at&t ipv6

Setting Sail: Next Stop, Caribbean!

By Bevil Wooding

We are excited to announce the launch of new ARIN in the Caribbean 2018 activities and open registration for our first two events in the following locations:

Similar to our ARIN on the Road events, these are one-day programs featuring information on our services, as well as how we can help you and your organizations design, secure, and maintain robust networks and contribute to Internet numbering policy development for the region.

ARIN in the Caribbean events are free to attend and offer a great environment to learn and share. The program includes presentations on timely topics such as obtaining IPv6 addresses from ARIN and transfers of number resources. In addition, there will be presentations on current policy discussions, ARIN technical services, and best practices for building resilient Caribbean networks.

The agenda for our upcoming meetings will cover the following topics:

  • ARIN’s Mission and Core Functions
  • ARIN Technical Services
  • Policy Development at ARIN
  • ARIN and Caribbean Network Autonomy and Resilience
  • IPv4 Services – Waiting List, Transfers, and more
  • IPv6 and ASN Services – Obtaining Resources, Creating Networking Plans
  • ARIN Q&A – Open microphone to answer your questions!

Each day will conclude with an open microphone question and answer session, followed by a drawing for a $100 USD Amazon gift card for those who complete a short survey about the event.

Space is limited at each event, so if you are interested in attending one of our upcoming events please register on or before 2 February 2018!

If you are not available to join us in Grenada or Barbados, please visit our brand new ARIN in the Caribbean page for a list of other planned ARIN in the Caribbean events!

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If you’re looking to ‘do’ digital transformation, read this first

By Jon Collins

Barely a day goes past in the tech press without some mention of the importance of digital transformation to businesses; each accompanied by a caveat that nobody really knows what it is. Without engaging further in this debate, what are the absolutes and what really matters?

1. That it’s all about the data. Everything.

How ever we phrase things, the singular, most significant change that technology has brought over the past 100 years is the ability to generate, store, process and transmit inordinate quantities of data. Whatever ‘revolution’ or ‘wave’ we might want to say we are in right now, be it digital, industrial or whatever, there is only really one — the information revolution.

Despite exponential appearances (and resulting perceived impetus for dramatic change), this trend continues with a certain linearity: even as we double the number of pixels on a sensor for example, or transistors on a processor, our abilities increase at a more steady pace. In business terms, the challenges of integration, capacity planning or service level management are the much the same now as they were a decade ago; we are simply working at a higher level of resolution.

2. That technology is enabling us to do new things

This still leaves room for breakthroughs, when technology passes certain thresholds. We saw, for example, the quite sudden demise of the cathode-ray television in favour of LCD screens, or indeed that of film versus digital cameras. What we see as waves are quite often technologies passing these thresholds — so, for example, the Internet of Things is a consequence of having sufficient connectivity, with low-cost sensors and ‘edge’ processing. We may be seeing another approaching with machine learning and AI.

It’s useful to compare these moments of “release of innovation” with the previous point, that many consequences are subject to evolutionary, not revolutionary impact. This dichotomy drives much technology-related marketing: a new advance can have significant specific impacts even if it does not change the world; however it will be presented as enabling the latter, even if it will only really achieve the former. Case in point — digital cameras have not made us better photographers, and nor has CRM made organisations better at customer service.

3. That we tend to do the easy or cheap stuff, as consumers and businesses

Many innovations happen through ‘pull’ rather than ‘push’. We can spend our lives putting together complex business cases that demonstrate clear ROI, but even as we do we know they are really lip service to due diligence. In work as at home, a great deal of technology adoption happens because it makes our lives easier — those explaining the extraordinary rise of Amazon, Facebook and so on emphasise ecosystems, platforms and networks and treat our own laziness and desire for a simple life as an afterthought. In business meanwhile, money saving is a far greater enabler to technology adoption than the potential for business growth.

