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Today’s top tech news:Airtel begins the end of 3G, TikTok users break the law, and Accenture leads in AI rankings

<ul><li>Airtel has started to shut down its 3G services, starting with Kolkata.</li><li><keyword id="7374256" type="UNKNOWN" weightage="20" keywordseo="tiktok-users">TikTok users</keyword> are breaking the law to rake in more views.</li><li>Accenture is ranked number one artificial intelligence (AI) service provider by the International Data Corporation (IDC).</li><li>The Indian government wants to build an in-house WhatsApp for official communication. </li><li>Akshay Kumar, the Bollywood actor, is GoQii’s newest investor.</li></ul>This is Tech Insider’s daily dose of <keyword id="35609" type="PERSON" weightage="20" keywordseo="tech-news">tech news</keyword> — everything that’s happening in tech that you need to know about today from Business Insider and its partner publications:

<ul><li>Accenture is ranked number one <keyword id="107950" type="TECHNOLOGY" weightage="20" keywordseo="artificial-intelligence">artificial intelligence</keyword> (AI) service provider by the International Data Corporation (IDC). </li><li>Booz Allen and Oracle were left out of IDC’s analysis for not meeting the requisite criteria. Capgemini did not participate in the study.</li><li>IDC attributes Accenture’s market leadership to its efficiency in synergizing the different tools that it has at its disposal.</li></ul> Accenture is the top ranked <a href="https://www.businessinsider.in/india-has-a-booming-artificial-intelligence-sectorand-its-struggling-to-fill-over-4000-vacant-positions/articleshow/67154961.cms">artificial intelligence</a> (AI) service provider globally, according to International Data Corporation (<a href="http://idcdocserv.com/US44514819e_Accenture">IDC</a>). It toppled Indian IT giants like <keyword id="6357150" type="ORGANIZATION" weightage="20" keywordseo="tcs">TCS</keyword> and <keyword id="10862" type="CITY" weightage="20" keywordseo="Wipro">Wipro</keyword> along with consulting firm <keyword id="6358918" type="UNKNOWN" weightage="20" keywordseo="deloitte">Deloitte</keyword>. The rankings published by IDC classifies <keyword id="7808180" type="UNKNOWN" weightage="20" keywordseo="ai-service-providers">AI service providers</keyword> into market leaders and major players based on their capabilities and strategies. While six companies fall above the line — <a href="https://www.businessinsider.in/were-just-getting-started-a-top-accenture-interactive-exec-reveals-its-strategy-to-prevail-over-advertising-agencies/articleshow/68580259.cms">Accenture</a>, Deloitte, HCL, IBM, <a href="https://www.businessinsider.in/wipro-phishing-attack-computer-system-hacked/articleshow/68918449.cms">Wipro</a> and <a href="https://www.businessinsider.in/facebook-cognizant-exposed-by-a-verge-whistleblowers-report/articleshow/69877536.cms">Cognizant</a> — others like TCS, Infosys and EY have some catching up to do. 
 
 
 
 
 
 
 
 <div type="image" title="accenture_edited" msid="69986174" hostid="261" caption="&amp;lt;p&amp;gt;IDC MarketScape: Worldwide Artificial Intelligence Services 2019 Vendor Assessment&amp;lt;/p&amp;gt;"></div>

















 Tailored AI solutions The report highlights how Accenture has been deemed a market leader based on its ‘unique approach’ to apply its expertise using AI, analytics and automation at scale — ranging from strategy to managed services. Basically, Accenture knows how to capitalize on its synergies and is good at tailoring AI solutions according to a client’s needs. In India, Accenture had to<a href="https://www.businessinsider.in/accenture-had-to-re-train-17000-indians-because-automation-ate-their-jobs/articleshow/69823422.cms"> retrain 17,000 of its employees</a> because of the <a href="https://www.businessinsider.in/ai-is-threatening-small-jobs-but-indian-workers-are-oblivious/articleshow/69523532.cms">same reason.</a> According to Jennifer Hamel, a research manager at IDC, “As the AI services market continues to mature, customers will need partners that not only demonstrate expertise in AI-enabling technologies but also develop solutions that achieve customers' business objectives and address the human impacts of AI adoption.” Nonetheless, IDC believes that there’s room for improvement. Accenture’s sales and distribution could use a digital route that allows consumers purchase AI services online, according to the Chinese market intelligence company.This could lead to further growth for Accenture by targeting the non-traditional customer base. Missing players The report took 12 companies into account but curiously, large companies like <a href="https://www.businessinsider.in/capgemini-eyes-campus-placements-senior-hiring-in-india/articleshow/68177928.cms">Capgemini</a>, Microsoft, <a href="https://www.businessinsider.in/oracle-chairman-larry-ellison-says-the-company-added-5000-new-trials-for-its-latest-cloud-database-heres-what-that-means/articleshow/69866553.cms">Oracle</a>, and SAP SE were missing from the list. As per IDC’s methodology, only vendors with at least 10% revenue and 10% head count in each macro-region were included. But, the term macroregions is specific to IDC’s parameters. Booz Allen, among the top 10 AI service providers in the US, was also left off the list as most of its revenue comes from the US government. Hence, its revenue stream isn’t global enough for the company to qualify for IDC’s analysis. Capgemini did not participate in the study, but is looking to inch closer to Accenture. Earlier this week, the global IT firm <a href="https://www.livemint.com/companies/news/capgemini-makes-big-acquisition-to-compete-more-aggressively-with-accenture-1561519016229.html">announced plans</a> of acquiring Altran Technologies for $4.1 billion. The aim of this acquisition is to woo more tech clients. That, in turn, will help Capgemini keep up with Accenture, who generates most of its revenue and sales from digital projects. See also: <a href="https://www.businessinsider.in/ai-is-threatening-small-jobs-but-indian-workers-are-oblivious/articleshow/69523532.cms">AI is threatening small jobs but Indian workers are oblivious</a> <a href="https://www.businessinsider.in/google-will-groom-these-10-indian-startups-that-use-ai-and-machine-learning/articleshow/68384856.cms">Google will groom these 10 Indian startups that use AI and machine learning</a>

