米Qualcomm Inc.は，次世代移動体通信規格「UMB（ultra mobile broadband）」の，商用化に向けた開発を断念することを明らかにした。同社CEOのPaul E.Jacobs氏が決算説明会で述べたもの。 　UMBは多重アクセス方式にOFDMAを利用する次世代規格で，基地局から端末までの下り方向における伝送速度が100Mビット/秒以上と高い。 Qualcomm社が主体となって提案した技術を基に，標準化された規格である。いわゆる「第3.9世代方式」として，LTEの対抗技術と位置づけられていた。

Is a broken heart to blame for the 15-year delay to Guns N' Roses new album? Throughout the course of Chinese Democracy, Axl Rose repeatedly refers to a "change of heart" and his "lonely tear drops". "I just can't let it die, all the pain inside," he eventually blurts out on This I Love. But if his mind hasn't been fully devoted to music over the past decade-and-a-half, it doesn't show. This record is an uncompromising, fully-focused, hard rock monster. At times, it will rattle the rafters with its ferocious riffs. At others, you will laugh out loud at the ridiculously overblown melodrama. In other words, it's business as usual for Guns N' Roses.

チャイニーズ・デモクラシー(初回限定)(SHM-CD)

posted with amazlet at 08.11.16

ガンズ・アンド・ローゼズ
UNIVERSAL INTERNATIONAL(P)(M) (2008-11-22)
売り上げランキング: 12

Amazon.co.jp で詳細を見る

ライオンは13日、「30代男性特有のにおい」のメカニズムを解明したと発表した。50代以上の加齢臭や10代の体臭とは異なり、「使い古した食用油のようなにおい」で、皮脂が酸化して発生するペラルゴン酸がその主原因。女性用化粧品にも使われる植物成分に抑制作用があることも分かった。今回の研究成果を基に、30代男性に的を絞った初の体臭ケア商品を来春にも発売する予定。研究成果は、長崎大学で15日に行われる日本化学会西日本大会で発表される。

　レイヤー構造3におけるプラットフォームは、通信事業者が担っている通信レイヤーとコンテンツ・アプリケーションレイヤーの間に位置するものと便宜上整理することが可能であるが、プラットフォームの実現形態は多様であり、一意に特定することは困難な面も存在する。
　この点、プラットフォームが果たす機能に着目すれば、プラットフォームはあくまで通信レイヤー上でコンテンツ・アプリケーションを円滑に流通させる機能であり、その代表的な例として認証・課金機能が挙げられる。

　これまでプラットフォームは、前述のとおり、基本的に通信事業者ごとに、ネットワークとの一体性を維持しながら機能拡充が図られてきたところであり、特に移動通信市場においてはそうした傾向が顕著である。
　こうした現状に照らし、プラットフォームをより円滑に機能させるためには、
①異なるプラットフォーム間の相互運用性の確保 及び
②プラットフォームを提供する主体の多様性の確保
が図られるよう環境整備を進めることが重要である。

Corporate IT has always promised to make companies more agile. In the 1990s many companies re-engineered their business processes when they started using a form of software called enterprise-resource planning (ERP), which does things such as managing a firm’s finances and employees. But once these massive software packages were in place, it was exceedingly difficult to change them. Implementing SAP, the market leader in ERP, is like pouring concrete into your company, goes an old joke among IT types. This helps to explain why in many firms IT departments and business units have traditionally been at loggerheads. In recent years tensions have worsened. Companies must grapple with ever-changing markets and regulations, yet IT budgets are being cut. Many firms now have a huge backlog of IT projects. Hence the interest in cloud computing. It turns capital expenditure into operational expenditure, which makes things much easier and cheaper. Instead of having to shell out a lot of money for, say, a server to test an application and, even with luck, wait a few weeks for it to be up and running, managers just have to whip out a credit card, open an account at Amazon Web Services (AWS) and fire up a virtual machine for a few dollars.

What effect will all this have on the nature of the firm? If IT systems really allow companies to become more modular and flexible, this should foster further specialisation. It will become even easier to outsource business processes, or at least those parts of them where firms do not enjoy a competitive advantage. Companies will increasingly focus on their “core” and shed the “context”, in the words of Geoffrey Moore, managing director of TCG Advisors, a consultancy. This also means that companies will rely more on services provided by others. They will increasingly form “process networks”, a term for loosely connected groupings of specialised firms coined by John Hagel, a business strategist at Deloitte & Touche, an auditing firm. His prime example is Li & Fung, a company based in Hong Kong that has assembled a global process network of nearly 10,000 business partners in the clothing industry from which it puts together customised supply chains for clothes designers. Both trends could mean that in future huge clouds—which might be called “industry operating systems”—will provide basic services for a particular sector, for instance finance or logistics. On top of these systems will sit many specialised and interconnected firms, just like applications on a computing platform. Yet this is only half the story. The cloud changes not only the plumbing and structure of firms and industries, known as the “transactional layer”, but also their “interactional layer”, a term coined by Andy Mulholland, chief technologist of Capgemini, a consultancy. He defines this as the environment where all the interactions between people take place, both within an organisation and with its business partners.