The CBA factor is of inordinate importance, and yet gets little mention: it’s like we are embarrassed to admit our own weaknesses. Interestingly, its corollary (that of “Resistance to Change”) does get a mention when looking to explain large project failures. But here’s the fact: many of the great technology advances occur because they are easier, and they stumble when they are not. The fact people still like books or printed reports can be explained as much through ease of use, as through the need to hold something physical. The perceived need for ‘transformation’ comes from the idea that against such inertia, some big, aspirational change is necessary.

4. That nobody knows what the next big thing will be

As my old boss and mentor once said however, innovations are like route markers — it’s important to see them as points on a journey rather than a destination. However, doing so goes against two major schools of thought. The first comes from technology vendors who want (you) to believe that their latest box of tricks will indeed bring nirvana. And the second, from consulting firms, whose thought leadership role diminishes significantly if their advice is framed in terms of observational mentoring (a good thing) as opposed to somehow holding the keys to the kingdom.

There is no promised land, and neither is there a crevasse we will all fall into, but we still persist in looking through the wrong end of the telescope, framing business needs in terms of solutions rather than putting the former first. Sometimes this is done so subtly by marketers it can be difficult to spot: back in the days of “service oriented architecture” for example, it took me a while to realise that its main proponents happened to have a specific product in mind (an “enterprise service bus”). Doing so isn’t necessarily wrong, but it’s worth following the money.

5. That we are not yet “there”, nor will we ever be

As a species, particularly in times of great change, we need a level of certainty at a very deep, psychological level. And it is messing with our ability to act. It’s too easy to pander to the need for a clear answer, buying into current rhetoric with a hope that the latest advance might really work this time. All sides are at fault — those purveying solutions, those buying them and those acting as trusted third parties — but who wants to hear anyone say “it’s not going to work”?Each time round the cycle, we come up with new terms and subtly change their definitions — industry 4.0 or smart manufacturing might mean the same, or very different things depending on who you ask, a symptom of our desperation to understand, and adapt to what is going on (after all, haven’t we been told to ‘adapt or die’?).

Interestingly, the companies that we applaud, or fear the most, may well be those who care the least. Amazon, Uber, Tesla, the rest of them don’t know what’s around the corner, and what is more they don’t see this as a priority — they simply want to still be in the game this time next year. Rightly so, as they are were born into uncertainly, forged through some indecipherable and unrepeatable combination of factors. Why did Facebook succeed when Myspace, Bebo or any other high-valuation predecessor did not, for example? Above all, these organisations have an attitude to change, a mindset that sees uncertainty and therefore responsiveness, as a norm. Jeff Bezos’ articulation of Amazon’s “Day One” approach to business strategy offers a fantastically simple, yet utterly profound illustration.

6. Responsiveness is the answer, however you package it

Where does this leave us? The bottom line is that “digital transformation” is the latest attempt to provide a solid response to uncertain times, and as such remains empty words for many. It isn’t actually relevant what it is, other than a touchstone term which will soon be replaced (you can thank the marketers for that). So debate it by all means, just as you might once have debated business process management, or social networking, or hybrid cloud, or whatever tickles your fancy. As you do so however, recognise such procrastination for what it is.

And then, once you are done, take action, over and over again. Transformation doesn’t matter, unless we are talking about the transformation of mindsets and attitudes, from build-to-last to do-it-fast. That’s why agile methodologies such as DevOps are so important, not in themselves (yes, that would be putting the cart before the horse again) but because they give businesses an approach to innovate at high speed. As we continue on this data-driven journey, as complexity becomes the norm, traditional attitudes to change at the top of business, or indeed our institutions, become less and less tenable. The bets we make on the future become less and less important; what matters more is our ability to make new ones.

Terminology matters not a jot. But are you and your colleagues, at whatever level in your organisation, prepared to change? If the answer is anything other than yes, you have a bigger challenge on your hands than understanding the latest set of buzzwords.

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High luminance, small format-capable microLED tech from Plessey expected to enable AR and VR Head-Up Displays

By Zenobia Hegde

Plessey Semiconductors, a developer of optoelectronic technology solutions, has successfully demonstrated how its monolithic microLED technology can be used to deliver the next-generation of Head-Up Displays (HUDs), enabling new augmented and virtual reality (AR and VR) applications.