Accenture comes in ahead of Deloitte, Wipro and TCS in IDC’s AI rankings

<ul><li>More Indian students enrolling in IITs are opting for engineering courses in <keyword id="107950" type="TECHNOLOGY" weightage="20" keywordseo="artificial-intelligence">artificial intelligence</keyword> and <keyword id="294572" type="TECHNOLOGY" weightage="20" keywordseo="machine-learning">machine learning</keyword>. </li><li>IIT Hyderabad has been the first institute in the country to introduce B.Tech in AI technology, enrolling 20 students this year. </li><li>India is expected to create 39,000 new analytics jobs by 2020. </li></ul>The advent of <keyword id="24019" type="PERSON" weightage="20" keywordseo="automation">automation</keyword> and the demand for changing job skills has attracted a large chunk of Indian students enrolling in India premier institution — Indian Institute of Technology(IITs) — for advanced <a href="https://timesofindia.indiatimes.com/city/hyderabad/on-course-btech-in-ai-makes-iit-h-a-hot-pick-for-students/articleshow/69998300.cms">engineering courses</a> in artificial intelligence and machine learning. As industries face talent shortage in the sector, IITs recently rolled out degree programmes and certifications including a Bachelor of Technology (B.Tech) in Artificial Intelligence — providing diverse options in technology courses. IIT Hyderabad has been the first institute in the country to introduce B.Tech in AI technology. The institute started its first batch this year, <a href="https://timesofindia.indiatimes.com/city/hyderabad/with-iits-launching-new-courses-in-ai-and-ml-btech-aspirants-have-a-lot-to-choose-from/articleshow/69795185.cms">enrolling</a> 20 students to the course. “What surprised us was that many students this year chose BTech course in AI as against regular CSE (computer sciences) despite having a better score. It’s a sign that students have realised the potential of AI as a career prospect considering the scope of research and jobs in the industry,” Vineeth N Balasubramanian, associate professor at IIT Hyderabad <a href="https://timesofindia.indiatimes.com/city/hyderabad/on-course-btech-in-ai-makes-iit-h-a-hot-pick-for-students/articleshow/69998300.cms">told</a> the Times of India. This year, the JEE advanced rank for opting AI stood at 478 and closed at 657. Overall, IIT Bangalore and IIT Delhi continue to remain top choices for engineering aspirants. The industry estimates that India has less than 10% of data scientists available globally. According to a <a href="https://www.businessinsider.in/iits-launch-courses-in-artificial-intelligence-and-machine-learning/articleshow/67850336.cms">survey</a> by Analytics Vidhya and ed-tech platform Great Learnings, India has 50,000 vacancies in data and analytics sector. In fact, the country is expected to create 39,000 new analytics jobs by 2020. Coping with the growing demand Indian IT majors including GE Research, Ericsson and Bosch, for their part, have also been funding various research programs at IITs. Microsoft too recently <a href="https://www.indiatoday.in/education-today/news/story/microsoft-launches-ai-labs-in-india-collaborate-with-10-institutes-1549956-2019-06-16">announced</a> that it will establish AI digital labs in India, jointly with 10 colleges and universities including Indian School of Business (ISB). In its most recent budget, Indian government announced a key national programme focussed on AI under its ‘Digital India’ initiative. This will include the setting up of <a href="https://www.businessinsider.in/budget-2019-national-artificial-intelligence-program/articleshow/67788068.cms">AI centers</a> across the country to help AI-based startups in India. See also: <a href="https://www.businessinsider.in/accenture-number-one-on-idc-ai-rankings/articleshow/69986095.cms">Accenture comes in ahead of Deloitte, Wipro and TCS in IDC’s AI rankings</a> <a href="https://www.businessinsider.in/iits-launch-courses-in-artificial-intelligence-and-machine-learning/articleshow/67850336.cms">IITs to offer programs in artificial intelligence as India faces talent shortage</a>

IIT students are choosing AI over computer science as job prospects change

With the eternal debate between <keyword id="75489" type="ORGANIZATION" weightage="100" keywordseo="IOS">iOS</keyword> and <keyword id="6355645" type="COMPANY" weightage="80" keywordseo="android">Android</keyword> reaching a deadlock, other challengers have entered the fray, offering consumers an alternative in the high-stakes, highly dynamic mobile landscape. Consumer preferences are evolving and they are demanding impeccable and unique user experience, driving device manufacturers to create more powerful products that deliver superior, integrated experiences. The two giants continue to fight over <keyword id="34527" type="UNKNOWN" weightage="80" keywordseo="market-share">market share</keyword> and revenues with Android leading in terms of smartphones sold and Apple continuing to make money with its higher profit margins and app store revenues. 
 The mobile market, with as many as 750 million smartphones expected to be sold by 2015 as predicted by the Ericsson Mobility Report, offers amazing market opportunities, with each player in this exceedingly competitive market trying their best to push their platforms forward. In such conducive market conditions, the disruptor to watch out for is the Windows Phone OS. The platform seems poised to join the big league with <keyword id="10387" type="CITY" weightage="100" keywordseo="Microsoft">Microsoft</keyword> stating that the number of available Windows Phone apps has <a href="http://www.microsoft.com/en-us/news/bythenumbers/index.html">almost doubled</a> to 300,000 apps since this time last year and analysts expecting the platform to cross <a href="http://www.bgr.in/manufacturers/nokia/microsoft-thinks-nokia-deal-could-push-annual-windows-phone-sales-past-100m-units/">100M devices</a> in 2014. 
 
Microsoft Windows Strategy That Will Intensify the Platform Wars – 
Windows Phone 8 established Microsoft’s credentials as a fresh and reliable alternative to the reigning giants by delivering the best of many worlds, with handsets that are attractive to consumers, and by bolting in security from the server side. Two years after it’s release, Microsoft rolls out its update, Windows Phone 8.1. It has adopted a well-rounded approach to user computing by creating a compelling business and consumer use case. 
 
Not just another update 
With its integrated feel, features and improvements, across not just mobile devices but other screens as well, the moniker upgrade from Windows Phone 8 to 8.1 feels like an understatement when one understands the scope of the changes made to the operating system. It signals the maturation of the Windows Phone OS and provides a complete user experience. 
 
The update promises to be the boost that Microsoft needs with end consumers. It sorts out grievances and brings in changes with a great keyboard, a brand new personal assistant, notification centre and solid hardware support. Microsoft completes its delicate balancing act by adding its proprietary software such as their Office Suite, Outlook Express and Internet Explorer etc., on top of the smartphone platform, providing a unified, powerful and unique feel to its devices. 
 
