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Products and consisted of buying groundnuts and selling them as oil and oil cake. The fortuitous exit from India of IBM a year later enabled Premji to diversify into an area he was more comfortable with -the manufacture and sale of minicomputers. The fledgling player soon decided that the company's strength lay in software and by 1999 Wipro became the first company in the world to achieve the top level (five) of the Capability Maturity Mode (CMM), the industry's most stringent certification. .
Gaining a foothold at the American end of business in the mid-1980s meant negotiating the chakravyuha or maze of Indian bureaucracy and foreign exchange regulations. Wipro pioneers such as Subroto Bagchi and Sridhar Mitta (both of whom have since moved on amicably to co-found their own companies) lived out of suitcases or used their bedrooms as offices to establish a foreign presence. .
Like the other two of the Indian IT Big Three, Wipro has made the most of the simple economics of cost arbitrage -the ability to carry out business processes in India at a third or a fifth of the cost of those in more developed economies. But it has also branched out on its own in at least two ways: First, it has always maintained a presence as an innovative company and computer/peripherals manufacturer for the indigenous market, even when such activities seemed to make little business sense. And second, it continues to retain its brand name in a wide array of consumer product areas, from toilet soap to cooking oil to light bulbs. .
Premji's own frugal habits -he flies by economy class and uses company guest houses rather than hotels -set the standards for a lean, mean operation in the company's formative years. However, the company has been a quick learner, especially when its foreign employees pointed out lacunae in its compensation and perks package. Today, Wipro no longer needs to pay the best wages to ensure talent. Its reputation for fostering an ego-free working environment where you can always knock on the boss' door if you have a bright idea bridges any small gap in pay packet expectations. Nevertheless there may be challenges as a telling quip that Hamm recalls from a former Wipro executive reveals: "They don't know how to have fun." .
The presence in Bangalore of a large number of American IT companies has brought with it a sharp change in the workplace environment -where coffee and soft drinks dispensers and exercise machines are as much a part of the scene as bean bags and casual dressing. Wipro and other Indian players have had to make subtle changes in their psyche to ensure that they retain the loyalty of their core staff in an industry where, as branding expert Harish Bijoor famously put it, call centre employees would "change jobs for a better samosa". .
The book is peppered with insights like this that ensure that it rises above an awed `gee whiz' success story. In another revealing instance, Hamm reports that Wipro decided in 2006 to spend $3 million on an in-house chip-testing facility -something that is normally done only by large semiconductor manufacturers. The design of chips may be just one arrow in Wipro's quiver of IT services -but by having its own captive test house, it was able to knock two months off the development process. It seems to be betting on this .
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Did you know that mini PCs can be SO powerful? This here in CPU performance is better than Apple M1 MAX!
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In this historical image, taken in 1974 in the ESO offices in Santiago, Chile, we can see the Austrian astronomer Rudi Albrecht, pencil in hand, poring over code in front of a teletype. He was working on software for the Spectrum Scanner attached to the ESO 1-metre telescope located at the La Silla Observatory. The data were processed in Santiago using the Hewlett Packard 2116 minicomputer which can be seen behind the printer. This bulky computer, with one processor and a breathtaking 16 kilobytes of magnetic-core memory (!), stored the results on magnetic tape, ready for further processing by visiting astronomers on computers at their home institutes. To handle files on tape that were larger than the available memory, Albrecht developed a virtual memory system, which he contributed to the Hewlett Packard Software Center.
A close up of a small area of the overall array, allowing the individual tiny ferrite toroids to be seen - each toroid stores one bit of data.
Every toroid is threaded with three wires; the X and Y coordinate wires that address it, plus a sense/inhibit wire that runs through every core in one memory plane.
Effective V/V Integration 3
While the visual picture shows a mother holding her baby, the verbal part helps to integrate the message: Apple facilitates and simplifies technology for busy moms, a small computer that can be carried in a pocket while the baby is sleeping; it gives a sense of harmony, the visual vectors are the angle of the arm, the position of the hed of the baby and the minicomputer, which also gives the illusion of movement; color is almost monochromatic they grey blends with the white and the black background which is small portion of the picture gives some contrast.
Looking in to the assembled memory unit from the top.
The Ampex core module in the heart of the unit (the centre of the five circuit boards) has two core arrays, one either side of the board.
Dual Gigabit RJ45 LAN, SD card reader, Optical ports and one embedded SIM card slot for 3G/4G Module
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Solved by Ethan and Lewis, much to the consternation of the programmer who needed a minicomputer to solve it!
An outer PCB from the memory unit, this appears to be the drive circuits for the row and column wires of the arrays.
The core module with its magnetic shield still in place.
As it's around 40 years old, I think it is safe to break the warranty seals so photos can be taken of the cores themselves!
(It was treated very carefully and immediately re-assembled once the photography was completed).