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News

ZDNet explores the way AI, the cloud, and Big Data in “the AI regeneration era”. The industry dubbed the adjacent infrastructure stack Industry 3.0. Due to the new generation of AI chips, data-centric software tasks should benefit in terms of both operational databases and analytics, as well as in what machine learning (ML) implies.

The easier way of handling Big Data can make companies of all sizes and from any location access new operational horizons. But organizing Big Data processing still involves a series of key decisions, which often call for experienced consultants. The pharmaceutical companies have a number of hard choices in the cloud and on-premise already laid out for them.

Bear in mind that the LASTING Software implementation of analytical algorithms and engines for statistical analysis is at the base of the world leading, FDA-approved solution. Our solution is being used by 93% of the world’s pharmaceutical companies. We will therefore walk you through the main expected pharma industry challenges, inspired by the article we mentioned.

 

The importance of processing units in accelerating your software workloads

It’s more exactly about GPUs – Graphical Processing Units, the ones that “leverage parallelism” and better keep up with Moore’s law. Their architecture responded to the new challenges well, and now one of the GPU main producers (NVIDIA), announced a set of innovative products with a new architecture.

Hardware to match the upgraded modern request is therefore on the way. But the software is also of importance. Seeing how “how GPUs are currently the AI chip of choice for ML workloads”, the ML libraries come into play.

For detailed recommendations, you may access the original article. What you need to remember is that “GPUs can greatly accelerate workloads that can be broken down in parts to be executed in parallel”. Enough said.

 

Field Programmable Gateway Arrays and their software scope

FPGAs, simplistically describable as “boards containing low-level chip fundamentals, such as AND and OR gates” are not new. Specific tasks or applications find their correspondence in the hardware description language (HDL) that specifies the FPGAs’ configuration.

Changing the said configuration at need suffers from a certain software layer immaturity. This time, the player that stands out is Intel. By investing into FPGAs R&D, this company tries to catch up on GPUs with a new line of next-gen FPGAs.

Again, the software is crucial. Along with it, the databases and libraries need to support the FPGA-accelerated analytics.  

 

Once having decided what you want, different choices ensue

To quote our inspirational article of the week: “Should you build your own infrastructure, or use the cloud? Should you wait until offerings become more mature, or jump onboard now and reap the early adopter benefits? Should you go for GPUs, or FPGAs? And then, which GPU or FPGA vendor?”

You may check some of the details and possible answers put forth by the author.

If you can make sense of them, or even get the big picture, then you must be familiar with both hardware and software – kudos to you.

Even so, the activity of your company might need the time to focus on different matters. You can still use a partnership where you can state what you need, infrastructure-wise, and your software solutions partner would deliver it.

Unable to follow the detailed options presented by ZDNet? Then the assumption that your company is a typical pharmaceutic industry entity could be the right one. No need to get stuck trying to learn software-specific notions or trying to make sense by yourself what would the best hardware elements be.

 

The multitude of available options pushes for the right partnerships. The wisest, poised for efficiency and success organizations learn to delegate tasks. To make next-gen digitization simple and get right to the point where you benefit from it, find the right software solutions partner.

We are waiting for your email or call!

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News

LASTING Software’s presence in medical IoT and smart healthcare is extensive. We developed wearable monitoring devices that record vital signs and sleeping habits. We have also developed our own air quality measurement solution. Its multi industry applicability includes this particular field.

Also, we worked on Big Data algorithms and analytics processing that underpin 1000’s of FDA/FMA clinical trials.

Remember that our focus and work style makes us suited to speed up the businesses of:

  • Small and Medium Enterprises
  • Large corporations
  • Investment funds and startups

Our working models include:

  • Our team as an extension of our client’s team
  • Full scrum team in Lasting Software
  • Turnkey project delivery


Allowing smart healthcare to gain traction

Infrastructure limitations, lack of standardization or of regulations often stand in the way of development. Still, things are changing for the better. By finding the right solutions, tech specialists enable digital development in more industries.

