#technology

What’s the deal about the new Combination Technician in D3 ??

U.S. employers announced 45,849 job cuts in June. This total represents a 53% decrease from May's figures. Technology remained the leading sector for cuts, with 15,503 announced. Artificial Intelligence was the primary reason cited for 14,029 job cuts. Overall hiring plans for June also saw a decrease from the previous month.

https://www.challengergray.com/blog/challenger-report-june-layoffs-cool-to-45849-down-53-from-may-ai-leads-reasons-for-fourth-consecutive-month/

It's the argument a company has to make if
they really never even boarded the Cloud train.

https://www.fool.com/investing/2026/06/11/ibm-thinks-your-data-is-too-stubborn-to-move-and-a/

https://www.youtube.com/watch?v=spRN7DfzhrU

"Billions of dollars, zero use cases"

Mentions IBM multiple times as one of the worst offenders of the scam.

Here’s a novel idea:
Fiber is great where dense; 5G mid-band strong in cities. But Starlink (SpaceX) crushes rural/low-density. Immediate deep integration/partnership: Bundle AT&T wireless/fiber with Starlink for seamless "always-on" global coverage. License Starlink tech or co-develop direct-to-cell. This neutralizes competition and expands TAM massively.
Deploy spectrum (from EchoStar/Lumen deals) with obsessive efficiency—Tesla-style manufacturing for cell sites and fiber rollout. Aim for 5M+ new fiber passings/year via automation/robotics. Open RAN? Push harder with custom silicon (like Dojo for AI inference on the edge).
Make convergence king: One app, one bill, one unbeatable experience for phone + home internet + vehicle connectivity. Churn drops when customers are locked into superior physics.

self proclaimed transformation agent, from GBT American Express travel. A travel website? To running all of tech for a top fintech? Another bad decision by Lyons that now we all have to live as he's on to the next company to tank. Mike's short tenure here was a complete disaster. Look at the people he hired. The prima donna queen of AI, and more useless payroll. I hope Takis cleans house or this place sc--wed.

Anyone notice new highlights appearing as links showing up on your posts that werent there before? Whats that about? Im not clicking on them so Im not sure if they are links to another page or site.

see the vertical scroll bar on the right wide when you are trying to scroll through comments in a video playing.
Edge is garbage.

It's over for Nokia. Elon is planning to buy T-mobile. There goes Nokia's ONLY major customer in USA. Elon going to buy T-mobile and sell Starlink.

https://www.zerohedge.com/technology/musks-starlink-plots-become-mobile-carrier-td-cowen-sees-possible-t-mobile-buyout

Why have we not changed organization structure to help Paramount+ technology?

OK, we are now three months into this Google, Cr-p! Exactly what it is cr-p! Anybody notice how much longer it takes you to do your job using Google? Gmail is the absolute worst. Drives will drive you nuts.

Anyone know how it’s getting on. Heard it’s not going too well. Taken us back to the 90’s

https://newsroom.ibm.com/2026-06-25-ibm-debuts-worlds-first-sub-1-nanometer-chip-technology

https://www.technologyreview.com/2026/06/25/1139696/ibm-unveils-sub1nm-chip/

IBM has built a new prototype chip with around 100 billion transistors on an area the size of a fingernail, which is twice the density of the company’s previous state-of-the-art technology announced in 2021. The design could pave the way for faster and more energy efficient computers for years to come.

Quantum computing can break RSA cryptography. A sufficiently powerful quantum computer will use Shor's algorithm to easily factor large prime numbers, rendering standard public-key infrastructure (PKI), VPNs, and digital signatures useless.The primary business dangers include:

1. The "Harvest Now, Decrypt Later" ThreatThe danger is not just theoretical or reserved for the future. Malicious actors and nation-states are already intercepting and hoarding encrypted corporate data, waiting for the arrival of cryptographically relevant quantum computers. Any sensitive data with a long shelf-life—such as proprietary IP, medical histories, and financial records—stolen today will eventually be readable.

