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IDC's Insights Analysts Contributed Content Global Content and Perspective |
Recent announcements by Pfizer and GSK that they are making significant cuts in worldwide staffing (estimated at more than 19,000 and 4,000 positions respectively) continue to shake the life science industry. For many of the researchers included in the RIF (reduction-in-force), fear, uncertainty, and foreboding preceded the move, with the falling axe a confirmation of their deepest fears. For more experienced researchers, the transition is likely to be painful, since it has been many years since they last tested the waters of the job market. Strong scientific expertise alone is not likely to make the transition easy, since a large number of job seekers with comparable skill sets are also in the competition. To succeed, job hunters need to reach beyond their science mindset for other tools in their arsenal, with a focus on more pragmatic and process oriented capabilities. Project and process management skills, the ability to leverage technology to empower collaboration and improve operational effectiveness, and strong communication skills will be strong differentiators and valued assets in the new life science ecosystem. With many of the new technical opportunities arising within smaller, more entrepreneurial biotechnology and biopharma companies, individuals that bring a diversity of skills will always be in demand. Unfortunately for many (especially in the United States), these new opportunities are no longer limited geographically and are expected to arise in emerging players around the world (at a substantial discount to traditional U.S. market salaries).
Boulder's local newspaper, the Boulder Daily Camera, recently reported that the Colorado Public Utilities Commission has decided to take a larger role in regulating Xcel Energy's SmartGridCity project in the same manner that it regulates other large capital investments like power plants. This will increase the transparency of the project and is primarily a reaction to rising costs. In March 2008, Xcel Energy projected that capital expenditures for SmartGridCity would be about $15.3 million. The company now believes the total cost will reach $42.1 million, not including the costs of operating and maintaining the new grid. It's widely believed that the all-in cost will be around the $100 million mark.
In December, the Public Utilities Commission approved Xcel Energy's request to raise customers' rates 6.5 percent. The majority of the increase will be used to pay for Comanche 3, Xcel's new coal-fired unit at its power plant outside of Pueblo. But $11 million from the rate increase - which went into effect Jan. 1 - is earmarked to cover costs associated with SmartGridCity, including capital investment, taxes and operation and maintenance fees for 2009 and 2010.
The profile of the modern consumer is rapidly evolving and eCommerce sales continue to grow in double digits. It is increasingly on social networks that consumers build their preferences of a given product or service; it is on social networks that consumers gather the necessary information to make purchasing decisions; and it is on social networks that brand awareness is established and brand image is ultimately built.
Following the joint announcement by Cisco, NetApp, and VMware on January 26, a number of my colleagues, including our senior Vice President for enterprise infrastructure, consumer, and telecom research (Vernon Turner), re-engaged in a what has become a wide ranging, and sometimes spirited, discussion about converged infrastructure. A number of product developments over the past couple years have been the catalyst for this ongoing discussion:
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