For example, one of the reasons digital healthcare (still) evolves at a slow pace consists of cyber security concerns. Thinking of the possibility of hackers accessing someone’s medical data is worrying. Malicious entities could also alter the data, or even manipulate devices that are essential for somebody’s health or life.

The industry looks for ways to reduce such risks. This would also enable the fast take-off of healthcare digital solutions. Some specialists recently considered the adoption of blockchain into mobile health data transmissions. Blockchain would bring enhanced security and privacy into healthcare. It’s one of the perfect candidates when it comes to reliable, smart solutions.

 

Blockchain comes to the rescue in mobile healthcare data management

Blockchain is “a data structure architecture kept consistent by ‘blocks’ stored and maintained by every device connected to the blockchain network (that) are permanent time-stamped transaction records where each block links to the preceding block to create a ledger, allowing users to track and verify all submissions to the system”.

When applying this system to healthcare data, a Chinese team showed that users could manage all personal health data in a more secure way. They would be in charge when it comes to designating the level of access to their data. Healthcare providers and other third parties would have the chosen access level to the data stored on a cloud server.

The ledger system – characteristic to blockchain – would enable efficient data processing and authentication.

This could free healthcare applications from the limitations of data vulnerability. It would definitely speed up the rate of development in this field. The blockchain solution could be one answer to a pressing issue.

 

For extra details on this news, here is the source article.

 

 

 

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News

The LASTING Software team recently took part in Codecamp, an IT community event & conference that tours the major Romanian cities that are also IT Hubs. This event started small in 2008 in Iasi, and now consists of approx. 10 parallel tracks with 60 sessions and almost 2000 participants.

Codecamp Timişoara provides a thriving environment. It expresses the need to maximize the value companies receive from their software teams. Also, it helps software companies respond to constantly evolving customer requirements. Attending such events contributes in staying competitive.

LASTING Software Codecamp timisoara april 2018

 

The benefits of smart software community events

We enjoy participating, and the event emulates the team spirit weeks ahead. Who will be a speaker? What topic does she/he prefers? What have we got to showcase in terms of new skills and experience this year?  Codecamp (or other similar events), offers the opportunity to keep updated and share our opinions on what’s going on in the tech world. We also learn what our peers know and debate specific development-related topics.

It’s about smart people. About the passion for coding, for software development. We inspire students, and the veterans in this profession inspire us. Our stand represents us – we come with a new presentation each time. The visitors of today are perhaps the team members of tomorrow. So it is important to illustrate the company culture and values in our overall presence. (Special thanks to our Marketing and HR Departments).

We are also proud of our speakers.  Seeing a crowded auditorium is great, as well as hearing the fresh, sometimes unexpected questions.

 

This year, the LASTING Software speakers and themes at Codecamp were as follows:

Ecaterina Ganenco – Behind the scene: Testing the consumer mindset

&

Claudiu Groza – Towards a seamless experience of Android Development: Mobile. Wear, Things and Automotive


Stay posted for future updates, as we plan to detail both the above-mentioned presentations.

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Leadership, News

As we spend most part of each weekday at work, it is only obvious why company culture is so important.

We immerse ourselves in an environment that should make us grow and develop. On the other hand, imprinting company values on different persons is a continuous process. It is also a very satisfying part of being a leader. Fascinating and sometimes complicated, the process leading to a successful outcome has a backstage phase.

Defining the company culture is proactive. You realize that you want to do it. You analyze, discuss and establish an identity. Authenticity is a permanent companion in this – or it should definitely be one.

But how did the professional perception of company culture evolved in the last decade?

 

A common denominator for company culture

In a quest to be unbiased, we chose HBR as a common denominator. Yes, we could have used insights from our own company. But, as we established ourselves as a standalone entity 18 years ago, in this big picture we are adolescents. Maturity is at the horizon. Yet, we are proud of our culture, and we learned and progressed with hands-on experiences.