Built for Business 
With Microsoft’s domination amongst businesses, Windows Phone seamlessly integrates enterprise tools such as Microsoft Outlook/Exchange as well as collaborative tools such as Lync, Sharepoint etc. As BlackBerry’s popularity fades, there has been a widening lacuna for the position of the de facto business phone, which Windows Phones can take. 
 
On the Developer Front 
On the apps front, the company is making deeper inroads to penetrate and broad base the Windows developer ecosystem. With more than 300,000 apps available now, they may not win the numbers game as compared to iOS or Android. However, Windows phone users need fewer apps to extend the functionality of the platform as almost everything is pre-loaded and baked in as a feature. 
 
Major developers are including WP OS in their initial roll out plan, and the platform is witnessing a far greater show of strength by the number of downloads; given that 78% of their <a href="http://www.vserv.mobi/rising-metro-rise-windows-phone-platform/">apps</a> are free. 
 
Cortana Then there is Cortana. Microsoft competes with iOS' Siri and Android's <keyword id="6355629" type="CITY" weightage="80" keywordseo="Google">Google</keyword> Now by introducing the much awaited Cortana, a digital voice assistant. Cortana, named after the AI sidekick from the game Halo, is set to be far more intelligent and personalised than any of its competitors, thanks to its close integration with Bing and the user’s Microsoft devices. With personalisation pervading the Windows ecosystem, Cortana will also be able to refer to data on the users other windows devices as well. 
 
One Microsoft vision 
Microsoft has been steadily moving towards a unified ecosystem. Satya Nadella has confirmed that the company is going to merge its various versions into one single converged operating system, for screens of all sizes. Nadella also promised that Microsoft will unify their stores, commerce and developer platforms. This move comes in after the company announced “Universal Windows Apps” at its Developer’s Conference in April, a key announcement for app developers. This would mean that developers would only need to write their app once for it to be compatible with all the major versions of Windows, Windows Phone, Xbox. It is aiming to boost its market share by making Windows free of charge for phones and tablets with screens smaller than 9 inches. This support is being reciprocated by app developers with the Windows Phone OS showing the fastest rate of adoption among mobile developers. 
 
The Road Ahead <keyword id="6377157" type="CITY" weightage="80" keywordseo="IDC">IDC</keyword> predicts that the top three smartphone platforms (Android in top spot, followed by iOS and Microsoft’s Windows Phone) will retain their rankings over the next four years, with the top two platforms share shrinking and Windows Phone growing with shipments expected to reach 115 million in 2018. IDC expects Android's market share to slip mainly as a result of Windows Phone growth, especially with its attractive pricing. Furthermore, Microsoft is consolidating its third place position and steady growth in emerging markets where it receives strong consumer support, outselling the <keyword id="6354606" type="COMPANY" weightage="100" keywordseo="iPhone">iPhone</keyword> in several countries. iOS shipments are expected to shrink to 13.7 percent by 2018 due to their higher price due to market demand being focused on lower-cost phones. While Android will lead markets driven by cost competition, IDC predicts the largest drop in Windows Phone prices among the top three platforms. 
 Only time will tell if the <keyword id="656949" type="UNKNOWN" weightage="100" keywordseo="Windows-8">Windows 8</keyword> platform can establish its dominance in the years to come. Currently, Microsoft has four distinct operating systems: one for PCs, one for game consoles, one for smartphones, and one for embedded devices, but with the company's "One Microsoft”, unified vision, an all-inclusive ecosystem, seamless device integration and focus on usability and innovation, Microsoft is set to transform the user experience with its hegemony across device types. For now, the platform wars intensify and fan boys surely have a new side to cheer for. 
 
The above article is contributed by David Yin, General Manager, Global Developer Alliances, Vserv.

