the matrix on an annual basis, part of the bonus for people like me actually gets held back. We like to think that we put our money where our mouth is. We’re always thinking about ways to improve the program, and we’re currently working on its next iteration right now.

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Cloud computing startup Cloudability buys RipFog in all-Portland deal

RipFog co-founders Dave Hersh and Erik Onnen.
RipFog co-founders Dave Hersh and Erik Onnen.

Cloud computing management startup Cloudability today announced the acquisition of stealthy data transfer startup RipFog in an all-Portland deal.

Founded last year by former Jive Software CEO Dave Hersh and former Urban Airship exec Erik Onnen, RipFog was quiet about its technology, with Hersh telling GeekWire this past September that his company was trying to simplify how data is moved “from back-end systems out to users, and back again.”

cloudabilityCloudability, meanwhile, helps companies get a better handle on how much they are spending across various cloud computing services. This is the third acquisition for the 4-year-old startup in the past five months.

“As the cloud market has evolved, cost management demands have gotten more complex and involved greater and greater amounts of data,” Cloudability founder and CEO Mat Ellis said in a statement. “With RipFog’s engineering background in big data analytics, we look forward to pushing the boundaries of what our own analytics tools can do, and advancing the state of the art in cloud cost management.”

RipFog had offices in Portland and San Francisco, with its engineering center based in Portland. In a statement, Onnen said that “it’s great to be a part of a Portland company tackling big data problems.”

Hersh was the founding CEO of Jive Software and held that position for six years until stepping down in 2010. Since then, Hersh has advised startups up and down the west coast while also becoming a board partner at Andreessen Horowitz before founding RipFog last year.

Jive, a maker of online tools that help workers collaborate on projects, started in Portland more than ten years ago before moving its headquarters to Palo Alto and filing for an IPO one year later.

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What the Auto Industry Can Learn from Cloud Computing

Transportation is one of the world’s largest industries. The five largest automotive companies in the world generate more than 750 billion euro in annual revenue. The names in the industry are global brands – BMW, Ford, Daimler. Yet despite its size and stature, it’s also an industry in the midst of transformation. Today, new transportation vendors like Uber, Lyft, Zipcar, and Grabtaxi are changing our relationship with cars.

Few other industries with such a pervasive and tangible impact on each of our lives have gone through recent periods of similar upheaval. Information technology, however, is one of those industries. We all interact with computers on a near daily basis, and like cars today, the IT industry has been undergoing its own transformation over the past 15 years.

Some of the same factors that have driven the transformation in IT help point the way toward the future of transportation. Namely, four themes from the growth of cloud computing help us understand why a shift to “cloud transportation” is underway.

1.  Renting is almost always cheaper than owning.

Historically, renting infrastructure has been relatively expensive. Any renter needed to both cover the profit offered to rental companies and settle for less customized infrastructure. That changed in the world of computing over the last decade – mostly due to the sheer growth in consumers of IT infrastructure.

Today’s cloud IT vendors have both the buying power and the operational discipline to minimize the cost to the customer of a unit of data storage or computing power. With the addition of self-service infrastructure, powered by scalable web interfaces, the cloud IT vendors are also able to provide incredible variety to their customers without dramatically increasing their costs.

The same shift can be anticipated in transportation. Huge vendors of cloud transportation — just like their counterparts in IT — have every incentive to optimize their fleets against cost per mile driven. Unlike the average consumer, cloud transportation vendors will attempt to ensure they (or their drivers) buy the most efficient cars per mile, service them optimally, and retire them on the best schedules. (Ever wonder why Hertz doesn’t have many cars with more than 30,000 miles?)

It may be a long time before cloud transportation companies offer anywhere near the same variety that ownership can confer. But for many of us, what they offer will be good enough. And when it is, we should expect renting to become cheaper than owning.

2. Network effects will be critical to performance.

In a world of cloud infrastructure (whether in software or transportation), there are a number of advantages to scale. Beyond purchasing power, scale helps companies establish strong network effects. In software, these network effects help draw new developers and consumers to a given platform, simplify application deployment and service, and streamline the act of finding relevant talent.

In transportation, networks create value in a couple of ways. The first is convenience. The more Zipcars in your city, the more compelling it is for people to sign up for Zipcar, and the more Zipcar locations can be supported. Similarly, the more Uber drivers there are in a city, the more likely people are to sign up for Uber, and the more likely drivers are to opt into it.

A dense network also limits transaction costs. Every mile driven by a ride-sharing driver with no customer in the seat is a mile of costs that need to be covered. But once a ride-sharing company has built meaningful network density, a driver might leave you on one corner and pick up his next rider only a block down the road.

