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Semiconductor R&D Strategy is Part of President Biden’s Investing in America Agenda to Advance U.S. Competitiveness and Technological Leadership

April 25, 2023

Today, the U.S. Department of Commerce’s National Institute of Standards and Technology (NIST) released a paper outlining its vision and strategy for a National Semiconductor Technology Center (NSTC), a key component of the research and development program established by President Biden’s CHIPS and Science Act. Congress appropriated funds for the creation of a national center to support and extend U.S. leadership in semiconductor research, design, engineering, and advanced manufacturing and strengthen U.S. competitiveness.  

The paper, “A Vision and Strategy for the National Semiconductor Technology Center,” lays out how the NSTC will accelerate America’s ability to develop the chips and technologies of the future to safeguard America’s global innovation leadership. The vision and strategy paper describes the center’s mission, core programs, and other features. In addition to creating and sponsoring research programs, the NSTC will work with academic and industry partners to create affiliated technical centers around the country, fostering a network of research and innovation that is unprecedented in scale, breadth, and focus. The NSTC will lay the groundwork for good jobs that will grow a domestic semiconductor workforce.  

“The NSTC will be an ambitious public-private consortium where government, industry, customers, suppliers, educational institutions, entrepreneurs, and investors will come together to innovate, connect, and solve problems,” said U.S. Secretary of Commerce Gina Raimondo. “Most importantly, the NSTC will ensure that the U.S. leads the way in the next generation of semiconductor technologies which can enable major new advances in areas that will advance our economic and national security. While the manufacturing incentives of the CHIPS Act will bring semiconductor manufacturing back to the U.S., a robust R&D ecosystem led by the NSTC will keep it here.” 

The NSTC’s programs are intended for the entire ecosystem: fabless companies, research institutions, community colleges, state and local governments, national labs, foundries, integrated device manufacturers, equipment vendors, materials suppliers, labor unions, and investors. The NSTC aims to fulfill the unmet needs of the sector with member services such as access to emerging materials and process technologies, digital assets and design tools, a chiplet stockpile, and incubation support for startups. It also will offer the opportunity for participation in industry grand challenges, road mapping and standards activities, and workforce training and technical exchange programs. 

As outlined in the strategy paper, the NSTC has three high-level goals:  

1. Extend America’s leadership in semiconductor technology. Designing, prototyping, and piloting the latest semiconductor technology in America will provide the foundation for future applications and industries and strengthen the domestic semiconductor manufacturing ecosystem. 
2. Reduce the time and cost of moving from design idea to commercialization. The NSTC will leverage shared facilities and expertise for designing, prototyping, manufacturing, packaging, and scaling of semiconductors and related products that provide innovators in the U.S. with critical capabilities to advance economic and national security.  
3. Build and sustain a semiconductor workforce development ecosystem. The NSTC will serve as a coordinating body and center of excellence to scale the technical workforce, including scientists, engineers, and technicians. The NSTC workforce programs will support expanding recruiting, training, and retraining for the semiconductor ecosystem, including reaching groups that are traditionally under-represented in the industry. 

“The National Semiconductor Technology Center is designed to drive innovation and speed the transfer of new technologies to market,” said Under Secretary of Commerce for Standards and Technology and NIST Director Laurie E. Locascio. “This center will give the U.S. semiconductor industry an enduring technological lead and help develop a skilled workforce capable of manufacturing the world’s most advanced devices.” 

In addition to establishing a center for research, administration, and operations, the NSTC will establish technical centers by expanding and improving research facilities across the country or by building new, advanced facilities. Inventors and entrepreneurs, start-ups and established businesses, chipmakers, materials and equipment suppliers, educators and trainees can all collaborate on NSTC programs. The NSTC is designed to address the real-world technical challenges of the semiconductor industry and provide immediate and hands-on knowledge transfer and training to participants. 

Extensive feedback from stakeholders made clear that the NSTC must address a wide variety of issues for a great diversity of stakeholders. It is essential that the NSTC is viewed throughout the ecosystem as neutral, trusted, and science driven.   

The Secretary of Commerce, in collaboration with the Secretary of Defense, will establish the NSTC through the creation of a public-private consortium as required by the Act.  

Federal consortia are frequently managed by nonprofit entities. The Department anticipates the creation of a new, purpose-built, independent, nonprofit entity with the requisite neutrality, expertise, leadership, and capacity to serve as the operator of the NSTC consortium.   

As a first step, the Department will issue in the April 26, 2023, Federal Register a call for nominations to join a committee that will select a board of trustees. The board of trustees will form a non-profit entity that the Department anticipates will serve as the operator for the NSTC. To be alerted to the call for nominations in the Federal Register, subscribe to the CHIPS email list here. 

Learn more by reading the full text of “A Vision and Strategy for the National Semiconductor Technology Center,” which is available at https://www.chips.gov along with a fact sheet. 

About CHIPS for America  

CHIPS for America is part of President Biden’s economic plan to invest in America, stimulate private sector investment, create good-paying jobs, make more in the United States, and revitalize communities left behind. CHIPS for America includes the CHIPS Program Office, responsible for manufacturing incentives, and the CHIPS Research and Development (R&D) Office, responsible for R&D programs. Both offices sit within the National Institute of Standards and Technology (NIST) at the Department of Commerce. NIST promotes U.S. innovation and industrial competitiveness by advancing measurement science, standards, and technology in ways that enhance economic security and improve our quality of life. NIST is uniquely positioned to successfully administer the CHIPS for America program because of the bureau’s strong relationships with U.S. industries, its deep understanding of the semiconductor ecosystem, and its reputation as fair and trusted. Visit https://www.chips.gov to learn more.  

Article link: https://www.nist.gov/news-events/news/2023/04/chips-america-outlines-vision-national-semiconductor-technology-center

By NATALIE ALMSMARCH 3, 2023

The White House envisions applications for services like food assistance, Medicaid and other benefits taking 20 minutes, with enrollment coming after just 24 hours.