Window Of Opportunity In Mobile Platform Wars

<ul class="summary-list"><li>ServiceNow CIO Chris Bedi says embracing AI has sometimes been hard for businesses where managers and staff may resist or even reject these tools.</li><li>While AI is now widely used in the consumer market, adoption is slower in enterprises, even though many companies recognize the benefits of the technology.</li><li>This has led to the push for "explainable AI;" tools that help people who use AI systems understand how they work.</li><li>"We all intuitively have trusted algorithms in our consumer lives," Bedi told Business Insider. "However, in the enterprise, one of my observations has been that blind trust in algorithms isn't there. Humans have a strong need to understand the 'why' behind an algorithm."</li><li><a href="https://www.businessinsider.com/prime?module=article&amp;area=summary">Click here for more BI Prime stories.</a></li></ul><a href="http://newsletter.businessinsider.com/join/innovation-inc">Sign up here to receive updates on all things Innovation Inc. </a>From virtual assistants to navigation apps, AI has become a trusted tool used daily by millions of consumers. But ServiceNow CIO Chris Bedi has this cautionary tip for businesses thinking of introducing AI to its workforce: go slow.ServiceNow, an enterprise cloud company valued at about $58 billion, uses AI itself to automate different business processes, such as the onboarding of clients or new employees, or the handling of customer queries and complaints.While consumers now routinely rely on services like Amazon's Alexa or Google's Waze in their day-to-day lives, AI tools can be a tougher sell to business organizations where many managers and employees may distrust and even reject them.This trend, which Bedi said he saw from conversations with the cloud software giant's customers, has underscored a need to strip away the "black box" nature of artificial intelligence systems and to emphasize what has been described as "explainable" AI that managers and rank-and-file staff can embrace more readily."We all intuitively have trusted algorithms in our consumer lives," Bedi told Business Insider. "However, in the enterprise, one of my observations has been that blind trust in algorithms isn't there. Humans have a strong and need to understand the 'why' behind an algorithm."<h2>Trust is a big hurdle for AI in enterprises</h2>The last few years saw the rise of AI-powered tools geared to helping businesses perform a wide range of tasks faster and more efficiently, from identifying sales leads, processing invoices, hiring, to developing marketing strategies. A 2019 IDC survey found that half of global organizations considered embracing AI a priority, and two-thirds stressed the need for an "AI First" culture.But trust remains a major hurdle for rolling out AI tools in enterprises, Bedi said. One problem is that managers and employees are not readily convinced that they will actually help them do their jobs more effectively."If they just get the output of the algorithm, without understanding the 'why,' that trust isn't there," Bedi said. "There can be a tendency to reject it."A 2018 Gartner report on AI stressed the importance of building "trust," in rolling out AI tools to people who may not have the technical background to understand the nitty-gritty of the technology."Business stakeholders are not data scientists, so they need to understand the data that is driving AI model decisions in nontechnical terms," the report said. <h2>Resentment toward AI</h2>In some ways, the rejection is based on resentment, Bedi said. Introducing a new tool that purportedly could perform specific tasks faster and even better may alienate managers and staff who've been doing those tasks for years.A typical reaction, Bedi said, could go something like this: "I've been doing my job for a year and I've reached a certain position because I'm really, really good at my job. Now, you're telling me this algorithm knows a little better?""That's threatening to people," he added. That is also why "explainable AI is a concept in the industry now for a while," he added.Explainable AI stresses the need for tools or systems that help managers and employees understand how an AI tool works and how it comes up with its conclusions and outcomes."Sort of like an AI on top of AI," Bedi said.In fact, new startups focused on explainable AI have emerged. One of them, Fiddler Labs, also aims to help businesses ensure that their AI tools are leading to biased outcomes, that may even violate regulations, especially in regulated industries, such as health care and financial services."There are regulations coming up on AI which means companies need to build this transparency for their customers and regulators," <a href="https://www.businessinsider.com/fiddler-labs-explainable-ai-startup-krishna-gade-2019-12">Fiddler Labs founder Krishna Gade </a>told Business Insider. "Increasingly, machine learning and AI are seen as some sort of business risk…you need to make sure that it doesn't have bias in it, or doesn't have concerns that could cause customers to mistrust your products."In fact, this push for explainable AI can create a dilemma for some businesses, Bedi said. That's because the more sophisticated and powerful an AI tool is, the more complicated is the algorithm behind it, and the harder it is to explain to managers and staff.That's why businesses may at times find themselves with a tough choice, Bedi said. They can opt for "a good enough model which people can in their brains internalize which can lead to adoption. Or they can embrace a "great model" that's harder for people to understand and leads to "no adoption" and end up being "useless because people don't trust it."Got a tip about ServiceNow or another tech company? Contact this reporter via email at bpimentel@businessinsider.com, message him on Twitter <a href="https://twitter.com/benpimentel">@benpimentel</a> or send him a secure message through Signal at (510) 731-8429. You can also <a href="https://www.businessinsider.com/how-to-tip-business-insider-securely-guide-signal-securedrop-2017-6">contact Business Insider securely via SecureDrop</a>.