MicroLEDs are emerging as the only technology that can provide high luminance in a small format. Makers of wearable technologies are currently pursuing manufacturers that can deliver an ideal microLED solution. With this demonstrator, Plessey has confirmed it is ready to enable its partners to move into production of a monolithic display based on microLEDs using the company’s proprietary GaN-on-Silicon approach.

Speaking at CES 2018, Dr Keith Strickland, CTO at Plessey said: “Monolithic microLED technology is the only viable solution that can enable products that are not only compact enough to be worn without restricting the overall experience for AR and VR applications and in HUDs, but also provide the size, weight, power and luminance needed.”

The demonstrator, which has been produced in collaboration with Artemis Optical, combines Plessey’s monolithic display, based on an array of microLEDs integrated alongside an active matrix backplane, with the patented film technology and a single lens arrangement from Artemis.

The combination of technologies removes ambient light in the wavelength matching the microLED display output, resulting in a HUD that delivers very high display brightness with low power consumption, in a format that is considerably smaller than existing HUD designs, yet still offers significant cost savings.

During CES 2018, Plessey Semiconductor and Artemis Optical presented the demonstrator to many companies developing VR and AR electronics. Headsets and eyewear outfitted for AR and VR applications are set for record sales this year of US$1.2 billion (€0.98 billion) in the US market alone, according to the Consumer Technology Association (CTA).

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Why is the connection piece so hard?

By IoT Now Magazine

Increased usage of digital technologies by the manufacturing industry is inevitable but, while the shift is gradual, the pressure to go faster is greatWhen Hewlett-Packard Enterprise (HPE) and the Industry of Things World Conference conducted a survey to find out how successful industrial IoT (IIoT) projects have been in the last 12 months, the responses uncovered that only 53% of respondents thought their IIoT projects had met or exceeded goals. The remaining 47% said their goals had not been reached.

IIoT isn’t about companies buying a technology and suddenly they’re digital. It’s an entire architecture which encompasses an ecosystem with careful communication across various touchpoints within an organisation, all of which requires common standards as well as new technology architectures to create convergence of information technology (IT) and operational technology (OT).

One critical and common chokepoint is a lack of understanding about device connection. Even if devices are connected, there are often no simple tools to manage the devices in order to extract and transmit the data out of one language into another; for example the transmission and translation of programmable logic controller (PLC) data into enterprise resource planning (ERP) systems.

Let’s look at the top five things to consider about the connection puzzle and how to weave them into your overall plan.

1. Getting things connected is easier said than done

During the discovery phase, many IIoT vendors gloss over this. Once manufacturers decide to take the plunge, they suddenly realise that connecting to all these different devices – legacy and modern, proprietary and open source – is really difficult, and results in significant delays which blow up the original projected timeframe.

If you’ve ever engineered systems on the plant floor, you know there are those things down on the plant floor that are a nightmare to connect to and integrate with a variety of other applications. A simple data collection task can end up taking weeks of custom coding.

2. Embrace complexity

There is no single standard way of connecting everything together. Over time, the industrial plant floor has evolved as technology has changed. For better or for worse, this advancement also means more complexity and it is not going away; in fact, it will increase.

As a result, plant floors have a mixture of device brands, different protocols, and different proprietary data sets. Embracing complexity means we accept there are a lot of moving parts in IIoT solutions that we need to link together for success and that requires a level of expertise which is better addressed as a holistic solution versus a complicated system of patch work.

3. Prepare for latency

One piece that addresses complexity is open platform communications (OPC). OPC was designed to provide industrial automation with a standard networking protocol that requires polling to receive data from devices. Polling is where the system must ask the device for data at a preset rate, such as once every second or once every half hour.