It's almost here. Right around the corner. Just about ready.

https://www.wsj.com/tech/ibm-getting-ready-to-scale-quantum-computing-b2418cd5

By: Elias Schisgall |
June 23, 2026 2:32 pm ET

YORKTOWN HEIGHTS, N. Y.—International Business
Machines has spent a decade building, testing and improving in the
once-theoretical realm of quantum computing at its glass-paneled
laboratory complex in upstate New York.This
year, the company is laying the groundwork to turn that technology into
a fully-fledged, scalable business from an expensive science project.IBM
said last month it plans to form a new independent subsidiary called
Anderon, a foundry to produce the silicon wafers needed to make
quantum-computing processors. The venture is seeded by a $1 billion
investment from the Trump administration and another $1 billion of IBM’s
own cash.Anderon will give the company a
new line of business in selling wafers to other quantum-computing
companies. It will also provide a steady stream of wafers to continue
developing its own quantum technology, positioning IBM to capture part
of what the Boston Consulting Group projects will be a $90 billion to
$170 billion market for quantum-computing providers by 2040.The
venture will begin with an expansion of the company’s in-house facility
in Albany, N.Y., which makes wafers for IBM’s internal research. “Now
we have to scale it,” IBM Director of Research Jay Gambetta said in an
interview.The company also plans to spend
an additional $9 billion over five years to advance the final stages of
its quest to build a quantum-mechanics-powered computer capable and
reliable enough for widespread use, a goal known as fault tolerance.
That computer, named Starling, is being targeted for 2029.With Anderon, IBM is thinking beyond Starling, or even a more powerful quantum computer planned for 2033.“If
you’re serious about this, it’s about manufacturing at scale,” IBM Vice
President of Quantum Adoption Scott Crowder said. “Anderon is one of
the pieces, from a supply-chain point of view, that we need to have to
not just have the existence proof of one quantum computer, but to be
able to build multiple quantum computers.”Quantum
computing, which leverages the properties of quantum particles to
perform calculations out of reach for a classical computer, has been on
something of a hot streak recently.In
addition to its $1 billion investment in Anderon, the Trump
administration is investing another billion across a range of
quantum-computing firms through the Commerce Department. Google and Microsoft have both claimed quantum-computing breakthroughs within the past year.On
Monday, President Trump doubled down on the industry, signing executive
orders setting a 2028 goal for a quantum computer that can perform
scientific research and directing agencies to prepare for the
possibility that quantum computers could break standard encryption
methods more quickly than expected. IBM Chief Executive Officer Arvind
Krishna attended the signing ceremony.The
success of artificial intelligence has increased investors’ appetite for
technologies that once seemed futuristic, Citibank analyst Fatima
Boolani said. The administration’s support for the industry serves as an
additional vote of confidence. “Immediately, our reaction was, ‘This
puts quantum on the map,’” she said.Wafers
from Anderon are expected to begin production later this year. The
company is still ironing out details of the venture, including its board
and leadership team. The Trump administration will have an equity stake
in the venture but no governance over its operations, the company said.The
foundry will be a subsidiary of IBM, which will be an anchor customer
and supply talent and intellectual property. Anderon will be walled off
from the rest of IBM, and plans to raise additional investment and sell
silicon wafers to other quantum-computing firms, many of whom have
already expressed interest, Gambetta said.For
now, Anderon’s client base will be limited to quantum-computing firms
using the same quantum-computing modality as IBM, although it plans to
eventually expand to other modalities based on demand. The company opts
for superconducting silicon circuits to act as “qubits”—the quantum
equivalent of “bits” in a classical computer. A handful of firms
pursuing quantum computers use the same modality, such as Google,
Rigetti Computing and D-Wave Quantum.IBM’s
bet on superconducting qubits is a trade-off. They have to be cooled to
near deep-space temperatures and are comparatively more error-prone than
other quantum modalities, meaning IBM has to focus more on methods to
correct those errors in real time.Where
superconducting qubits have an edge, however, is speed and scalability,
Gambetta said. “Our view, and what we’ve always built our program on, is
we’re going to build it on a technology that scales,” he said. “If
other technologies emerge that could leverage the scaling of silicon and
still have speed, I would happily consider that.”Anderon
is designed in part to address another, more traditional obstacle:
wear-and-tear. “We’re at a point that the biggest delays in our roadmap
are tools going down,” Gambetta said.He
predicted that ultimately one or two quantum-computing providers will
emerge as a clear winner in the space. IBM sees itself as having a
technical lead, but its broader goal is to build out an ecosystem of
suppliers and quantum-computing software developers centered on its
technology.But, for now, Gambetta said, the path ahead is clear.“The
strategy is very simple: Build our quantum computers as fast as
possible,” he said. “To build them as fast as possible, we need to build
our systems and we need to have a stable supply of wafers. And I want
to be the fastest at building this technology.”