The White House announced nine projects on Friday that agencies are undertaking as part of its effort to reorganize how the government delivers services by focusing on citizens’ experiences. 

The projects, which range from piloting newborn supply kits to guidelines for trauma-informed government disaster communications, are part of the Biden administration’s ongoing focus on improving customer experience, or how individuals perceive and experience their interactions with government. 

The administration has been focusing on retooling five specific experiences where people often interact with the government, including financial shock and retirement, as part of its CX strategy.

Many of the new projects announced Friday involve efforts to decrease the number of applications individuals have to submit for government benefits and streamlining those applications, in part, by making data more accessible across programs.

The effort is a “new model for how the federal government should better design and deliver services to Americans,” the White House said in its announcement of the new projects.

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Agencies overseeing efforts to improve the benefits process around low-income families having a child or seeking early childhood resources will be piloting a “benefit bundle,” for example, that would connect families to available services like Medicaid through personalized case management. 

Some projects will require agencies to share information across government data silos and navigate legal authorities around that data and challenges to tech procurement.

One effort under the umbrella of facing a financial shock looks to “improve automated benefit determinations… by improving underlying federal data infrastructure.” The idea is that government agencies can use back-end data to determine applicants’ incomes, and eligibility, on their behalf. 

The initial focus will be on reviewing legal authorities to reuse income data across Medicaid, the Supplemental Nutrition Assistance Program and the Temporary Assistance for Needy Families programs. The project leads will also be looking at prototyping income verification and potential guidance on the reuse of income data across programs.

Another project centers on a goal for Americans seeking services like food assistance, Medicaid and other means-tested benefits to be able to apply in 20 minutes and enroll in 24 hours.

Accomplishing this, though, will start with a close look at how the government does and could purchase tech for multi-benefit delivery and potentially even new procurement solutions, according to Friday’s announcement.

An additional group of agencies will be looking to build out a methodology for how to measure the “psychological, learning and time costs” of applying for, maintaining and getting disaster assistance – a project that will also deliver a toolkit for other agencies to get their own measurements of administrative burden in other programs. 

Having standard measures of administrative burden in government programs – something some in the academic space are also looking into already – could help agencies dismantle that burden.

Another project announced Friday is a pilot of text message reminders about enrollment and renewal deadlines in government benefit programs, something the General Services Administration recently also announced a new service for.

The other two projects are a digital solution to help military service members transition to civilian life and an outreach model for individuals nearing retirement. 

The specific endeavors under this life experience work come after research done by multi-disciplinary teams with service designers, policy experts, program staff and evaluation staff that got feedback from members of the public on how they experience government in these specific life moments, according to the White House. 

As for how the work is being paid for, agencies working on the projects are pooling funding using an authority granted by Congress in the fiscal 2016 appropriations package that allows them to transfer money for work related to cross-agency priority goals, according to an Office of Management and Budget official.

The White House also released a progress update on Friday on the work being done to implement the executive order on customer experience across agencies with specific projects on self-service channels, online forms and rolls, streamlining enrollment in government programs and more.

Article link: https://fcw.com/digital-government/2023/03/white-house-announces-next-steps-life-experience-projects/383591/

The Department of Veterans Affairs said it plans to delay future rollouts of the new EHR system until it is confident that the software “is highly functioning at current sites and ready to deliver for veterans and VA clinicians at future sites.”

The Department of Veterans Affairs announced on Friday that it is halting additional rollouts of its new Oracle Cerner electronic health record system as part of “a larger program reset” to address issues plaguing the software’s deployment at VA medical facilities.

In a press release, VA said that future deployments of the multi-billion dollar software would be halted as the department works to “prioritize improvements at the five sites that currently use the new EHR.”

“Additional deployments will not be scheduled until VA is confident that the new EHR is highly functioning at current sites and ready to deliver for veterans and VA clinicians at future sites,” VA added. “This readiness will be demonstrated by clear improvements in the clinician and veteran experience; sustained high performance and high reliability of the system itself; improved levels of productivity at the sites where the EHR is in use; and more.”

VA announced last October that it was delaying future rollouts of the new EHR system until June 2023 to conduct an “assess and address period” that would “correct outstanding issues—especially those that may have patient safety implications—before restarting deployments at other VA medical centers.” Earlier this month, the department announced that it would be extending its operational pause by holding off on the software’s deployment at the VA Saginaw Healthcare System in Michigan that was scheduled for June.

Cerner—which was acquired by Oracle in June 2022—won a $10 billion contract in 2018 to replace VA’s legacy system, known as the Veterans Health Information Systems and Technology Architecture, or VistA. The rollout of the new EHR software, however, has been slowed by patient safety issues, performance and technical concerns and cost overruns since first going live at the Mann-Grandstaff VA Medical Center in Spokane, Washington in 2020.

A report issued last July by the VA Inspector General’s office found that the Oracle Cerner software deployed at Mann-Grandstaff had inadvertently routed over 11,000 veterans’ clinical orders to an “unknown queue” without alerting clinicians, which resulted in “multiple events of patient harm.” And, just last month, VA officials informed Congress that the EHR system—which has been deployed at just five facilities across the department’s national network of 171 medical centers—was found to have contributed to the deaths of four veterans. 

The latest pause in the new system’s deployment comes as VA and Oracle Cerner continue to hold negotiations about the program’s contract. VA officials previously expressed a willingness to delay additional software rollouts at medical facilities until the ongoing negotiations are concluded. The current contract is set to expire on May 16, and VA Secretary Denis McDonough previously told lawmakers during a House hearing last month that he needed “to see what happens in this contract before we make a decision about where we go next anyway, because the contract may not be what we need.” 

VA’s press release noted that it is working with Oracle Cerner on “an amended contract that will increase Oracle Cerner’s accountability to deliver a high-functioning, high-reliability, world-class EHR system.”