The CIO of ServiceNow explains why businesses have a hard time wrapping their head around AI, and says the secret is making it 'explainable'

<div class="KonaFilter image-container display-table"><div><div class="image on-image"><a href="http://www.apimages.com/metadata/Index/Russia-Economic-Forum-Huawei/194eb5e513ca47b5a2891198ed44480b/9/0">Dmitry Lovetsky</a>Huawei CEO Ren Zhengfei</div></div></div><ul class="summary-list"><li>Huawei on Wednesday will introduce a new AI-powered database system powered by ARM chips.</li><li>An analyst called the move "the first salvo in the US-Chinese database wars."</li><li>Huawei is at the center of an international drama - the rollout comes two days after Huawei's embattled CFO sent a defiant letter thanking employees for their support as she fights extradition to the US. </li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories.</a></li></ul>As Huawei finds itself at the <a href="https://www.businessinsider.com/huawei-cfo-meng-wanzhou-email-employees-thanking-support-2019-5">center of an international drama</a>, the Chinese tech giant is unveiling a new AI-powered database in what one analyst describes as the "first salvo in the US-China database wars."Huawei on Wednesday will introduce what it says is "the world's first AI-native database," the company said in an email inviting media to the launch.The product marks the company's "move from focusing on hardware business only to hardware + software ones," Huawei said, adding the system will run on ARM chips - a rival to those made by Intel, and the dominant standard in smartphones - and will be the "the world's first ARM-based <keyword id="6356323" type="UNKNOWN" weightage="100" keywordseo="enterprise">enterprise</keyword> database system."The Huawei database is a win for chipmaker ARM. A major player in the mobile microprocessor market, ARM is working to expand in the enterprise tech arena, including data center hardware like servers, which is dominated by Intel."This is legitimate competition," Tim Bajarin of Creative Strategies Inc. told Business Insider. "But most likely it will not have a major impact on Intel, unless Huawei gains large backing for their solution." The move highlights Huawei's increasingly aggressive positioning in key areas of tech where it's already going head- to-head with US giants such as Cisco and Apple. The company is ranked second place behind Cisco, in the telecom service provider router and Ethernet switch markets, according to IDC. Recently, it passed Apple as the<a href="https://www.businessinsider.com/huawei-surpasses-apple-as-second-largest-smartphone-maker-2019-5"> world's second-biggest smartphone vendor</a> behind Samsung."Huawei is building more software as they see the long term limitations in hardware," Constellation Research analyst Ray Wang told Business Insider. He called Huawei's move the "first salvo in the US-China database wars," even though the Chinese tech powerhouse faces an uphill climb against its American rivals.The $33 billion database market is dominated by other US behemoths led by Oracle, which has 42% of the market, followed by Microsoft, with 24%, and IBM with 13%, according to IDC.IDC analyst Carl Olofson said AI appears to be a key element in Huawei's strategy. "It looks like Huawei is upping the game in the AI area with respect to integrated database support," he told Business Insider. "The impact on the general market worldwide is likely to be minimal at first, but as Huawei's influence grows beyond Asia, this could be a key differentiator."However, Bajarin said there are "risks and challenges" in banking on AI, given growing worries the technology can be used for "nefarious purposes.""It is positive for Huawei's business but they must assure customers and prove to them that this is clean AI code and they have safeguards to keep it clean at all levels," he told Business Insider.<h2>Huawei in the spotlight</h2>In fact, Huawei's bid to expand may have been hampered by allegations of spying and violations of US laws - charges that the company and the Chinese government <a href="https://www.scmp.com/news/china/diplomacy/article/2184057/huawei-charges-are-us-attempt-smear-chinese-companies-beijing">have denounced as unfair and politically-motivated</a>.Huawei's database rollout follows the latest twist in the case of CFO Meng Wanzhou, who is currently fighting extradition from Canada to the United States. Meng is the daughter of Huawei CEO and founder Ren Zhengfei.Meng was <a href="https://www.businessinsider.com/huawei-cfo-meng-wanzhou-indicted-fraud-ip-theft-security-concerns-2019-1?r=US&amp;IR=T">indicted by the US</a> in January, claiming she covered up the company's links to a firm that tried to sell equipment to Iran, in violation of US trade sanctions. Meng and Huawei deny any wrongdoing.On Monday, Meng <a href="https://www.businessinsider.com/huawei-cfo-meng-wanzhou-email-employees-thanking-support-2019-5">sent a letter to Huawei's 188,000 employees</a>, saying, "My inner self has never felt so colorful and vast." "You concern has warmed my heart and your support has filled me with power," she also said.Got a tip about Huawei, Oracle or another tech company? Contact this reporter via email at bpimentel@businessinsider.com, message him on Twitter <a href="https://twitter.com/troywolv/">@benpimentel</a>, or send him a secure message through Signal at 510.731.8428. You can also <a href="https://www.businessinsider.com/how-to-tip-business-insider-securely-guide-signal-securedrop-2017-6">contact Business Insider securely via SecureDrop</a>. Get the latest IBM stock price<a href="http://markets.businessinsider.com/stock/ibm-Quote"> here.</a> <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/avengers-infinity-war-thanos-killed-half-all-life-earth-endangered-species-2019-4">There are 7.7 billion humans on Earth today. Here's what would actually happen if Thanos destroyed 50% of all life on the planet.</a></h3> <div> </div> </div>