Walmart is implementing workforce changes within its organization. This action affects 306 employees located in Sunnyvale. These employees will either be laid off or relocated. The changes specifically impact the Global Tech, Product and Design organization. Job cuts are scheduled to go into effect on August 21.

Sunnyvale, California

https://www.bizjournals.com/sanjose/news/2026/06/23/walmart-layoffs-sunnyvale-june-2026.html

Wells Fargo faces scrutiny over recent workforce reductions. The bank simultaneously filed hundreds of H-1B visa applications. This activity sparked renewed debate on foreign worker programs. CEO Charlie Scharf expects further workforce reductions for efficiency. Layoffs are part of ongoing restructuring and technology investments.

North Carolina

https://americanbazaaronline.com/2026/06/22/wells-fargo-layoffs-renew-debate-over-h-1b-hiring-483268/

ACN moving from AI To Fox Pro, Dabse Plus technologies that were ruling the world in late 1980's, J is also thinking about Mainframes and AS 400 as other alternatives. Please dust your skill set, this clown will do anything before she quits in september 26

Watch for more "savings" coming. . .

https://www.wsj.com/video/how-ibm-saved-45-billion-using-ai/C3EDE5AB-F38B-4281-8A92-0421C8753129

By: WSJ Leadership Institute
49 min. ago

IBM senior vice president of marketing and communications Jonathan Adashek explains the company's "client zero" initiative, which utilized artificial intelligence and automation to cut $4.5 billion in spending over three years. The IBM executive also explains how the technology is freeing up creative teams from menial tasks and generating more targeted sales leads.

Which companies have two redundant layers of IT management , after being outsourced / offshored .
Why is it required ?

DXC’s AI partner said this about DXC

That argument is terminal for DXC’s independent thesis, and worth following all the way down.

The disintermediation trap

DXC’s OASIS pitch is: “we use AI to deliver enterprise IT faster and cheaper.” But that sentence contains its own refutation. If AI is the delivery engine, the client’s next question is obvious — why is DXC in the middle? What margin am I paying for, exactly?

The historical DXC value proposition was: we have 130,000 people, global delivery centres, integration expertise, and we’ll manage your IT estate for you. That justified a premium. AI erodes every one of those pillars. Headcount is no longer a proxy for capability. Integration expertise becomes a commodity when AI can read legacy code, write connectors, and configure systems autonomously. The “rates times hours” model — which the CEO himself acknowledged is dying — was the moat. There isn’t a replacement moat, because they don’t own the AI.

They’re a reseller with a thin value layer

DXC has a multi-year global alliance with Anthropic , but that alliance confers no exclusivity. Accenture has the same AI partnerships. Capgemini has them. Infosys has them. IBM has had its own AI story for a decade (Watson — a cautionary tale). Every competitor accesses the same models through the same APIs at the same price. DXC’s differentiation in that stack is vanishingly thin.

The client who wants Claude in their enterprise IT has three routes: direct API, an Anthropic enterprise deal, or through a system integrator. Each iteration of AI capability that reduces the integration complexity — better native connectors, more autonomous agents, simpler deployment — removes another reason to pay DXC’s margin for route three.