“We’ve heard from veterans and VA clinicians that the new electronic health record is not meeting expectations—and we’re holding Oracle Cerner and ourselves accountable to get this right,” McDonough said in a statement about the department’s latest rollout delay. “This reset period will allow us to focus on fixing what’s wrong, listening to those we serve and laying the foundation for a modern electronic health record that delivers for veterans and clinicians.” 

The department added, however, that the planned March 2024 deployment of the new EHR system at the Captain James A. Lovell Federal Health Care Center in Chicago “will continue as planned,” noting that the facility is “the only fully-integrated VA and Department of Defense health care system.” The VA’s EHR system is designed to be interoperable with DOD’s Cerner-developed EHR system, known as MHS Genesis.

In a joint statement, Rep. Mike Bost, R-Ill.—chair of the House Veterans’ Affairs Committee—and Rep. Matt Rosendale, R-Mont.—chair of the House Veterans’ Affairs Subcommittee on Technology Modernization—said they supported McDonough’s decision “in the strongest possible terms.”

“Millions of veterans and VA employees should be encouraged that VA and Oracle Cerner are taking concrete steps to address the many flaws that we, this committee and others have been sounding the alarm on for months,” they added. “Together, they share the burden of demonstrating whether the EHR system and this project are capable of wholesale improvement. Make no mistake, this is a question of if, not when.”

The leaders of the House and Senate Veterans’ Affairs committees have all introduced separate bills this year to address challenges with the EHR system’s deployment. During a House Veterans’ Affairs Oversight and Investigation Subcommittee hearing this week, bipartisan House lawmakers signaled that they were beginning to coalesce behind two legislative proposals—one from Bost, and another from Sen. Jon Tester, D-Mont., who chairs the Senate Veterans’ Affairs Committee—that would bolster VA’s oversight and accountability of the Oracle Cerner software’s deployment moving forward. 

Oracle, meanwhile, has continued to stress its efforts to rectify technical and performance issues with the EHR software, including maintaining a public-facing dashboard to track the progress it has made on system enhancements. 

Mike Sicilia, executive vice president for industries at Oracle, said in a statement that the company “is proud to continue working together with VA to modernize its electronic health record system,” and remained committed to providing VA “with an EHR that exceeds expectations.”

“We support VA’s plan to improve the operation of the EHR at the current sites and take the necessary time to institute governance, change management and standardization changes to ensure the success of future VA deployments, similar to what DOD did a few years ago,” he added. “DOD’s modernization is now nearly complete, on time and on budget. We will continue to closely coordinate with VA to provide enhancements and updates to the EHR.”

Article link: https://www.nextgov.com/it-modernization/2023/04/va-pauses-future-ehr-deployments-under-larger-program-reset/385493/

by Duke University

Magnetic resonance imaging (MRI) is how we visualize soft, watery tissue that is hard to image with X-rays. But while an MRI provides good enough resolution to spot a brain tumor, it needs to be a lot sharper to visualize microscopic details within the brain that reveal its organization.

In a decades-long technical tour de force led by Duke’s Center for In Vivo Microscopy with colleagues at the University of Tennessee Health Science Center, University of Pennsylvania, University of Pittsburgh and Indiana University, researchers took up the gauntlet and improved the resolution of MRI leading to the sharpest images ever captured of a mouse brain.

Coinciding with the 50th anniversary of the first MRI, the researchers generated scans of a mouse brain that are dramatically crisper than a typical clinical MRI for humans, the scientific equivalent of going from a pixelated 8-bit graphic to the hyper-realistic detail of a Chuck Close painting.

A single voxel of the new images—think of it as a cubic pixel—measures just 5 microns. That’s 64 million times smaller than a clinical MRI voxel.

Although the researchers focused their magnets on mice instead of humans, the refined MRI provides an important new way to visualize the connectivity of the entire brain at record-breaking resolution. The researchers say new insights from mouse imaging will in turn lead to a better understanding of conditions in humans, such as how the brain changes with age, diet, or even with neurodegenerative diseases like Alzheimer’s.

“It is something that is truly enabling. We can start looking at neurodegenerative diseases in an entirely different way,” said G. Allan Johnson, Ph.D., the lead author of the new paper and the Charles E. Putman University Distinguished professor of radiology, physics and biomedical engineering at Duke.

Johnson’s excitement is a long time coming. The team’s new work, appearing April 17 in the Proceedings of the National Academy of Sciences, is the culmination of nearly 40 years of research at the Duke Center for In Vivo Microscopy.

Over the four decades, Johnson, his engineering graduate students and his many collaborators at Duke and afar refined many elements that, when all combined, made the revolutionary MRI resolution possible.

Some of the key ingredients include an incredibly powerful magnet (most clinical MRIs rely on a 1.5 to 3 Tesla magnet; Johnson’s team uses a 9.4 Tesla magnet), a special set of gradient coils that are 100 times stronger than those in a clinical MRI and help generate the brain image, and a high-performance computer equivalent to nearly 800 laptops all cranking away to image one brain.

After Johnson and his team “scan the daylights out of it,” they send off the tissue to be imaged using a different technique called light sheet microscopy. This complementary technique gives them the ability to label specific groups of cells across the brain, such as dopamine-issuing cells to watch the progression of Parkinson’s disease.

The team then maps the light sheet pictures, which give a highly accurate look at brain cells, onto the original MRI scan, which is much more anatomically accurate and provides a vivid view of cells and circuits throughout the entire brain.

With this combined whole brain data imagery, researchers can now peer into the microscopic mysteries of the brain in ways never possible before.

One set of MRI images shows how brain-wide connectivity changes as mice age, as well as how specific regions, like the memory-involved subiculum, change more than the rest of the mouse’s brain.

Another set of images showcases a spool of rainbow-colored brain connections that highlight the remarkable deterioration of neural networks in a mouse model of Alzheimer’s disease.