In cloud computing, we’ve seen these network effects help solidify the position of massive players – locking new entrants out of the market. In the world of transportation, this is definitely a possibility and one of the primary reasons so many next generation companies are trying to expand so quickly.

3. Most of the old guard will struggle to adapt.

As is the case with most waves of disruption, suppliers trying to make the shift to cloud business models will struggle to adapt.

Why? Mainly because the most valuable customers in their portfolio today aren’t necessarily the most valuable customers in the new world. Today, car companies might treasure the luxury customer willing to pay for a highly customized interior. Tomorrow, the best segment to own might be the B2B buyers who are buying at massive scale. Unfortunately, these new buyers have different needs entirely. They’ll care about extremely minute efficiency gains that even the pickiest individual buyers wouldn’t even notice. They’ll look for cars that cost little to maintain, get great gas mileage, and last forever. And in a world with driverless transportation, they may want cars with very different service models, layouts, and architectures.

The theory of disruption would suggest that, for these reasons, traditional automakers will struggle to make the shift, even armed with the massive scale and brand advantages they have today.

4. Change will be slow, and edge cases will persist for decades.

If the cloud revolution in information technology has taught us anything, it’s that edge cases will persist for decades. Despite the known advantages of cloud computing, we’re far from a world where cloud can do everything. But for the vast majority of companies, cloud is a godsend.

Transportation will follow a similar path. We’re a long way from being able to serve many suburban and rural areas with next-generation infrastructure. Genuine car enthusiasts might never make the shift. And there is nothing in place today to help address the edge needs of those doing things like hauling junk, transporting construction tools, or moving people long distances on a regular basis.

Beyond the purely functional limitations of the technology, regulatory issues will persist for decades. We’re seeing the beginning of these issues arise with the questions surrounding the employment status of Uber and Lyft’s contract employees. We’ll only see more of these issues over time. Regulatory issues haven’t slowed cloud computing all that much — but then, data security seems almost insignificant when compared to the physical safety of our loved ones and children. Background checks and security screening issues will be ever more critical in a world of transportation marketplaces. Adapting rules, testing product, and creating the software to enable driverless cars will take quite some time.

But just like with cloud IT, even if we don’t see everyone move en masse, the change will be noticeable. And it will be noticeable soon. Within years, we’ll have trends that point the way toward a very different future.

A decade ago, it was clear to a lot of thoughtful folks that cloud software was going to be the clear choice of the future. Today, the same theme seems to hold for transportation. We should assume that cost advantages will favor the cloud vendors, that scale will improve performance, that the old guard will have to adapt to flourish in the new world, that the edge cases will slowly fill in, and that the change is coming — eventually.

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Alibaba Plans $1 Billion Cloud-Computing Push

BEIJING—Alibaba Group Ltd. plans to invest $1 billion in cloud computing globally as it seeks to compete with in web services.

The e-commerce giant said part of the money will go to set up data centers in the Middle East, Japan and Europe. Alibaba’s cloud-computing arm, Aliyun, opened its first overseas data center in Silicon Valley earlier this year and plans to set up another in the eastern U.S.

The funding will…

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Alibaba is investing $1 billion to take on Amazon’s cloud computing juggernaut

jack maREUTERS/Lucy NicholsonJack Ma, founder and executive chairman of Alibaba

Chinese e-commerce giant Alibaba is upping its investment in cloud computing, with a new, $1 billion cash infusion, making it more of a competitor to Amazon, Google, and Microsoft than ever before

The funding will be used to expand Aliyun’s international presence, extend its alliance-based ecosystem, and to build new products that it can offer at lower costs, the company announced in a press release. 

This is the second of recent signs that Alibaba’s getting serious about its cloud business. Just last month, Aliyun signed a series of new partnerships with the likes of Intel and data center company Equinix to localize its cloud offerings without having to build its own new data centers.

Right now, cloud computing only constitutes a small chunk of Alibaba’s $2.8 billion in revenue last quarter, but this new investment prove Aliyun doesn’t plan to slow down. 

Right now, Amazon leads cloud computing in the US, on track to book more than $7 billion this year from its Amazon Web Services infrastructure business — that’s than its four closest competitors (Salesforce, Microsoft, IBM, and Google) combined. 


Disclosure: Jeff Bezos is an investor in Business Insider through his personal investment company Bezos Expeditions.

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CEO of cloud computing company Citrix is out and he’s giving his board seat to …

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Analytics, Cloud Computing Dominate Internet Of Things App Developers’ Plans

79% of Internet of Things (IoT) app developers spend at least 25% of their time with analytics or databases,  and 42% work on Big Data or advanced analytics projects.

55% of IoT developers primarily connect devices through the Cloud, with 32% connecting through a hub or middle tier.