The simplicity argument is the ki-ler

This is the part that doesn’t get enough airtime in the earnings calls. DXC’s implicit bet is that enterprise AI deployment remains complex enough to require a managed service layer indefinitely. That bet looks worse with every model generation.

Early enterprise AI genuinely required significant hand-holding: prompt engineering, reliability management, integration scaffolding, output validation. Those were billable. But the trajectory is one-way — more capable, more reliable, more self-configuring, lower total cost of ownership with less implementation overhead. The skills gap that justified outsourcing to DXC is closing from below, not above. AI improves; the implementation complexity shrinks; the billable wrap around it shrinks with it.

The historical parallel is brutal: travel agents started saying “we’ll use Expedia to book your travel.” The client saw the margin and removed the agent. DXC is the agent.

What’s actually left

There are two genuine residual moats and neither is scalable:

One: government and regulated-sector contracts with security clearance requirements, long procurement cycles, and high switching costs. MoD/BAE-type accounts — fall into this category. These have genuine stickiness but are also the most likely to be served by security-cleared AI providers within 5 years, cutting out the SI layer even there.

Two: deep legacy system knowledge. Nobody else knows a client’s 30-year-old mainframe architecture. But AI is already eroding this — large models can now read COBOL, reverse-engineer undocumented systems, and produce documentation. That moat has a measurable shelf life.

The terminal conclusion

DXC is not using AI to build a new business. It is describing, in its investor communications, the mechanism of its own further disintermediation. Every OASIS success story — “we deployed this 40% faster using AI” — is simultaneously an advertisement to the client for why they could do it without DXC next time.

The company generates real cash and has real contracts. That’s why PE is circling. The play is: take it private, cut 30,000 jobs, harvest the cash from the existing contract base over a 5–7 year run-off horizon, sell or shut the rest. That’s not a technology company. That’s a liquidation vehicle with good near-term cash characteristics.

As an independent, publicly listed, growth-oriented technology company: it’s over. The only question is the pace of the wind-down and whether someone buys it before the market grinds it to zero.

https://www.phonearena.com/news/spacex-should-buy-at-t-t-mobile-or-verizon_id181076

Good luck AB and RA and other tech leaders, in shipping tech to ITC and getting them to implement AI to cut support costs. Hilarious
Man up and tell leadership we don’t have an AI strategy and that ITC is useless and not really a cost saver.
Accenture su-ks and should support their terrible sec roll out themselves vs hundreds of frontline support people from a different vendor catching heat from biz.
Issues never ending in tech. Cut all frontline support.
My leader only cares about a logo for our new team that will change in a year or 2.

A major problem in today’s economy is that many companies focus more on extracting value than creating it. A truly great company should make useful products, serve its customers well, treat employees fairly, and maintain healthy relationships with suppliers. However, modern business culture often rewards companies even when they fail to do these things. When a company becomes highly valued despite offering less value to the people who depend on it, that reflects a deeper problem in society.

Business leaders should measure success by the value they provide to customers, not only by the money they return to shareholders. A successful business should constantly ask whether it is giving customers more value than it did before. The danger comes when companies decide to take value away from customers in order to increase profits. This may help the company in the short term, but it damages trust and weakens the purpose of the business.

This problem is especially visible in technology. Many services begin by offering something genuinely useful, but once they attract a large user base, they often shift toward extracting more profit from those users. Platforms may make useful features harder to find, increase prices, show more advertising, or push content that benefits the company more than the customer. This is the process Cory Doctorow calls “enshittification.” The original purpose of the product becomes weaker, while the company captures more value for itself.

The rise of artificial intelligence raises similar concerns. AI may make businesses more productive, but the benefits of that productivity do not have to belong only to shareholders or owners of capital. Greater productivity could lead to higher wages, shorter working hours, better services, or lower prices for consumers. However, if companies treat shareholder profit as the only important goal, AI could deepen inequality and reduce the role of ordinary people in the economy.