The hope is that by making the MRI an even higher-powered microscope, Johnson and others can better understand mouse models of human diseases, such as Huntington’s disease, Alzheimer’s, and others. And that should lead to a better understanding of how similar things function or go awry in people.

“Research supported by the National Institute of Aging uncovered that modest dietary and drug interventions can lead to animals living 25% longer,” Johnson said. “So, the question is, is their brain still intact during this extended lifespan? Could they still do crossword puzzles? Are they going to be able to do Sudoku even though they’re living 25% longer? And we have the capacity now to look at it. And as we do so, we can translate that directly into the human condition.”

Article link: https://medicalxpress-com.cdn.ampproject.org/c/s/medicalxpress.com/news/2023-04-brain-images-million-sharper.amp

GAO-23-106685Published: Mar 15, 2023. Publicly Released: Mar 15, 2023.

Fast Facts

Veterans Affairs is in the process of replacing its IT system used to maintain veterans’ health records—and has deployed its new system to a few locations.

We testified that the new system has presented issues for some users. For example, many users said that they weren’t adequately trained to use the new system. Users also said that the new system had decreased morale and job satisfaction and increased burnout among VA staff.

The VA hasn’t established goals to assess user satisfaction with its new IT system.

Highlights

What GAO Found

The Department of Veterans Affairs (VA) organizational change management activities for the Electronic Health Record Modernization (EHRM) program were partially consistent with seven leading practices and not consistent with one leading practice (see table).

Extent to Which the Electronic Health Record Modernization (EHRM) Program’s Activities Were Consistent with Organizational Change Management Leading Practices

Developing a vision for change

Partially consistent

Identifying and managing stakeholders

Partially consistent

Communicating effectively

Partially consistent

Assessing the readiness for change

Partially consistent

Increasing workforce skills and competencies

Not consistent

Identifying and addressing potential barriers to change

Partially consistent

Establishing targets and metrics for change

Partially consistent

Assessing the results of change

Partially consistent

Source: GAO analysis of Department of Veterans Affairs (VA) data. | GAO-23-106685

Legend: Consistent – VA provided evidence that it conducted organizational change management activities mostly consistent with leading practices. Partially consistent – VA provided evidence that it conducted organizational change management activities consistent with some of the leading practice criteria, but some key parts were not followed. Not consistent – VA did not provide sufficient evidence that it followed leading practices.

Until the program fully implements the eight leading practices for change management, future deployments are at risk of continuing change management challenges. These challenges hinder effective use of the new electronic health record (EHR) system, impede users’ knowledge of new workflows, and limit the utility of system improvements.

Most users have expressed dissatisfaction with the new system. VA’s 2021 and 2022 surveys showed that users were not satisfied with the system’s performance or training. About 6 percent (120 of 2,066) of users agreed that the system enabled quality care. In addition, about 4 percent (92 of 2,074) of users agreed that the system made them as efficient as possible. Further, VA has not established targets (i.e., goals) to assess user satisfaction. Until it does so, VA lacks a basis for determining when satisfaction has sufficiently improved for the system to be deployed at additional sites. Such a basis helps ensure that the system is not deployed prematurely, which could risk patients’ safety.

VA did not adequately identify and address system issues. Specifically, VA did not ensure that trouble tickets for the new EHR system were resolved within timeliness goals. It subsequently worked with the contractor to reduce the number of tickets that were over 45 days old. Nevertheless, the overall number of open tickets has steadily increased since 2020. Accordingly, it is critical that system issues be resolved in a timely manner. Additionally, although VA has assessed the system’s performance at two sites, as of January 2023, it had not conducted an independent operational assessment. Without such an independent assessment, VA will be limited in its ability to (1) validate that the system is operationally suitable and effective, and (2) identify, track, and resolve key operational issues.

Why GAO Did This Study

VA uses the Veterans Health Information Systems and Technology Architecture (VistA), which includes the department’s legacy EHR system, to provide health care to its patients. In June 2017, VA initiated the EHRM program to replace VistA because it is technically complex, costly to maintain, and does not fully support the need to exchange health data with other organizations. Specifically, VA began to acquire the same EHR system DOD was acquiring. VA has reported obligating about $9.42 billion on EHRM from fiscal year 2018 through the first quarter of fiscal year 2023.

GAO was asked to testify on its recently completed review to determine the extent to which VA has (1) used organizational change management strategies for the EHRM program consistent with leading practices, (2) assessed satisfaction with the new system, and (3) identified and addressed EHR system issues. GAO identified leading change management practices and evaluated VA’s activities against these practices. It also reviewed results of surveys that VA conducted to determine users’ satisfaction with the new EHR, conducted interviews with selected users, and interviewed officials on user satisfaction goals. Further, GAO analyzed system trouble ticket data and compared them to VA’s service level agreement with its contractor.Skip to Recommendations

Recommendations

GAO made 10 recommendations to VA to address change management, user satisfaction, system trouble ticket, and independent operational assessment deficiencies. VA concurred with the recommendations.

Full Report

Highlights Page (1 page)

Full Report (34 pages)Accessible PDF (35 pages)

GAO Contacts

Carol C. Harris

Director

HarrisCC@gao.gov

(202) 512-4456Office of Public Affairs

Chuck Young

Managing Director

youngc1@gao.gov

(202) 512-4800

Article link: https://www.gao.gov/products/gao-23-106685

While the hardware still has catching up to do, quantum-based machine learning is already outperforming classical models.

Jeff Lagasse, Associate Editor

CHICAGO – Quantum computing reached a milestone in 2022 when a 400-plus qubit machine was demonstrated at a time when experts were questioning the feasibility of even a 100 qubit system. The question is no longer whether quantum computing will speed up applications in the world of healthcare – it’s now a matter of when.

A qubit (or quantum bit) is the basic unit of information in quantum computing. The number of qubits matters, because the more qubits, the more computing power can grow exponentially. In terms of healthcare, this has emerging possibilities in the realm of machine learning.

