Toshiba has released a new line of solid-state drives (SSD) using 19 nanometers, which is currently the industry’s smallest lithography process.

The lineup will include mini-SATA and 2.5-inch form factors along with drives in 7mm and 9.5mm heights. All drives will use the most current serial ATA 6Gbps interface protocol.

Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business.  Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.

With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.

In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.

--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.

The iconic software company that is based in King County Washington has been getting almost universally slammed from it's recent Los Angeles press announcement about its entry into the hardware business with the convertible laptop/tablet known as Surface.

Certainly I can see the point that it is now competing with its hardware vendors/partners. Intel has done a good job in the arena creating 'reference designs' without competing with its partners.

There is another viewpoint which seems to be ignored. The cold facts are Microsoft is a public company. This puts Microsoft in a legal position of doing the most it can to return value to its shareholders. Failure to do so means somebody is going to jail.

Microsoft has a vision, which at the end of the day is, a certain way to get enough people to see enough value to hand over their money, to fulfill their fiduciary duty.

Last year, Hewlett-Packard purchased Autonomy for $10 billion, enduring a number of arrows from its competitor Oracle. What a difference a year is!

Since the purchase HP saw the leaving of Autonomy CEO Mike Lynch, which was not on friendly terms. It also saw the departure of the whole original management team and 20 percent of the staff. Now, the question is whether or not HP will see its move compensate or become another WebOS-style fiasco, marking the company needs to stay with hardware.