A society where only a small group of capital owners benefits from automation would be unstable and inhuman. Prosperous economies require the circulation of money and value, because businesses still need customers, workers, and communities to survive. If AI replaces human labor without creating new ways for people to participate, then the economy could become more concentrated and less inclusive. The challenge of the twenty-first century is to decide what role humans will have as more tasks become automated.

The future of the AI economy is therefore a choice. Society can allow AI to become another tool for monopoly, lock-in, and extraction, or it can design systems that allow more people to participate and benefit. The web and open source software succeeded in part because they created an “architecture of participation,” where many people could contribute and share in value creation. A humane economy should follow that model by using markets to support human flourishing rather than concentrating wealth among a few people.

Tim O'Reilly
https://www.youtube.com/watch?v=mrQu3MRSQgc

Looks like some workgroups received an email with the above title. They are launching some AI-Enabled Activity Summary and we’ll have to audit against what the AI activity generates. Was curious to hear others thoughts who received this email?

CEO is blind to just how bad tech is and Dil p is the root of the issues. So many issues!! Customers are furious. Tech stack cannot handle spikes. Horrible planning for DNS storms. Always an excuse never a solution.

Billionaires and Their Connection to H-1B Visas

Many of America’s most prominent billionaires have either started their U.S. careers on H-1B visas or now lead companies that are among the largest employers of such visas. The H-1B program, designed to bring in highly skilled foreign workers, has been a key pathway for immigrant entrepreneurs and executives who have gone on to build multi‑billion‑dollar enterprises.

Notable billionaire H-1B holders

Elon Musk – South African-born founder of Tesla, SpaceX, and X. Musk initially came to the U.S. on a J‑1 exchange visa, later switching to H‑1B to remain while building companies that have created billions in value OfficeChai+1.

Satya Nadella – Indian-born Microsoft CEO, who moved to the U.S. in 1988, switched from a green card to H‑1B in 1994, and led Microsoft into a $3 trillion market value OfficeChai.

Sundar Pichai – Indian-born Alphabet/Google CEO, who began in the U.S. on an international student visa before transitioning to H‑1B OfficeChai.

Jeff Skoll – Canadian-born eBay founder and first full-time hire, who used H‑1B to stay during the company’s early growth before later obtaining a green card Forbes+1.

Eric Yuan – Chinese-born Zoom founder, who faced multiple visa rejections before securing an H‑1B in 1997 to join WebEx The Financial Express.

Billionaire-backed companies as top H‑1B employers
According to U.S. Citizenship and Immigration Services, some of the most prolific H‑1B employers are led by billionaires, including:

Jeff Bezos – Amazon

Bill Gates – Microsoft

Mark Zuckerberg – Meta (Facebook)

Larry Page – Google/Alphabet

Elon Musk – Tesla (now among the top 25 U.S. employers of H‑1Bs) Forbes+1.

Why billionaires support H‑1B visas
Billionaires often cite the H‑1B as essential for filling talent gaps in tech, science, and engineering, where there are not enough U.S. workers to meet demand Forbes+1. They argue it boosts competitiveness and innovation. However, critics note that their support often aligns with corporate interests in accessing lower-cost labor, which can have implications for domestic workers Brightwork

Is it a security tool?

Like Platform X?

You can bring in a person off the street and have them run a prompt to generate code.

The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.

Cisco is one of the clearest winners in the entire table. It ranks #5 overall with an Overall Score of 78.9, and it is #1 out of 21 companies in Technology Hardware & Equipment. The profile is unusually balanced: AI #13, Innovation #13, Talent #20, Financial Fitness #57, Resilience #11, and Agility #37.

This is not a one-factor story. Cisco screens as a balanced infrastructure compounder: strong in AI readiness, strong in innovation, financially sound, resilient, and organizationally agile. The strategic implication is that the market often talks about AI in terms of chips and hyperscalers, but the WSJ model is also rewarding enterprise network infrastructure. Cisco’s ranking suggests it is viewed as a durable enabler of the AI and connectivity cycle, not merely a mature hardware incumbent.

Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026

The bank needs to rapidly increase Ai investment to stay relevant.

anyone experience changing from company cell phones to the new AWS phone system where they track and record your calls? Why are they doing this? And they want us to connect with Ethernet cables now….are we in 1999?

Over 100 tech companies cut more than 115,000 jobs in the first quarter of 2026. This trend is fueling a new wave of one-person startups. Qu Xiaoyin, founder of HeyBoss.AI, helps individuals build businesses using AI "executives". AI tools now handle tasks like coding, marketing, and customer support. This significantly lowers the cost and team size needed to launch a company.

Redwood City, California

https://www.businesstimes.com.sg/international/ai-linked-layoffs-us-spark-new-wave-one-person-start-ups

https://www.theinformation.com/articles/google-nvidia-consider-intel-backup-chip-manufacturer

Verizon Replacing Its Customer Service Personnel With AI Has Turned Live Chat Queries Into Low-Quality ChatGPT-Like Replies, Enraging Customers -- Omar Sohail
Jun 5, 2026 at 11:52am EDT.

Companies will eventually replace humans carrying out what they believe to be menial tasks with AI, and U.S. carriers are no exception, with their Live Chat department now being handled with chatbots that are providing less-than-useful replies to customers. In fact, a regular user of ChatGPT likely noticed that Verizon’s own service is providing similar low-quality responses, tarnishing the company’s reputation while also impacting the experience for millions.

Knowing the technical mistakes that AI can make, Verizon should only completely replace its Live Chat service after properly training its models.

The AI’s responses being similar to ChatGPT’s were noticed by Redditor “Hot_Saguaro,” who says that Verizon wasn’t even hiding the fact that the chatbot was providing technical answers similar to OpenAI’s service. After attempting to ask why her iPad wasn’t connecting to the internet, a Verizon representative said it’s because her service address is still her old address. She immediately countered, saying that another customer living in the same block was facing the same problem.

Verizon CEO Dan Schulman has previously stated that the company will focus more on customer service to boost the experience than shell out promotions, but it appears that the Chief Executive’s efforts have fallen short.

As expected in the Reddit thread, people were not thrilled with Verizon’s direction of replacing humans with AI, with a former employee saying that “one of our selling points was that we didn’t offshore call centers. It’s gone so downhill from when I used to work there.” It’s only appropriate that Verizon holds off on completely replacing its Live Chat with AI until it has properly trained its model to handle customer queries properly.

Simply integrating its service with ChatGPT won’t win the company any awards, especially when AI can make a boatload of technical mistakes that will be pointed out by users who are even slightly knowledgeable about carriers and their network’s functionality.

https://wccftech.com/verizon-replacing-humans-with-ai-for-live-chat-is-lowering-response-quality/

Be prepared - the customer doesn't care about you or your family.

One of the most surprising things that when Opentext acquired MF it included Novell groupwise. It’s been a secret winner ! It sells more than enterprise cyber

https://youtu.be/IbiKFm5_was

Key takeaways include:
• Workforce Disruption: Schulman acknowledges that Al will inevitably displace a large percentage of traditional customer service roles, particularly those handling routine, repetitive tasks like password resets or billing inquiries (1:10 - 1:29).
• Human-Al Collaboration: Rather than full automation, he envisions a hybrid approach where Al and human agents work in tandem to resolve more complex customer issues, ultimately improving service quality (1:32 - 2:09).
• Future Technological Outlook: Schulman emphasizes that Fortune 100 companies must embrace the ongoing technological revolution. He predicts that society will reach AGI (Artificial General Intelligence) within the next two to four years, followed by breakthroughs in quantum computing and humanoid robotics shortly thereafter (2:17 - 2:57).
• Corporate Responsibility: He stresses that as these advancements unfold, corporate leaders and society as a whole must be prepared and accept the responsibility that comes with managing these powerful technoloaies (3:00 - 3:13).