The quantum community has discovered problems that can’t be handled with classical machine learning, but are efficiently solvable on quantum computers. That means it’s only a matter of time before the technology has real-world value.

Dr. Frederik Floether, lead quantum and deputy CEO of QuantumBasel, and Numan Laanait, senior director of engineering at Elevance Health, told an audience at the HIMSS23 global conference in Chicago Wednesday that quantum computers are based on a model entirely different than that of its classical counterparts.

“It’s not the difference between CPU and GPU,” said Laanait. “The entire computational model is different. The part that’s relevant is, in a classical computer, if you increase the number of bits by a factor of 10, the amount of information you can process increases by a factor of 10. In quantum computing, it increases by 1,000, and it increases exponentially with the number of quantum bits.”

According to Floether, that’s the reason why there’s such excitement around the technology: Quantum is the only computational model that can be exponentially faster than classical computers.

“The journey is a continuous one,” he said. “Considering that this is such a fundamentally different technology, it requires time to build those skills, build those solutions and get into a quantum state of mind.”

A sign of growing maturity in the field, they said, is that major companies and smaller players alike now have road maps. Intel, Microsoft and IBM are some of the heavy hitters with quantum plans. They’re planning to scale the technology. IBM in particular has hit every one of its milestones and is projected to have a 4,000 qubit machine in the coming years. 

“These machines are so complex that you cannot simulate them classically,” said Laanait. “They’re already past that threshold.”

At this point, not every problem can be solved in a quantum manner. It’s critical, said Floether, to do careful mapping between potential use cases. Current problems at which quantum computing currently excels include processing data with a complex structure, simulation and optimization.

Where quantum computing can really shine is in kernel-based machine learning. A kernel, a math function applied to data, can allow people to see more structure in their data. 

“If you were to project it to an even higher function, you’d see even more structure, even more patterns in your data,” said Laanait. “With quantum computers you can go to a million kernels.”

The software is one thing. But that software doesn’t have much value unless it has the hardware that can run it, and that’s where the technology still has some catching up to do. But as the tech gets better, the data will get better.

To date, said Floether, health data is about 60% to 80% accurate in terms of data classification in classical models. The early results on quantum computing are powerful, showing the ability to outperform classical results.

“Considering the youth of the technology, this is very promising,” said Floether.

Additional developments are needed to match best-in-class machine learning, said Laanait, including larger feature dimensionality and noise resiliency. But he said the healthcare industry is already on the cusp of quantum computing being the mainstay, and the industry needs to jump on the technology as soon as possible.

“Nobody can do quantum computing alone, but you have to start now,” said Laanait.

Article link: https://www.healthcarefinancenews.com/news/quantum-computing-poised-transform-healthcare

by 

• Gary Hamel

April 14, 2015

Summary.   

Pope Francis has not tried to hide his desire to radically reform the administrative structures of the Catholic Church, which he sees as imperious and insular. The Church is, essentially, a bureaucracy, full of good-hearted but imperfect people – not much different than any organization, making the Pope’s counsel relevant for leaders everywhere. Pope Francis’s 2014 address of the Roman Curia can be translated into corporate-speak. It identifies 15 “diseases” of leadership that can weaken the effectiveness of any organization. These diseases include excessive busyness that neglects the need for rest, and mental and emotional “petrification” that prevents compassion and humility. The Pope also warns against poor coordination, losing a sense of community by failing to work together. A set of questions corresponding to the 15 diseases can help you determine if you are a “healthy” leader.

Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.

Last year, just before Christmas, the Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.

Through the years, I’ve heard dozens of management experts enumerate the qualities of great leaders. Seldom, though, do they speak plainly about the “diseases” of leadership. The Pope is more forthright. He understands that as human beings we have certain proclivities — not all of them noble. Nevertheless, leaders should be held to a high standard, since their scope of influence makes their ailments particularly infectious.

The Catholic Church is a bureaucracy: a hierarchy populated by good-hearted, but less-than-perfect souls. In that sense, it’s not much different than your organization. That’s why the Pope’s counsel is relevant to leaders everywhere.

With that in mind, I spent a couple of hours translating the Pope’s address into something a little closer to corporate-speak. (I don’t know if there’s a prohibition on paraphrasing Papal pronouncements, but since I’m not Catholic, I’m willing to take the risk.)

Herewith, then, the Pope (more or less):

____________________

The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfunctioning, infirmity. Here I would like to mention some of these “[leadership] diseases.” They are diseases and temptations which can dangerously weaken the effectiveness of any organization.