Huawei is about to unveil an AI-powered rival to Oracle databases that an analyst calls the 'first salvo in US-Chinese database wars'

So you <a target="_blank" href="https://www.businessinsider.com/signs-you-need-a-vacation-from-work-2016-6">decide to take a vacation from work</a>. You ask your boss, get the go-ahead, and then realize you have no idea how to submit your vacation request. You can barely remember the name of the HR system your company uses, and when you search your inbox to jog your memory, the software you're confronted with makes you feel like you've never used a computer before. It's fine, though, because your boss doesn't even understand how to approve the request. A coworker mentions that, after fumbling around the site for what felt like forever, they couldn't even figure out how to find their salary in it. It almost feels like the person who built the app hasn't used a computer.Maybe the above scenario is a slight exaggeration, but to work in America in the year 2024 is to drown in a <a target="_blank" href="https://www.businessinsider.com/best-hr-tools-apps-companies-manage-workers-payroll-hiring-2021-2">sea of apps</a>. If you want to take time off, there's an app for that. And it's different from the one where you sign up for benefits or submit expenses or handle reviews or do the mental-health exercises that it's honestly kind of weird your company is pushing on you. Everything is managed by a litany of largely indistinguishable software programs with nearly unpronounceable names that are impossible to navigate. For many workers, managers, and even HR professionals, they're deeply frustrating and an enormous time suck. The pandemic and the rise of remote work have only made the situation worse. According to a survey of 2,000 organizations by Sapient Insights Group, a research and advisory firm, companies now use an average of 21 HR "modules" — meaning various apps to conquer different tasks — up from 10.4 in 2019."You end up with what I call the 'kitchen drawer' of HR software," said Josh Bersin, a global HR analyst and CEO of The Josh Bersin Co., a consultancy. "You open the kitchen drawer, and you look in there, and you go, 'What's all this stuff doing in here? Where did we get it all?'"How did we get here? For one thing, the HR-software market is a lucrative one; IBISWorld estimates it's worth $20 billion in the US. It has some big names — <a target="_blank" href="https://www.businessinsider.com/everyone-hates-workday-human-resources-customer-service-software-fortune-500-2024-5">Workday</a>, Oracle, ADP — but also a plethora of smaller businesses and platforms, all promising to make managing a workforce better. For companies, managing workers via software instead of human beings is an appealing prospect. Technology and automation have decoupled the size of the company from the number of people required to manage everyone: Instead of having one HR person for every 100 employees, you can, in theory, have one HR person for however big a company gets because of digital systems to handle the scale. The technology is ideally meant to make it so one HR professional can manage administration, compliance, and requests for many more workers than in the on-paper, in-person past."HR teams have become more and more lean," said Ashley Herd, the founder of Manager Method, a training platform for managers. "Frequently I talk to companies and they'll have 200, 500 employees, and there's really one or two dedicated HR people, so it's like an octopus." Herd added, "Even with all the technology in the world, an HR person's inbox is crazy." With fewer dedicated HR workers, many employees are left to fend for themselves. The problem is that each company has its own systems, and businesses aren't investing in training employees on those systems. They've also <a target="_blank" href="https://www.businessinsider.com/middle-managers-great-flattening-organization-meta-tech-layoffs-firing-2023-3">decimated the ranks of middle managers</a> who might be able to help. People's tenures at work are shrinking, too, meaning that by the time they figure all the systems out, they're on to the next job. This all means that it takes employees longer to get up-to-speed at new gigs and start firing on all cylinders, productivity-wise, because they're wasting all this time figuring out how to do their jobs instead of just doing them."The front office now, in addition to doing its day job, has a proliferation of disparate solutions and disparate combinations of solutions at each company to familiarize with and learn how to use," said Zachary Chertok, a research manager for employee experience at IDC, a market-intelligence firm.Whatever the software, the experience for employees is often not great. It feels like a lot of this stuff is designed for the back office without the front office in mind or by people who just don't really know what a good user experience would be. Management wants to know how many vacation days you took, and it doesn't care if you had fun putting them into the app, so the app designers tend to deprioritize UX for the frontline employees. Even the big, sprawling tools like UKG and ADP can't do everything — Harsh Kundulli, a senior director analyst in the HR practice at Gartner, a consultancy, told me that even companies that have invested in big human-capital-management systems still wind up having to use other HR software to fill in the gaps.The issue isn't just the people making the programs — it's the companies buying them. Businesses often put various programs and apps in place without enough forethought. They worry about employee burnout, and instead of addressing what's going on with their workers, they toss them a mental-health app that no one will ever actually use. Different leaders come in with different ideas about which programs they do and don't like, and software providers have an incentive to constantly sell businesses new and different features. If your price is going up by 10% every year, you have to have an explanation."There are too many technology solutions out there, all claiming to have all kinds of overlapping capabilities," Kundulli said. "Many times, HR leaders do not have the insight into the market to be able to orchestrate or to combine the right types of technologies, so they often end up buying many technologies that have overlapping capabilities with redundancies."Leaders can get excited about niche systems, too, using the big software for, say, payroll and the smaller, specialized programs for employee training or the initial phases of recruiting. This swinging back and forth makes the whole thing even messier."There's this kind of ongoing cycle in software of bundling and then unbundling," said Tomer London, the cofounder of Gusto, a payroll and HR platform for small and midsize businesses. His company is in the business of trying to bundle features into something that is, as London put it to me, as "intuitive, easy to use, delightful" as Instagram, which does sound nice. And hey, maybe they'll get it figured out.If the HR-software problem were easily solvable, it would probably already be solved. The experts I spoke with about fixes ranged from modestly optimistic to deeply pessimistic about the future of people management by robot. Companies aren't bringing sprawling HR departments back — they're too inefficient and expensive. It's not clear we want to go back to the kind of bad old days of the HR lady filling out your paperwork next to your desk anyway."When money's tight and they want to cut costs to demonstrate that they're being responsible to their shareholders, they will put in software," Carrie Bulger, an industrial-organizational psychologist at Quinnipiac University.Some platforms put a layer over the top of various tools that puts them all in one place so that employees have one portal and don't realize how many different things they're dealing with. It's a sort of artificial Russian nesting doll situation. ServiceNow does that, and some companies have big-enough IT operations that they can create these products on their own, Bersin said — meaning their employees don't have to touch the shit software they're actually using. As with so many industries, artificial intelligence is also rearing its head. The hope in HR tech is that AI will be a game changer — that it will lead to a data-analysis revolution and create a fleet of digital assistants that can take care of annoying HR tasks so you don't have to. Some people I talked with envisioned AI-powered chatbots that can tell workers how to accomplish tasks — basically, you type in "Where do I see my pay stub?" or "How do I submit my expense report?" or maybe put in your vacation request and get it sent straight to your manager."Each tool will have its own version of a digital assistant," Chertok said. "In the near term, you're still going to have to know which system do I go to for what? But the how is not going to be as much of a challenge because the assistant's going to be there to help you through it."That seems fine and good I suppose, but also, dealing with 10 little chatbots across 10 different tools is not wildly better than where we are. There's a race to see if someone can create a digital assistant to rule them all — Oracle or ADP or Microsoft's Copilot — but for now, there's no clear winner.Not everyone is so gung ho about AI's potential. AI needs to have a somewhat clean data source where everything is linked and mapped out and connected, which is not a thing a lot of businesses, especially smaller ones, have. Who among us has tried to check some HR policy and been confronted with two dozen versions, the most up-to-date one impossible to tell? The AI might not be able to figure that out either."AI's not going to fix all of this until we sit down and go through the process of mapping and connecting the things we need to understand about our employees and what's going to do to our business," said Stacey Harris, chief research officer and managing partner at Sapient Insights Group. "There's so many layers of things that AI has to understand to then be able to predict what that person may or may not do. And each company has its own individual dataset."Kundulli, from Gartner, said that the AI chatter in HR is at the peak of inflated expectations and that a lot of companies that have bought into the virtual assistants are experiencing buyer's remorse."These chatbots often devolved to being FAQs on HR policies," he said. "The results are not the kind of earth-shattering productivity gains that's often sold to HR leaders."There is one uncomfortable truth here, which is that one way to cut down on the random apps and constant switching would be to have one or two killer solutions that everyone uses, like Microsoft Windows back in the day or Google for search. I'm not promoting a monopoly here, but also, you kind of get why people don't always hate them — they eliminate the hassles competition can create for consumers and can achieve levels of scale and efficiency that deliver people things they really like (see: Amazon in e-commerce). If every time you switched jobs you had the same HR system that you know how to use and that worked really well and remembered you, it would be kind of nice.But it's not certain a monopoly would even work. Bersin pointed out that PeopleSoft, the IBM-backed HR-management system released in the late 1980s, was supposed to be the be-all and end-all, until it wasn't."Everybody loved it. It was really successful. But what they did is as they grew and they started to become very successful, they started to build more and more and more tools on top of it until it also became impossible to use," he said. "It's actually really hard to be a monopoly because the use cases are so varied by industry."Bersin is in the camp that thinks a bit of disaster is inevitable. "It's going to be a competitive, dynamic, messy market forever, unfortunately," he said.There are ways to make things better on the margins, but none is a panacea — or within employees' control. Companies can be more strategic about the tech that would be most useful, meaning they make a plan for what they're trying to accomplish. There are some investments that businesses could make to fix things, too — spending that extra 20% to customize the system or putting together readable training materials that actually explain how things work. Of course, that doesn't mean people are going to look at those materials or try to figure things out on their own. Candidly, I've had jobs where I've just given up on certain administrative tasks entirely because I couldn't figure out how to do them and got tired of trying.And so here we are, doomed to sit in front of our computers wondering whether the "kudos" we were trying to give our coworker, maybe somewhat as a joke, on whatever stupid app that just got rolled out is worth it, as we're 20 minutes into the endeavor with no end in sight. Or maybe someday there will be some killer app that will do it all, or we'll get some AI-powered chatbot to talk to HR about our problems that will make us feel slightly less nuts.<a target="_blank" href="https://www.businessinsider.com/author/emily-stewart">Emily Stewart</a> is a senior correspondent at Business Insider, writing about business and the economy.