OPC requires multiple steps to send data; it is not point A to point B. A typical path looks like this: PLC […]

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Milton Keynes first city to get gigabit-speed fibre broadband from Vodafone and Cityfibre

By Zenobia Hegde

Milton Keynes is set to become a hi-tech city, with news that it is the first community to benefit from Gigabit-capable full fibre broadband under the new Vodafone and CityFibre Fibre-to-the-Premises (FTTP) programme. The project will see a private investment from CityFibre of at least £40 million (€45.2943 million) into a state-of-the-art digital infrastructure for Milton Keynes.

Today’s news follows the announcement two months ago of a strategic partnership between Vodafone and CityFibre. Milton Keynes is the first location to be announced as part of this partnership, which will involve FTTP being made available in approximately 12 cities and reaching one million homes and business across the UK.

By using fibre-optic cables for every stage of the connection from the customer’s home to the Internet, Vodafone will be able to provide residents of Milton Keynes with extremely fast and reliable broadband services capable of Gigabit speeds (1,000 mbps).

At that speed, hospitals will be able to download a 2 gigabyte CT scan in just 17 seconds instead of 11 minutes over a standard broadband connection and film fans will be able to download the latest 25 gigabyte Ultra-HD blockbuster in 8.5 minutes instead of 6 hours.

With population and employment growth and high levels of productivity, Milton Keynes has been identified by the Centre for Cities as one of five Fast Growth Cities in the UK, with significant potential for the future. Vodafone and CityFibre are committed to helping the city, which celebrated its 50th anniversary last year, to meet this potential through the provision of a future-proofed digital network on a par with the best connected cities in the world.

CityFibre will start construction of the new FTTP network in Milton Keynes in March this year. This will be an extension of its existing 160km full fibre network in the city. CityFibre will use modern build techniques to deploy the network quickly and minimise disruption. Once completed, nearly every business and home in Milton Keynes will have FTTP access.

Customers in Milton Keynes will be able to pre-register for the service from today from this link, with the first live services expected towards the end of 2018.

Milton Keynes was chosen as the first city because of the city’s strong tech sector, the council’s forward-looking commitment to ‘smart city’ initiatives, and the strength of its support for the project. The extent of CityFibre’s existing fibre network in the city and the absence of any alternative digital infrastructure, helped make Milton Keynes a prime candidate for selection.

Nick Jeffery

Cllr Peter Marland, leader at Milton Keynes Council, said: “We are delighted that Milton Keynes has been selected as the first city in this full fibre roll-out by Vodafone and CityFibre. As a modern city that prides itself on its smart city ambitions and projects, we are perfectly positioned to make the most of this major private investment in our digital infrastructure. We know that the city will get behind this project to ensure that every home and business unlocks their digital potential.”

Vodafone UK chief executive Nick Jeffery commented: “Milton Keynes is fast becoming a UK […]

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Energy storage can improve the delivery of smart energy solutions in smart cities, according to Navigant Research

By Zenobia Hegde

A new report from Navigant Research examines the relationship between energy storage and smart cities, providing an overview of relevant applications as well as drivers and barriers.

Smart energy technologies are increasingly expected to help address the sustainability needs of smart cities to reduce carbon-intensive peak energy use and to develop resilient energy systems.

“Smart energy technologies such as energy storage will increasingly be called on to address the sustainability needs of the urban energy transformation now underway,” says William Tokash, senior research analyst at Navigant Research. “Specifically, energy storage is now poised to support the delivery of low carbon DER to reduce peak energy use and improve the resilience capabilities of urban landscapes by enhancing access to reliable electricity supply.”

According to the report, energy storage has experienced significant growth in the past 2 years due in part to its unique ability to support the deployment of flexible energy capacity. The emergence of energy storage’s ability to make DER more flexible, less carbon-intensive, and more resilient is redefining how smart energy solutions can support the sustainability needs of an integrated smart city technology and solutions platform.

The report, Smart Cities and Energy Storage, examines the role energy storage can play in smart cities and how smart cities can drive the deployment of energy storage. The study provides an overview of energy storage applications within smart cities, including drivers and barriers for energy storage, and discusses how energy storage works within an integrated energy as a service framework. It also analyses the role of energy storage in the delivery of low carbon peak energy and improving resilience.