1. The disease of thinking we are immortal, immune, or downright indispensable, [and therefore] neglecting the need for regular check-ups. A leadership team which is not self-critical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indispensable! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superiority complex, from a narcissism which passionately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”
2. Another disease is excessive busyness. It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for recharging.
3. Then there is the disease of mental and [emotional] “petrification.” It is found in leaders who have a heart of stone, the “stiff-necked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compassion. It is dangerous to lose the human sensitivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unselfishness, of detachment and generosity.
4. The disease of excessive planning and of functionalism. When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate spontaneity and serendipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfortable to settle in our own sedentary and unchanging ways.
5. The disease of poor coordination. Once leaders lose a sense of community among themselves, the body loses its harmonious functioning and its equilibrium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camaraderie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and parochialism.
6. There is also a sort of “leadership Alzheimer’s disease.” It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsessions; in those who build walls and routines around themselves, and thus become more and more the slaves of idols carved by their own hands.
7. The disease of rivalry and vainglory. When appearances, our perks, and our titles become the primary object in life, we forget our fundamental duty as leaders—to “do nothing from selfishness or conceit but in humility count others better than ourselves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.
8. The disease of existential schizophrenia. This is the disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progressive emotional emptiness which no [accomplishment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureaucratic matters, thus losing contact with reality, with concrete people.
9. The disease of gossiping, grumbling, and back-biting.This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-blooded killer of the good name of colleagues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip!
10. The disease of idolizing superiors. This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opportunism; they honor persons [rather than the larger mission of the organization]. They think only of what they can get and not of what they should give; small-minded persons, unhappy and inspired only by their own lethal selfishness. Superiors themselves can be affected by this disease, when they try to obtain the submission, loyalty and psychological dependency of their subordinates, but the end result is unhealthy complicity.
11. The disease of indifference to others. This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relationships. This can happen in many ways: When the most knowledgeable person does not put that knowledge at the service of less knowledgeable colleagues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encouraging them.
12. The disease of a downcast face. You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others—especially those we consider our inferiors—with rigor, brusqueness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecurity. A leader must make an effort to be courteous, serene, enthusiastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immediately evident! So a leader should never lose that joyful, humorous and even self-deprecating spirit which makes people amiable even in difficult situations. How beneficial is a good dose of humor! …
13. The disease of hoarding. This occurs when a leader tries to fill an existential void in his or her heart by accumulating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumulating goods only burdens and inexorably slows down the journey!
14. The disease of closed circles, where belonging to a clique becomes more powerful than our shared identity. This disease too always begins with good intentions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organization and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”
15. Lastly: the disease of extravagance and self-exhibition. This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transparency! Here I remember a leader who used to call journalists to tell and invent private and confidential matters involving his colleagues. The only thing he was concerned about was being able to see himself on the front page, since this made him feel powerful and glamorous, while causing great harm to others and to the organization.

Friends, these diseases are a danger for every leader and every organization, and they can strike at the individual and the community levels.

____________________

So, are you a healthy leader? Use the Pope’s inventory of leadership maladies to find out. Ask yourself, on a scale of 1 to 5, to what extent do I . . .

• Feel superior to those who work for me?
• Demonstrate an imbalance between work and other areas of life?
• Substitute formality for true human intimacy?
• Rely too much on plans and not enough on intuition and improvisation?
• Spend too little time breaking silos and building bridges?
• Fail to regularly acknowledge the debt I owe to my mentors and to others?
• Take too much satisfaction in my perks and privileges?
• Isolate myself from customers and first-level employees?
• Denigrate the motives and accomplishments of others?
• Exhibit or encourage undue deference and servility?
• Put my own success ahead of the success of others?
• Fail to cultivate a fun and joy-filled work environment?
• Exhibit selfishness when it comes to sharing rewards and praise?
• Encourage parochialism rather than community?
• Behave in ways that seem egocentric to those around me?

As in all health matters, it’s good to get a second or third opinion. Ask your colleagues to score you on the same fifteen items. Don’t be surprised if they say, “Gee boss, you’re not looking too good today.” Like a battery of medical tests, these questions can help you zero in on opportunities to prevent disease and improve your health. A Papal leadership assessment may seem like a bit of a stretch. But remember: the responsibilities you hold as a leader, and the influence you have over others’ lives, can be profound. Why not turn to the Pope — a spiritual leader of leaders — for wisdom and advice?

Gary Hamel is a visiting professor at London Business School and the founder of the Management Lab. He is a coauthor of Humanocracy: Creating Organizations as Amazing as the People Inside Them (Harvard Business Review Press, 2020).

Article link: https://hbr.org/2015/04/the-15-diseases-of-leadership-according-to-pope-francis

• Deborah Rowland,
• Michael Thorley,
• Nicole Brauckmann

April 20, 2023

Summary.   

When tasked with implementing large-scale organizational change, leaders often give too much attention to the what of change — such as a new organization strategy, operating model or acquisition integration — not the how — the particular way they will approach such changes. Such inattention to the how comes with the major risk that old routines will be used to get to new places. Any unquestioned, “default” approach to change may lead to a lot of busy action, but not genuine system transformation. Through their practice and research, the authors have identified the optimal ways to conceive, design, and implement successful organizational change.

Management of long-term, complex, large-scale change has a reputation of not delivering the anticipated benefits. A primary reason for this is that leaders generally fail to consider how to approach change in a way that matches their intent.

Consider Ling Yen*, a client of ours and finance director at an industrial manufacturing company. She sat with her leadership team, aware that the board’s decision to set up a global organization for the company’s specialist functions would not sit well with them. They had been through two global restructures in the last four years — with mixed success. Those changes had required endless governance-reporting back to HQ, as well as tool kits and implementations that change-weary local businesses were finding only partially relevant. Ling Yen decided that she couldn’t ask her people to go through that type of change again. How could she approach this change in a way that was different, sustainable, and less effortful?

When we ask leaders what they think about when deciding how to go about any major organizational change, they often struggle to answer. Too often, their attention is focused on the what of change — such as a new organization strategy, operating model or acquisition integration — not the how — the particular way they will approach such changes. Such inattention to the how comes with the major risk that old routines will be used to get to new places.

Any unquestioned, “default” approach to change may lead to a lot of busy action, but not genuine system transformation. Through our practice and research, we’ve identified the optimal ways to conceive, design, and implement successful organizational change.

Four change approaches

Our change-approaches framework, comprised of four distinct approaches to change, steers leaders through their choices, helping them assess what model they currently use and make decisions about the optimal approach to take. This often requires a shift in leadership attitude and skill.