Work apps have turned into a total nightmare

<div class="KonaFilter image-container display-table"><div><div class="image on-image">AP Photo/Richard DrewHewlett Packard <keyword id="6356323" type="UNKNOWN" weightage="100" keywordseo="enterprise">Enterprise</keyword> CEO Antonio Neri</div></div></div><ul class="summary-list"><li>Hewlett Packard Enterprise CEO Antonio Neri told Business Insider that the $1.3 billion deal to buy legendary supercomputer manufacturer Cray will boost HPE's strategy in the corporate tech market.</li><li>He said the acquisition would also enhance HPE's position in the government market, where it has often lost to Cray.</li><li>Analysts say Cray would give HPE access to more intellectual property that could lead to a stronger market position.</li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories</a></li></ul>Hewlett-Packard Enterprise CEO Antonio Neri says buying Cray will provide the tech giant's cloud strategy more supercomputing muscle. It would also give it an edge in an arena where Cray had been HPE's stiff rival: government contracts.The $1.3 billion deal, <a href="https://www.businessinsider.com/hewlett-packard-enterprise-to-buy-supercomputer-maker-cray-in-130-billion-deal-2019-5">which was unveiled Friday</a>, highlights the Silicon Valley company's bid for a stronger position in the corporate tech market where competition is increasingly focused on offering more robust, but cost-efficient, computing power to process enormous amounts of data. This trend is underscored by the battle for dominance in cloud computing, high-performance computing and AI."Data is exploding all around us and that data has value," Neri told Business Insider. "This was the right time to make this acquisition."Founded in 1972, Cray is a supercomputing pioneer, and was once one of the preeminent names in the mainframe industry. The Seattle-based company is known for selling sophisticated machines that do high-speed data-crunching and analysis to federal agencies, including national labs, universities and big corporations, including in the oil and gas and manufacturing industries.Just recently, it announced that it's working with chip maker AMD to build a <a href="https://www.businessinsider.com/amd-cray-frontier-supercomputer-department-of-energy-2019-5">new supercomputer for the Department of Energy</a> that's capable of making a quintillion calculations a second for computational work in various fields, such as weather, genomics, and physics.In fact, Cray is a heavy-hitter when it comes to government and publicly-funded supercomputing projects where it has routinely outbid HPE. A big chunk of Cray's revenue, roughly 80%, comes from government contracts, and only one-fifth is from commercial deals, according to HPE.It's the opposite for Hewlett Packard Enterprises, which only gets one-third of its business from government contracts, Neri said. "We're still competing until the transaction closes," he added.But this merger would change that."We win and they win," he said. "The good news is we can both win."<h2>Changing times</h2>Whether buying Cray will help HPE win in a changing market is less clear. The company, the product of a 2014 split of Hewlett-Packard, has struggled in key areas of cloud computing, which allows customers to rent functionally unlimited supercomputing power over the internet, drastically reducing IT costs since they don't have to build their down data centers.HPE withdrew from the public cloud market now dominated by Amazon Web Services and Microsoft Azure. Instead HPE has embraced a hybrid cloud strategy - essentially, offering products and services that integrate its own servers and data center hardware with the major cloud computing platforms. Under Neri, HPE is also focused on edge computing, which makes fast, intensive data processing possible within a device itself, while relying on the cloud only for the most intensive calculations. In both strategies, AI is also a key component. Read more: <a href="https://www.businessinsider.com/hewlett-packard-enterprise-hpe-antonio-neri-edge-computing-interview-2019-2">The CEO of Hewlett Packard Enterprise tells us why the company is 'under-appreciated' and how it can beat Amazon in a market that's bigger than cloud computing</a>Buying Cray could give HPE access to more technological firepower to pursue a hybrid cloud and edge computing strategy, which would require access to a formidable intellectual property arsenal.Cray is a "legendary company" in the supercomputing arena, Constellation Research analyst Ray Wong said.The acquisition "puts HPE at the top of the supercomputing food chain," Constellation Research analyst Ray Wang told Business Insider. "There aren't many players left and this is the last crown jewel in consolidation."He said the merger could also give HPE a lift in <a href="https://www.businessinsider.com/ibm-google-microsoft-intel-quantum-computing-2019-3">quantum computing</a>, the emerging trend in technology that would give systems exponentially more computing power, allowing for even faster computations and analyses."With quantum computing on the horizon, the investment in quantum will also require a big investment," Wang said. "The good news is Cray has an extensive set of IP and patents to add to HPE's tool box."IDC President Crawford Del Prete offered a similar view."This is about HPE identifying an area of the enterprise where they can gain access to high value IP and customers," he told Business Insider. "While Cray has not been profitable, it gives HPE the opportunity in increase its set of assets in the supercomputing space."<h2>An edge in edge</h2>HPE's push for a stronger position in edge computing could also get a lift from the merger, he added."As the edge grows it will create massive amounts of data,"he said. "That data will need to be ingested and processed, in some instances, with supercomputers or systems with those kinds of capabilities. This is where Cray could help."Analyst Roger Kay of Endpoint Technologies Associates was less upbeat about the deal, as he downplayed the benefits of hardware acquisitions. He also didn't see Cray boosting HPE's chances in hybrid cloud and edge computing."I'm not too keen on proprietary hardware at this point," he told Business Insider. "It's difficult and expensive to keep up to date. ...HPE is down the ranks in hybrid cloud. Cray won't help with edge, at least not as I understand it. Given HPE's existing technology portfolio, I'm not seeing why they need this acquisition to move forward in that market."Got a tip about Hewlett Packard Enterprise or another tech company? Contact this reporter via email at bpimentel@businessinsider.com, message him on Twitter <a href="https://twitter.com/troywolv/">@benpimentel</a>, or send him a secure message through Signal at 510.731.8429. You can also <a href="https://www.businessinsider.com/how-to-tip-business-insider-securely-guide-signal-securedrop-2017-6">contact Business Insider securely via SecureDrop</a>. <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/game-of-thrones-arya-kills-night-king-battle-of-winterfell-season-8-episode-3-2019-5">16 clues that foreshadowed Arya's big moment at the battle of Winterfell in 'Game of Thrones'</a></h3> <div> </div> </div>

The CEO of Hewlett Packard Enterprise explains how its $1.3 billion acquisition of Cray fits into the master plan - and why it could give it a boost with government customers