An Executive Summary of the report is available for free download on the Navigant Research website.

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Navigant Research report shows global Revenue for Lighting as a Service is expected to reach $2.6 bn by 2026

By Zenobia Hegde

A new report from Navigant Research examines the global market for lighting as a service (LaaS) solutions in commercial buildings, providing market forecasts for revenue through 2026, as well as details on related services and the competitive landscape.

LaaS is the third-party management of a lighting system, including additional maintenance, financial, technical, or operational services. As more lighting products and controls come to market, LaaS is expected to experience a boost from customers who need assistance in choosing and maintaining up-to-date technologies that can provide cost savings to their businesses.

“We are seeing a shift in the LaaS market from a traditional financing model to an increased number of turnkey services, which provide the customer with a full-scale offering from audit and design to installation to management and maintenance of the system,” says Krystal Maxwell, research analyst with Navigant Research.

“The as a service business model, which shifts business spending from CapEx to OpEx, allows companies to focus on their core business areas and ensures the outsourced business (LaaS) is being kept up to date with market developments by the service provider, especially through the growing number of turnkey services.”

Krystal Maxwell

According to the report, this shift in business spending is the beginning of a trend that is anticipated to become more common over the next 10 years. Additional market growth is expected to be driven by a maturing LED market, interest in the Internet of Things (IoT) applications, and increases to the bottom line.

The report, Lighting as a Service, examines the LaaS market for commercial buildings, with a focus on financing, maintenance, and turnkey services. The study addresses market issues, including key drivers and barriers, related to LaaS solutions. Global market forecasts for LaaS revenue, segmented by service type, building type, and region, extend through 2026. The report also examines the key services related to LaaS, as well as the competitive landscape. An Executive Summary of the report is available for free download on the Navigant Research website.

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What’s Behind Qualcomm’s Huge New Profit Promise

By Aaron Pressman

It seemed like quite the stunner: besieged mobile chipmaker Qualcomm promising this week that it could earn as much as $7.50 per share next year, almost twice what Wall Street expects. But dig into the numbers and the assumptions and the promises, and there may be less there than meets the eye.

Qualcomm CEO Steve Mollenkopf is already dancing as fast as he can. He has to revive the company’s core mobile business that has seen revenue shrink for three consecutive years. He’s also fighting off an unwanted $105 billion takeover from Broadcom and its hard charging CEO Hock Tan. Oh, and Mollenkopf still needs to close on Qualcomm’s own $47 billion acquisition of NXP Semiconductors, and all the while engaging in a fierce legal battle with Apple, once the company’s best customer.

So there was Mollenkopf, looking sharp in a navy suit and blue tie, perched on a high stool alongside his top lieutenants on Tuesday, appearing in a surprise, half hour video presentation to investors. The CEO promised Qualcomm would bring in $6.75 to $7.50 per share in adjusted profit in 2019 (versus the current average analyst forecast of just $3.77 according to FactSet), largely due to the coming adoption of the next generation of wireless technology known as 5G, he said.

“Qualcomm today is at an important inflection point. Think about a world in which everything is connected…This is the world of 5G, which will impact almost every facet of people’s lives,” Mollenkopf explained. “Only a small handful of companies invest in the R&D that enables each generation of mobile technology. As we did with 3G and 4G, Qualcomm has been leading the development of 5G.”

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The aggressive stance perked up investors. Qualcomm


qcom



with its shares gaining almost 5% in mid-day trading on Wednesday. But at $68.57, the stock remains slightly below Broadcom’s current $70 offer price. It’s hard to tease out just what the price level means-some investors could be discounting the takeover bid because it would take a long time to get antitrust approvals, while other may believe Qualcomm will successfully fend off the suitors and bring in the larger profits it is promising.

Broadcom’s


avgo



stock price has risen about 1% since the presentation.

And the unwanted suitor also issued its own response to the presentation by saying that Qualcomm management had “repeatedly overpromised and under-delivered” on past financial forecasts. “Qualcomm’s approach is a transparent attempt to sell a quick fix by the Qualcomm Board of Directors and management team and an obvious tactic to deny its own stockholders the opportunity to receive a compelling premium for their shares and significant upside potential in the combined company,” the company said in a statement.