• Directive change: A tightly controlled series of steps and recipes are prescribed by top management, who alone decide on the direction of the change (the what) and the way to get there (the how). There is close control over what needs to be done, change is led through marshaled programs, and buy-in is demanded. There is minimal capability building, and communications are in one-way “transmit” mode. The predominant leader mindset is “I can manage change.” To Ling Yen, this sounded familiar.
• Self-assembly change: While top management has a clear definition of the change direction, implementation (including adaptation) is largely delegated to local management. In this approach, you see a proliferation of tools, templates, and workshops to launch change, and while these activities are closely tracked, their impact is overlooked. There might be some minimal capability building led by the tool/initiative providers (e.g., a central program management office). The predominant leader mindset is “launch enough and something will stick.” Ling Yen really felt her anxiety rising when she read this.
• Masterful change: Change direction is led through top management and held in a consistent manner across the organization, and leaders spend extensive time and energy on high-quality engagement and dialogue with multiple stakeholders to refine it. Within this clearly defined frame, top management gives people freedom to implement as they see fit and supports them with significant change-capability building. Formal and coordinated networks are set up to spread learning. The predominant leader mindset is “I trust my people to solve things with me.” Ling Yen felt relief when considering this option (“If only!” she said).
• Emergent change: Leaders have a guiding intention and a loose direction, but within this expansive frame, only a few “hard rules” govern the actions of those involved in the change. Rather than having a fixed, grand plan, leaders focus their action on a few hot spots and leave room for experimentation and learning from rapid feedback loops. Change moves in a step-by-step fashion, and leaders stay alert and responsive to dynamic changes in the environment. The predominant leader mindset is “I can only create the conditions for change.” Ling Yen felt that the technical complexity of her tax function could be compromised if this approach were followed, at least for now.

See more HBR charts in Data & Visuals 

In four rounds of research across two decades, we’ve found that the two change approaches most present in successful, high-magnitude change are masterful and emergent. Masterful was particularly present in successful long-term change, emergent in change at pace. Conversely, directive and self-assembly change are most present in stories of low success in complex change, with self-assembly being negatively related to change outcomes in all circumstances. Such simplistic approaches, while the most dominant across our research, won’t cut it in today’s dynamic, interconnected world.

Insight Center Collection Managing ChangeStrategies for transformation at midsize companies and beyond. 

Here’s how business leaders can use the change-approaches framework to move toward the two modes of implementation most correlated with success.

Masterful change in action

After learning about the four change approaches, Ling Yen was considering trying out masterful change and worked on getting support from the board:

Due to my own exhaustion, I was finding it hard to create the space to think differently. I also felt a personal responsibility to lead my people closely to contain their anxiety to ensure we could get better at change. I voiced my concerns to my board members and agreed that so long as the broad organizational principles and benefits in the business case were met, they would support a different approach to change.

Here’s how Ling Yen put the masterful change approach into action:

1. Naming what had been difficultabout previous large-scale changes and consciously agreeing on what to do differently with her team. Ling Yen’s speaking about her own doubt led her team to be open about theirs. That candor helped them start to form a strategy: “We noted that in the previous single-minded focus on delivery and doing what the global project management office told us, we had stopped talking to the people most affected. That had to change,” Ling Yen told us.
2. Her team then put significant resources into discovering and understanding their stakeholders and networks,using design thinking. What did the stakeholders want and how would they like to work? How could they share the load of this complex project? “Just as the board was trusting me with a new approach, we were also trusting others. This was a revelation, and it enabled us to decide where to put our effort and where not to.” Deeper understanding led her team to take further new action.
3. They then put significant investment into dedicated change skill-building initiatives, including having conversations that got beneath the surface to detect and work with systemic issues as they arose rather than after the event. They also looked at the underlying forcesthat would support or hinder change — for example, the company’s tax function might now have to pay a price for the change.
4. They relaxed control and created a place for learning. Previously in directive change, they had been spending inordinate time just monitoring and managing the program and not hearing about the learning that was occurring. The feedback from this approach was that “no-one listens to us” and “the left hand doesn’t know what the right hand is doing” — in other words, people felt ignored. Now by including stakeholders, they created formal learning networks that regularly fed back what needed to be adjusted to make the mandated change to their function effective.

These basic changes made a large difference. While the change solution — the restructure — was set from the top, people felt more engaged and had ownership of the change. Creative ideas about how to make the model work flowed in from local geographies. The project was delivered because leaders trusted their people to solve things with them.

Emergent change in action

Another client of ours, a charity, saw its primary source of revenue drop by 47% due to the closure of its physical retail shops during the Covid pandemic. Pre-pandemic, the shops had been managed regionally with a standard set of operational principles. All of this was about to change. At a critical meeting of the board of trustees, they agreed to use their volunteers as a resource. Here’s how Julian, the charity head, adopted an emergent change approach:

1. Julian set a loose intention that united the whole system — in this case, halting revenue decline had become the number-one priority. Emergence requires an aligning “ripe issue,” yet the solution is not pre-determined (as it was in Ling Yen’s case).
2. It was time to experiment and use the passion and energy of the thousands of volunteers who worked with the organization. Julian’s board of trustees specifically agreed that they had to create an environment of high trust and rely on the volunteers’ experience of running retail and hear their ideas.
3. Emergent change is not a free for all, so they agreed that there should be a minimal set of principles (i.e., “hard rules”) within which the physical retail offering could be adjusted: a) No new financial or contractual obligations. b) Retail space can be used for anything that contributes to the generation of revenue. c) Project teams post their learning on the nationwide knowledge-sharing platform
4. Julian fostered conditions of connectivity and rapid feedback loops. Previously organized in regional pockets, technology enabled the volunteer network to collaborate at a national level. This network provided valuable insights into how retail worked as a whole. After an initial idea-generation forum, smaller networks began to form around ideas about what might halt the decline of revenue. “It was amazing,” Julian said. “It felt as if we had unlocked and released a huge wave of energy that was up for anything.”
5. Julian engaged the periphery and allowed differentiation. Without formal managed control but following the “hard rules,” shops were now being tried and tested based on their ideas for what would work in their specific area. Differentiating ideas for urban versus rural contexts arose and proved impactful. The volunteers had also created safe spaces for people to come and meet and learn about the charity, leading to longer-term donor relationships.

Julian perfectly summed up this approach to change: “We can only create the space and permission for change to happen — the rest is up to the others.”