I met Pete Lau at the <keyword id="2210217" type="UNKNOWN" weightage="100" keywordseo="oneplus">OnePlus</keyword> headquarter in Shenzhen, China. His office in the main building is completely in synch with the rest of the space, a minimalist office with just a desk, a storage unit and a sofa with not much on the walls and a set of books authored by Kazou Inamori, a Japanese entrepreneur, philanthropist, and founder of Kyocera and KDDI Corporation, who has been an inspiration for Pete. There are not many interviews of Pete in the media, it’s <keyword id="2497827" type="PERSON" weightage="20" keywordseo="carl-pei">Carl Pei</keyword> (co-founder) who is generally the go to spokesperson for OnePlus. Pete does not speak English and from whatever little I read about him, I was a nervous about my interview with the man, nervous – because I was quite sure I am going to get very short answers from him, or maybe even monosyllables, but thankfully that wasn’t the case. When he started speaking about OnePlus, I could see how passionate he was about the company and the OnePlus phones. Pete Launched OnePlus in 2013 when he was in his mid thirties and in just about four years OnePlus has gone from 6 employees in a cramped space in one part of China to 600 employees all over the world, making OnePlus a global brand almost from the word go. One particular aspect of the phone that floored the tech experts and the users alike was the design of the OnePlus phones and the attention to detail, I found out almost instantly into my chat with him that it’s majorly because Pete is obsessed with design. When not in his office or working, Pete tells me he likes to spend time on Pinterest, looking at different designs. And I wasn’t surprised at all that he looks up to <keyword id="6357934" type="PERSON" weightage="20" keywordseo="Steve-Jobs">Steve Jobs</keyword> as an inspiration because there is a great similarity in his love for the OnePlus flagship phones and Job’s remarkable pursuit for the <keyword id="6354606" type="COMPANY" weightage="20" keywordseo="iPhone">iPhone</keyword>, so I started by asking him when exactly did his love for technology kindle? 
	
	
	
	
	
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 Pete: When I was young, there was not much time for me to focus on anything else except my studies (in high school), but when I started working in 1998, I started to have an interest and passion about electronic products. Back then, there wasn’t so much information available, so I was always seeking for news and especially about technology from publications from North America and Europe. And when I am talking about technology, I also had a very specific focus towards the design parts. So, whenever there is a new product being launched, I would try and find out how the components are put together inside the phone and also how this whole product is getting designed. What was the first technology device that you owned? Pete: I did not have a lot of allowance to buy or own any electronic product, but when I got my first salary, it was 200 RMB (Roughly Rs. 2000) back then. But I spent 800 RMB (roughly Rs. 8000) to get an electronic beeper in those early years, a pager. I always wanted to get the best product in the market back then. When the first-generation iPhone was launched, I got one even though it couldn’t be used in China but I just liked playing with it. So when exactly did you start conceptualising OnePlus? Pete: When I was in Oppo, I was in charge of the DVD player category. In 2004, I was having a specific focus on North America and Europe market, especially with online solution channels. In 2013, I realized that smartphone market is emerging and growing and that there are a lot of opportunities. I also realised that when compared to DVD, the unit price of smartphone is quite high and when it comes to shipment volume on a yearly basis, it’s not very high. But then I saw that smartphone was becoming a day to day usage for most of the users and especially with the giant opportunity on marketing it was going to be a really good way for me to not only focus on product, but a brand that can impact more people and consumers. Your focus from the very beginning was on design more especially when most of the other players were focused on pricing. So how did you think about the strategy for OnePlus? Pete: So, my initial idea was not actually about focusing on a pricing strategy where you just wanted to offer a cheap phone. I wanted to produce a good product. One of our early advantages was our business model, we started from an online business and we’re still focusing on e-commerce and that allows us to really give the actual margin to the users. So, it’s not like we are targeting the cheap price category, it’s just that this is how our product costs. Even when we first launched in India, our unit was Rs. 22,000. So that is relatively more expensive compared to e-commerce based pricing. But even now we have gone through a couple of price increments because the BOM cost has really increased. Talking about India, India has clearly been a very important market for OnePlus from the very beginning, has the India market met the kind of expectation you had from it? Pete: The Indian market actually is really satisfactory. According to the latest data from IDC, between $400 and to $600 category, we’re actually ranked as second place right after <keyword id="10591" type="CITY" weightage="20" keywordseo="Samsung">Samsung</keyword>. We just want to always focus on our product and offer only the good products to the consumers. And we’re also overwhelmed but in a good way by the Indian users. Indians love our brand and it can really give you confidence. Indian users are really-really passionate about our brand, that’s what we are grateful for. You are also deeply involved in making of every single flagship device, what is your process? Pete: Yes, I am deeply involved in each and every process -- even the material or should it be polished or where the line should be positioned, the phones are well crafted by everyone, I think that whenever we are using all our efforts on one point then the product will certainly reach its profiting stream. I don’t think of me only as a CEO, I am also a product manager and I like to leverage all -- the whole company’s resources to just build this one product. So apart from work, what a day in your life looks like? Pete: I spend most of my time in office. When I am not too busy, I would go through Pinterest on a daily basis and just go through the designs. Sometimes I play tennis as well, but I don’t really get a lot of free time. I think it’s not very easy for me to separate work/private life. You said you are only focused on flagship phones when all smartphones brands are branching out to various categories. How do you plan to bring something new every time with your smartphones and will OnePlus look at other categories in future? Pete: Taking AI as an example, it’s a tool for us to really optimize our product. At the end of the day, OnePlus values are to always offer what the users want. So, AI’s being used for trying to understand the user experience and how to optimize it, for example, how to optimize your battery life etc. Best user experience is what we want to focus on. And in terms of extending the product line into other categories, we don’t really have the plan right now. We just want to focus on smart phones. You have come a long way from 6 employees to 600, how do you select your team? What is it that you look in a potential OnePlus employee? And how important is it to have a global team? Pete: In the company, we have the core culture, I think that the whole team should pursue the same goal, so if you are holding the same value as the team and you can really fit into the culture, that’s what we want to evaluate when it comes to human resource. I think it’s definitely very important to have a true global team for our company because since the beginning, OnePlus was regarded as a global brand. It helps us to understand needs or the kind of mindset from different culture from different backgrounds. When it comes to team development, which is also very important for us, I think that we should always keep an open mindset so that everyone can grow. Are you happy with where you have reached so far in the couple of years that you have been around and where do you look at yourself in the next five to ten years? Pete: So, we don’t really set up goals for us, especially like five-year goal, there is a core value which is like making the best product, I mean ensure the best technology reaches everyone. I think if we just keep moving forward with this value, we will end up in a good place. We are not looking for drastic changes -- of the corporate revenue or trying to expand the company to certain level, we wanted to be a healthy and sustainable brand and a sustainable company. So, after five years, or 50 years if we’re still in the market place and people are still going, okay, there is a brand called OnePlus, this is what we want to see the most.

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