When analysts dug into Qualcomm’s 2019 profit promise, however, they discovered that it relied on several key assumptions that had nothing to do with 5G.

First, about $1.50 per share relied on completing the acquisition of NXP, which sells chips to automakers and makers of connected gadgets in the Internet of Things market. Though European regulators where NXP is based are reportedly on the verge of approving the transaction, some NXP


nxpi



stockholders have complained that Qualcomm’s $110 per share offer is too low and may have to be raised. If the deal doesn’t go through, Qualcomm said it could boost earnings per share via a massive stock buyback instead.

Analysts typically don’t include the profit contribution from a company being acquired until the deal is closed, so that component of Mollenkopf’s profit promise wasn’t really much of an upside surprise.

Another almost 60 cents would come from a new $1 billion cost-cutting program Mollenkopf unveiled on Tuesday without giving many details.

And, most uncertain of all, a final $1.50 to $2.25 would come from settling outstanding legal disputes with Apple


aapl



and another unidentified phonemaker. There has been no evidence that Apple is much interested in coming to the table without huge concessions from Qualcomm that may undermine its entire business of collecting royalties from licensing its technology to phonemakers, however.

Deduct those three less-than-definite components, and Qualcomm’s promise is equal to only about $3.18 per share in 2019, analyst Stacy Rasgon of Bernstein Research calculated–considerably less than Wall Street currently expects. That’s because Qualcomm may have to pay higher taxes under the new corporate tax rules adopted last year that limit the use of some kinds of international tax avoidance strategies. And Apple is likely to cut its purchases from Qualcomm further as it looks for alternative chip suppliers for the iPhone, Rasgon noted.

Even Qualcomm’s projected gains from 5G may be overly-optimistic, Tim Long, an analyst at BMO Capital wrote. “Management likely believes that the core mobile business will grow faster, but we are more cautious on 5G,” Long said in a report after the presentation. “Management expects (earnings per share) to grow at twice faster than revenues, though the company has struggled in the past growing EPS faster than sales.”

Qualcomm’s recent history doesn’t give investors much confidence, either, the analysts said. With the burgeoning legal battles over royalties paid by phonemakers and a slowing of sales growth of mobile phones, Qualcomm’s revenue has dropped from $26.5 billion and adjusted earnings per share of $5.27 at its peak in 2014 to $23.2 billion and $4.28 per share last year. Wall Street expects revenue to bottom out at $22.8 billion this year and then rebound to $23.4 billion next year, according to FactSet (not including the NXP deal, which would add another $9 billion or more of annual revenue). Adjusted earnings are forecast to hit a low of $3.48 this year and then rise to $3.77 in 2019.

But the fight with Broadcom, which has nominated its own slate of candidates for Qualcomm’s upcoming board election, seems to have lit a fire under underperforming Qualcomm, Nomura Instinet analyst Romit Shah noted.

“Qualcomm leadership is very smart, but over the last several years, the San Diego-based management team at times has been unassertive and complacent,” Shah wrote in a report on Tuesday. “Though now with Broadcom’s hostile takeover attempt analogous to a ‘gun to the head,’ we expect the company to more aggressively focus on driving shareholder value in order to remain a standalone franchise.”

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Preventing ‘Techlash’ in 2018: Regulatory Threats

By Megan L. Brown

U.S. Chamber of Commerce President Thomas J. Donohue on January 10, 2018, warned that “techlash” is a threat to prosperity in 2018. What was he getting at? A “backlash against major tech companies is gaining strength — both at home and abroad, and among consumers and governments alike.” “Techlash” is a shorthand reference to a variety of impulses by government and others to shape markets, services, and products; protect local interests; and step in early to prevent potential harm to competition or consumers.