How to approach change

Here’s how leaders can implement the change-approaches framework at their organizations:

• Start by determining your change intention. Broadly, what will the change generate? How complex will this change be? Consider its scale, time horizon, and impact on different stakeholders and areas of the organization, as well as how many variables will require change.
• Use the change-approaches framework to diagnose the current and past approaches and what might be needed now. We’ve found masterful change to be most related to success in long-term change, and emergent change to be well-suited for when you need change to happen quickly.
• Revert to your intention. If your change requires a deep transformation in underlying beliefs and new ways of working in complex contexts, it’s more than likely that a combination of masterful and emergent change approaches will be the most successful.
• If there is a gap between how you currently approach change and the approaches you most need now, investigate the underlying leadership mindsets that might need adjusting.
• Communicate your conscious decision about the change approach clearly and consistently to your organization. How you plan to go about the change is of equal importance to what the change is going to be about. Get feedback from your organization as you implement change to keep you and your team honest. Ask, “Does the way in which we go about change now feel genuinely different?” Maintain a curious approach.
• Build change literacy and capability broadly within your organization — it’s not just you who needs to know about these change approaches.

The first step to being a successful change leader is to be aware of the change-implementation choices available to you. Then, make a thoughtful, intentional choice about which approach to take, and consistently hold to that choice throughout the implementation.

* Names have been changed throughout.

• Deborah Rowland is the co-author of Sustaining Change: Leadership That Works, Still Moving: How to Lead Mindful Change, and the Still Moving Field Guide: Change Vitality at Your Fingertips. She has personally led change at Shell, Gucci Group, BBC Worldwide, and PepsiCo and pioneered original research in the field, accepted as a paper at the 2016 Academy of Management and the 2019 European Academy of Management. Thinkers50 Radar named as one of the generation of management thinkers changing the world of business in 2017, and she’s on the 2021 HR Most Influential Thinker list. She is Cambridge University 1st Class Archaeology & Anthropology Graduate.
• Michael Thorley is a qualified accountant, psychotherapist, executive psychological coach, and coach supervisor integrating all modalities to create a unique approach. Combining his extensive experience of running P&L accounts and developing approaches that combine “hard”-edged and “softer”-edged management approaches, he works as a non-executive director and advisor to many different organizations across the world that wish to generate a new perspective on change.
• Nicole Brauckmann focuses on helping organizations and individuals create the conditions for successful emergent change to unfold. As an executive and consultant, she has worked to deliver large-scale complex change across different industries, including energy, engineering, financial services, media, and not-for profit. She holds a PhD at Faculty of Philosophy, Westfaelische Wilhelms University Muenster and spent several years on academic research and teaching at University of San Diego Business School.

Article link: https://hbr.org/2023/04/the-most-successful-approaches-to-leading-organizational-change?

Intersections, Insights, and Questions for Future Research

by Heather J. Williams, Caitlin McCulloch

• Related Topics: 
• Homeland Security, 
• Intelligence Community, 
• International Diplomacy, 
• International Organizations, 
• Military Affairs, 
• National Security Organizations

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The authors of this Perspective explore how Truth Decay — the diminishing role of facts and analysis in American public life — affects U.S. national security, what should be done about it, and what future research on this topic should focus on. They highlight research gaps in this field, identify pathways to further discuss and explore in this overlap area, and encourage a shared foundation and framework for future research.

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Article link: https://www.rand.org/pubs/perspectives/PEA112-2.html?

By Loren Blinde April 14, 2023

On April 12, Houston, TX-based Hewlett Packard Enterprise announced that the Defense Information Systems Agency (DISA), a combat support agency of the United State Department of Defense (DoD) headquartered in Fort Meade, MD, is modernizing and securing multi-class wireless networks with HPE Aruba Networking ESP (Edge Services Platform) solutions. As part of DISA’s digital transformation strategy under the Fourth Estate Network Optimization (4ENO) initiative, the deployment will include HPE Aruba Networking Wi-Fi 6 Access Points (APs) and HPE Aruba Networking ClearPass in support of approximately 400,000 DoD users and warfighters worldwide.

The 4ENO initiative includes an upgrade to a unified HPE Aruba Networking wireless infrastructure and new security capabilities at DISA Headquarters, for 4th Estate Agencies, and across DISA’s new DoDNet. The 4th Estate is a group of approximately two dozen DoD agencies that support the armed services and intelligence communities. DoDNet will provide secure as-a-service networking, IT systems, and business applications to participating 4th Estate agencies in support of DISA’s vision for establishing a single digital enterprise.

To enable its desired outcomes for reducing complexity and increasing interoperability with open standards-based technologies, DISA selected HPE Aruba Networking Wi-Fi 6 APs to be deployed at its Headquarters. HPE Aruba Networking’s advanced Wi-Fi 6 capabilities will provide DISA employees, mission partners, and guests with secure, high-performance connectivity. The deployment also supplies an enterprise-wide unified user experience for mobile, IoT, and operational technology (OT) devices across numerous business applications, including Microsoft 365 and other information systems.

Adopting Wi-Fi 6 enables DISA to fortify a Zero-Trust posture with built-in security capabilities such as Wi-Fi Protected Access 3 (WPA3) for improved password and guest access protections. Looking ahead, DISA also gains the future capability to establish seamless and secure transitions from 5G cellular networks onto internal classified and unclassified networks.

As the DoD’s information services provider, DISA is also deploying a secure HPE Aruba Networking WLAN for DoDNet, including HPE Aruba Networking Wi-Fi 6 and HPE Aruba Networking ClearPass. This will enable DoDNet to provide unified, streamlined, and secure wireless access for government furnished equipment (GFE) across all classification levels. The HPE Aruba Networking technology delivers device visibility, policy control, workflow automation, and cybersecurity threat response, all in one cohesive solution that provides built-in Zero Trust security.

Source: HPE

Article link: https://intelligencecommunitynews.com/disa-deploys-hpe-aruba-networking-infrastructure/