Yet, the focus of this exercise involves a higher degree of societal relevance. How did the company culture concept evolve globally? What can we learn from comparing older and more recent recommendations from the same influencer?

 

Early 2000s – understanding the importance of values

This 2002 HBR article tackles “the confusion underlying many values initiatives”. Companies were willing to change something about their culture. But they were unsure about how to do this.

Besides listing the types of values, the article insists on three essential recommendations. One of these is to be aggressively authentic. Another one was to own the entire process. We’ll leave you to find out by yourselves the third one.

 

A decade and a half later, standardization makes its way

Most of us know by now why the “five ways to…” and “seven recipes to…” articles flood the online. They are SEO-compliant. They perform well with the search engines and at the same time attract the reader into clicking on them. Curiosity takes the better of all of us, sometimes.

However, these types of article also serve clarity and summarization. When experienced authors list rules and recommendations, you can be sure they used a thorough research process. Narrowing down a long list to just a few items surely takes time and pondering on the scope-matter. 

There we have it – in 2015 HBR mentioned 6 rules for building and scaling company culture.

In short, the rules were:

  • start with purpose
  • define everything clearly and use a common language
  • lead by example
  • work with your cultural ambassadors – aka, the people who naturally love and embrace the company culture
  • be truthful in your actions
  • wisely manage the human capital (“hire for attitude, train for skill”)

The article goes into insightful details, of course. What we extracted from here, however, is that earlier theories (see the 2002 article) have been confronted with reality. All the validated ones now became rules. Although the time span between the two features is large, we can notice how some of the recommendations are the same. Authenticity (truthful actions) is still present, proving that it doesn’t get obsolete. Ever.

 

2017 – Routine and bigger teams generate new issues

Two years later, and the same publication approaches another side of the problem.  Some strive for creativity and out-of-the-box solutions. But the company culture also includes those who perform routine tasks. Bigger team dimensions, plus routine may equal mediocrity. Mediocrity affects the entire group – and is ultimately counterproductive.

Demanding a step up to higher performance is not easy – and it should be rightly done. HBR provides 4 answers to the mediocrity issue:

  • show the consequences (establish and state the cause and effect connection clearly)
  • react with meaningful measures (and proportionate ones)
  • establish peer accountability (a fuzzy accountability distribution is highly unproductive)
  • defend the high performance standards vocally, “regularly and vigilantly”

 

2018 – Chronic company culture issues are toxic

In 2018 our influencer of choice went back to the big picture analysis. Their article on toxic company cultures speaks of the necessity of cultural capital. Investing in this type of capital is important. The cultural capital is a core element, “a type of asset that impacts what a firm produces and how it operates”.

Companies with a low cultural capital do not reflect the formal policies and procedures in the daily operations and habits. There is a disconnection. Somewhere in-between rules the traditional economy still applies, and the mere financial savings are the most important.

By keeping up appearances (and nothing more), these companies may feel like they get ahead of their peers in a sneaky way. Admittedly or not, they are trying to get by in the new economy, by re-using the old rules. In the long run, they end up just fighting against themselves.

The article analyzes why companies won’t invest in cultural capital, even after being aware this is bad for them. It also brings in a few public sector considerations. Turns out that the public sector influences the private one. It may encourage resiliency and support vital policies that ultimately shape people. Or it may not.

 

Pointing the finger at the most pressing problems, one by one

The 2018 HBR directory of articles as configured by the “organizational culture” topic selector looks like this – click here.

You may notice how the biggest issues are pointed out. From widely politicized problems to leadership questions, each one has its own article.

Workplace diversity, gender equality, pervasive peer attitudes, and a performance-obsessed culture – they are all in this list. The articles are interesting and they may well get you thinking. What does your company culture look like? Which are the most pressing unresolved matters?

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