These impulses lead to a variety of actions and legal standards that can slow or change the trajectory of innovations from artificial intelligence to the Internet of Things (IoT) to business process improvements. According to Mr. Donohue, “[w]e must be careful that this ‘techlash’ doesn’t result in broad regulatory overreach that stifles innovation and stops positive advancements in their tracks.” Here are a few examples of the challenges ahead:

  • Global privacy and security regulations impose compliance obligations and erect barriers to the free flow of data, products, and services. Examples include the European Union’s General Data Protection Regulation (GDPR), its Network Information Security Directive (NIS Directive), e-Privacy initiative, and a nascent effort on IoT certifications. “A growing number of countries are making it more expensive and time consuming, if not illegal, to transfer data overseas.” [1] China’s new cyber law “requires local and overseas firms to submit to security checks and store user data within the country.” [2] Such efforts may be intended to level the playing field with large U.S. technology companies, but whatever their impetus, they create enormous compliance costs and impediments to multinational operations. [3] Emerging regulation around the world may do more harm than good, particularly to U.S.-based organizations.
  • Premature regulation and oversight drives up the costs of doing business, particularly for new entrants or disruptors. Government should act only when it has evidence of actual harms to consumers or competition and the benefits outweigh the costs. When government rushes in with a technical mandate, innovation suffers. Likewise, if the government demands business changes without evidence of anti-competitive effects, it distorts the marketplace. Premature regulations impose unnecessary compliance burdens, so governments should exercise “regulatory humility” and wait for experience and evidence.
  • Unjustified class action litigation over technology strikes fear in the hearts of innovators. The growth of “no injury” lawsuits in targeting the technology sector likewise is a concern. Class action plaintiffs were quick to sue GM and Toyota after news reports of a vulnerability in Jeeps, and dozens of plaintiffs immediately sued Intel after chip processor vulnerabilities named Meltdown and Spectre were reported. [4] While courts have generally rejected suits based on “risk of hacking,” [5] plaintiffs continue to push these theories, along with novel “economic loss” claims from “overpaying for” [6] vulnerable devices. Legal uncertainty about such claims, and the rush to obtain damages awards and attorneys’ fees, threatens to increase costs and chills companies’ willingness to engage.
  • State laws, such as those attempting to impose “net neutrality” and online privacy obligations at the state level, threaten to balkanize regulation of technology. “Lawmakers in at least six states, including California and New York, have introduced bills in recent weeks that would forbid internet providers to block or slow down sites or online services.” [7] State-by-state regulation of global ISP and carrier network practices is likely to create major inefficiencies. Likewise, state privacy laws create complexity for organizations whose operations, products, and customers cross state lines. Industry has decried “balkanized privacy regulation at the state level” which creates “a hazardous web of conflicting state-by-state laws for any company operating in the online space.” [8]
  • Local barriers, like restrictive zoning regimes, stunt technology deployment and innovation. Tomorrow’s innovations in health care, transportation, conservation, entertainment, and more depend on a robust technology infrastructure, including telecommunications facilities. [9] But many local jurisdictions are hesitant to allow deployment in public rights-of-way, and others see the explosion of small cell telecommunications facilities as a revenue stream. [10] Local barriers to deployment will slow innovation in communications technology, which may make many communities, and the United States at large, less competitive in the global economy. This is particularly troubling as other countries, like Japan and South Korea, welcome the next generation of communications technology.

2018 will be an important year for global regulation of technology, as issues from privacy to cybersecurity to competition percolate in legislatures around the world. As we enter what some call the Fourth Industrial Revolution, governments have to consider their role in supporting innovation. Hopefully the United States continues to lead by example, resisting “techlash” with a light regulatory touch and a lot of humility. The United States likewise should urge other countries not to punish success, and instead let innovators — not regulators — create the future.