26% of IoT developers most associate cloud computing with the Internet of Things and are 3X more likely to use the Cloud as a development environment.

These and many other insights are from the Internet of Things Study 2015, Volume I by Evans Data Corporation. Evans Data Corporation (EDC) maintains an international panel of developers who were contacted for this study. 578 in-depth interviews were conducted with developers who are currently planning and working on projects for connected devices and sensors. Only those developers who are currently writing apps for connected devices or plan to within the next six months are included in this survey.

Key take-aways include the following:

  • 26% of Asia Pacific and 23% of North American app developers are actively working on IoT projects today. An additional 26% of Asia Pacific app developers are planning to develop IoT applications.  The Asia Pacific region is a strong catalyst of IoT research and development globally, with Samsung, Fujitsu Fujitsu and many other leading technology companies based there. EDC found that this region is growing quickly due to developers being involved with the Sensing China Initiative and the partnership China has with the European Union to create fifteen smart cities. India and South Korea’s partnership to bring IoT to the former nation is also reflected in the following distribution of IoT development activity:

Global Distribution of Internet of Things Development

  • Commercial, ISV applications (36.5%), custom apps for system integrator and Value-Added Reseller (VAR) use (31.8%) and enterprise apps (18.3%) are the three most common app areas IoT developers are working on today.  Corporate workgroup (6.8%), Original Equipment Manufacturer (2.8%), scientific (2.6%) and other (1.2%) are the types of applications IoT developers are working on today.

type of app

  • IoT app developers are primarily focused on analytics on aggregated data (25.3%), middleware development (20.5%), and backend/server development (18.6%).  Additional areas of focus include firmware or preloaded software for the client device (16.3%), downloadable applications for the client device (8.7%) and Web application or web-based user interface development (8.7%).  The following graphic compares where developers are primarily focusing their efforts.

IOT Primary Development Focus

  • 34.2% of IoT developers spend 50% or more of their time working with analytics and databases. IoT developers are more likely to spend 25% of their development time working with analytics and databases across all app categories as well.  Clearly analytics and databases are an essential design element of current and future IoT applications.

percent of time on analytics

  • 37.9% of IoT apps are being developed in the Cloud, and 49.6% of developers plan to begin development there in the next twelve months.  Only 5.5% of IoT developers sruveyed have no plans to build their apps in the Cloud.

plans for the cloud

  • IoT developers are priortizing their development efforts on apps that include multiple devices or sensors connected to the Internet 54.9% of the time.  Additional app development efforts include attaching a single device or sensor to the Internet (24.8%), multiple devices or sensors of the same kind to each other (13.7%), and multiple device or sensor types to each other (3.9%).

device connected

  • 55.4% of IoT app developers are integrating to connected devices through the Cloud. 31.9% report their apps are integrated to connected devices through a hub or middle tier, and 11.2% are integrating connected devices directly to each other.

connection strategy

  • Office productivity and office appliances lead connected device app development (15.8%) followed by e-commerce (B2B) (12.8%), and transpiration (not car-based) (12.3%).  Additional connected device projects include security and surveillance (11.1%), public utilities (10.7%), home and home appliance (6.1%), logistics (5.5%) and connected car (4.9%). The graphic below explains the connected device projects IoT developers are working on today.

connected device

  • IoT developers most often associate cloud computing (26.1%), Big Data (17.4%) and real-time event processing (17.2) with IoT and the development efforts they are working on.  Also included are cognitive computing (11.1%), Wi-Fi enablement (10.9%), machine-to-machine communication (10.7%) and Near Field Computing (6.1%).The following graphics show the distribution of responses and a breakdown of responses by region.

concepts associatedconcepts by region

  • Security (21.2%), technology will exceed demand (15.8%), and variety of data (12.6%) are the top three concerns of IoT developers creating new apps. Additional concerns include privacy (11.9%), amount of data (10.2%) and tools do not meet requirements (8.2%). Additional concerns including insufficient standards (7.2%), fragmentation of platforms (6.1%) and fragementation of devcices (5.6%).

primary concern

  • 51% of IoT developers have management and leadership positions in their organizations, with 15% self-identifying themselves as project leads or team leaders. EDC found IoT developers self-identify themselves into job descriptions and titles that reflect a more fragmented, pluralistic development community globally than other app development areas. 25% of IoT developers defined themselves in a specialist role, including business analyst, data architect, software architect or Web developer.

job description

  • 94% of IoT developers are using one of a series of Microsoft Windows operating systems as their primary development host. 43.7% are developing on Windows 7, 37.6% on Windows 8/8.1, and 6.6% on Windows 10. 3.1% are using Linux as their operating system and 1.9%, Apple Mac OS X.

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