[1] Cross-Border Data Flows: Where Are the Barriers, and What Do They Cost? https://itif.org/publications/2017/05/01/cross-border-data-flows-where-are-barriers-and-what-do-they-cost

[2] T. Miles, U.S. asks China not to enforce cyber security law, Reuters (Sept. 26, 2017) https://www.reuters.com/article/us-usa-china-cyber-trade/u-s-asks-china-not-to-enforce-cyber-security-law-idUSKCN1C11D1

[3] Ann M. Beauchesne, Megan Brown, Sean Heather, Principles for IoT Security; The IoT Revolution and Our Digital Security (Sept. 2017), https://www.uschamber.com/IoT-security

[4] See S. Czarnecki, Intel faces dozen class action lawsuits over chip flaws, https://www.prweek.com/article/1454201/intel-faces-dozen-class-action-lawsuits-chip-flaws (Jan. 10, 2018).

[5] Cahen v. Toyota Motor Corp., No. 16-15496 (9th Cir. Dec. 21, 2017) https://scholar.google.com/scholar_case?case=7591856924921942948&hl=en&as_sdt=6&as_vis=1&oi=scholarr

[6] Id. While the court in Cahen found that the “economic loss theory is not credible, as the allegations that the vehicles are worth less are conclusory and unsupported by any facts,” a future Plaintiff may survive a motion to dismiss with stronger allegations.

[7] C. Kang, States Push Back After Net Neutrality Repeal, N.Y. Times (Jan. 11, 2018) https://www.nytimes.com/2018/01/11/technology/net-neutrality-states.html

[8] Et tu, California? ISP Privacy Bill Moving through the Legislature (June 21, 2017) https://www.ana.net/blogs/show/id/rr-blog-2017-06-et-tu-california

[9] Thomas K. Sawanobori & Paul V. Anuszkiewicz, CTIA, High Band Spectrum: The Key to Unlocking the Next Generation of Wireless, 1, (June 13, 2016), https://www.ctia.org/docs/default-source/default-document-library/5g-high-band-white-paper.pdf

[10] See Jonathan Babcock, Joshua Turner, and Anna Gomez, 5G Deployment Faces Unique Challenges Across The US, Law360 (Aug. 1, 2017) https://www.law360.com/articles/950330/5g-deployment-faces-unique-challenges-across-the-us

Written by Megan L. Brown, Partner at Wiley Rein LLP

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Life Lessons: Ritam Gandhi, founder of Studio Graphene

By IoT Now Magazine

Ritam Gandhi, the founder of Studio Graphene (http://www.studiographene.com/), works
at the intersection of digital product design and IoT solutions. He thinks that one
of the most interesting facets of any culture is how they do business.

1: What job did you want when you grew up?

I oscillated quite a lot in terms of what I wanted to do, everything from being a pilot to a chef.

I think this stems from the fact that I went to a “free progress” school which informed a lot of my thinking. The school’s ethos was that every couple of weeks, we would learn something new that we were interested in. This made me want to do a job that involved variety, creativity and being inventive. Tech provides a great ecosystem for this and that’s why I always wanted to do a job that involved doing new things with technology.

2: If you had one business lesson to share with your younger self what would it be?

“Sometimes you are ahead, sometimes you are behind… the race is long and in the end, it’s only with yourself”. I’ve used this quote many times when working with start-ups or young entrepreneurs. It is something I am constantly trying to get better at, as achieving a sense of equilibrium keeps you grounded and allows you to make more rational decisions.

3: Which Internet of Things (IoT) use case has recently fired your imagination?

IoT’s ability to have a transformative impact on farming and the food supply chain is fascinating. The IoT ecosystem is allowing for longer range communication and lower utilisation of battery power, an example is the LORA Alliance. If you look at a country like India, roughly two thirds of the population are farmers, yet it is a net importer of food. This is purely because of inefficiencies in farming methods and the food supply chain, which IoT can change through automated temperature monitoring and soil analysis.

4: What lessons have you learned from doing business in other countries or organisations?

I think one of the most interesting facets of any culture is how they do business. If one doesn’t embrace these unique cultures, it is practically impossible to collaborate across countries and organisations. We have clients in South Asia, the Middle East, Europe and America, all of which have an entirely different approach to business. Some of our clients are start-ups, whilst others are corporates and government bodies, which means that we must constantly adapt and be receptive to other points of view as a business.

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