Telecommunications Engineer Quotes

think of climate change as slow, but it is unnervingly fast. We think of the technological change necessary to avert it as fast-arriving, but unfortunately it is deceptively slow—especially judged by just how soon we need it. This is what Bill McKibben means when he says that winning slowly is the same as losing: “If we don’t act quickly, and on a global scale, then the problem will literally become insoluble,” he writes. “The decisions we make in 2075 won’t matter.” Innovation, in many cases, is the easy part. This is what the novelist William Gibson meant when he said, “The future is already here, it just isn’t evenly distributed.” Gadgets like the iPhone, talismanic for technologists, give a false picture of the pace of adaptation. To a wealthy American or Swede or Japanese, the market penetration may seem total, but more than a decade after its introduction, the device is used by less than 10 percent of the world; for all smartphones, even the “cheap” ones, the number is somewhere between a quarter and a third. Define the technology in even more basic terms, as “cell phones” or “the internet,” and you get a timeline to global saturation of at least decades—of which we have two or three, in which to completely eliminate carbon emissions, planetwide. According to the IPCC, we have just twelve years to cut them in half. The longer we wait, the harder it will be. If we had started global decarbonization in 2000, when Al Gore narrowly lost election to the American presidency, we would have had to cut emissions by only about 3 percent per year to stay safely under two degrees of warming. If we start today, when global emissions are still growing, the necessary rate is 10 percent. If we delay another decade, it will require us to cut emissions by 30 percent each year. This is why U.N. Secretary-General António Guterres believes we have only one year to change course and get started. The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

If “universal connectivity” remained the goal at Bell Labs—if indeed the telecommunications systems of the future, as Kelly saw it, would be “more like the biological systems of man’s brain and nervous system”—then the realization of those dreams didn’t only depend on the hardware of new technologies, such as the transistor. A mathematical guide for the system’s engineers, a blueprint for how to move data around with optimal efficiency, which was what Shannon offered, would be crucial, too. Shannon maintained that all communications systems could be thought of in the same way, regardless of whether they involved a lunchroom conversation, a postmarked letter, a phone call, or a radio or telephone transmission.

Online’ sales on the Internet are only an improvement of the old mail order catalogues, which were introduced in . . . 1850; they do not represent a structural change. Similarly, the Internet, multimedia cell phones, cable television, smartcards and the general computerisation of society — even genetic engineering — do not represent structural changes. They are all only developments of what already existed. There is nothing in all this to compare with inventions that really turned the world upside down, the real techno-economic metamorphoses introduced between 1860 and 1960 that revolutionised society and the framework of life: internal combustion engines, electricity, the telephone, telegraph, radio (which was more revolutionary than television), trains, cars, airplanes, penicillin, antibiotics, and so forth. The ‘new economy’ is behind us! No fundamental innovation has taken place since 1960. Computers only allow us to accomplish differently, faster and more cheaply (but with much greater fragility) what was already being done. On the other hand, the automobile, antibiotics, telecommunications and air travel were authentic revolutions that made possible what before had been impossible.

Control system overlays must be faster and more reliable than the underlying systems being controlled. The Nyquist-Shannon Sampling Theorem, first introduced in 1928, explains why. A receiver (sensor) must sample at least twice the rate of the sender (the thing being monitored and controlled) to accurately measure and control a system. This theorem forms the basis of all things digital, including telecommunications, medical imaging systems, astronomy, and more. In reality, to control a complex engineered or biological system, the receiver and controller must be much faster to maintain resilience and agility. This has stark implications for top-down management. For instance, if reports are generated and reviewed once a week, they can be used to control (manage) only situations that change no faster or more frequently than every two weeks. Anything faster moving may not be detected or is not controllable. This explains why exemplary organizations are typically characterized by overlays of people in supportive roles that are uncharacteristic of their lower-performing peers. That is not “overhead” but absolutely necessary bandwidth for sustaining high performance of fast-moving, complex, dynamic systems.

s s i o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

He took a page out of Sony’s book, because Sony was originally called Tokyo Telecommunications Engineering Corporation, and [cofounder] Akio Morita said they needed something much more approachable.

The mobile industry quickly developed, and lawyers, investment bankers, consultants and contractors offered their services. The feeling of ownership of the projects and the effort of getting networks up and running within the shortest possible time span was gigantic. Engineers slept in their cars to make sure that they could start early mornings, ‘war rooms’ were kitted out with huge maps, project timelines, pictures and milestone markers. Contests ongoing between different teams in the specific country regions where we were building. Employing a thousand people in no time and generating work for tenfold that number; network and other suppliers, construction companies, distributors, retailers and other often highly skilled third parties.

I started to organize the procurement process from Denmark, which was good and not good. Good because I had experienced procurement people and engineers close by, and not good because I discovered quickly that we were required to put contracts out to tender under strict EU rules that would thwart our ability to launch on time. That, in turn, would mean that we could risk high penalties and/ or lose the license. After issuing the Request for Proposal and one round of intense negotiations with a couple of network suppliers, we decided to move the procurement team to Hungary. There were two suppliers left, a newcomer called Nokia and the old Ericsson, Finns and Swedes. The final negotiations could start.

To fit into the Golden Straitjacket a country must either adopt, or be seen as moving toward, the following golden rules: making the private sector the primary engine of its economic growth, maintaining a low rate of inflation and price stability, shrinking the size of its state bureaucracy, maintaining as close to a balanced budget as possible, if not a surplus, eliminating and lowering tariffs on imported goods, removing restrictions on foreign investment, getting rid of quotas and domestic monopolies, increasing exports, privatizing state-owned industries and utilities, deregulating capital markets, making its currency convertible, opening its industries, stock and bond markets to direct foreign ownership and investment, deregulating its economy to promote as much domestic competition as possible, eliminating government corruption, subsidies and kickbacks as much as possible, opening its banking and telecommunications systems to private ownership and competition and allowing its citizens to choose from an array of competing pension options and foreign-run pension and mutual funds. When you stitch all of these pieces together you have the Golden Straitjacket. . . . As your country puts on the Golden Straitjacket, two things tend to happen: your economy grows and your politics shrinks. That is, on the economic front the Golden Straitjacket usually fosters more growth and higher average incomes—through more trade, foreign investment, privatization and more efficient use of resources under the pressure of global competition. But on the political front, the Golden Straitjacket narrows the political and economic policy choices of those in power to relatively tight parameters. . . . Governments—be they led by Democrats or Republicans, Conservatives or Labourites, Gaullists or Socialists, Christian Democrats or Social Democrats—that deviate too far from the core rules will see their investors stampede away, interest rates rise and stock market valuations fall.36

The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

Long-tail returns have always been difficult to generate, and the VC industry has sometimes been chaotic and subject to the destructive ebbs and flows of investment cycles. History shows, however, that the social benefits of venture capital have been immense. By facilitating the financing of radical new technologies, US venture capitalists have supported a large range of high-tech firms whose products, from semiconductors to recombinant insulin, telecommunications inventions, and search engines, have revolutionized the way we work, love, and produce. While technological change can often disrupt labor markets and increase wage inequality, in the long run, innovation is essential to productivity gains and economic growth. The venture capital industry has been a powerful driver of innovation, helping to sustain economic development and US competitiveness.

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【V信83113305】：The National Higher School of Telecommunications (Télécom Paris), also known as Télécom ParisTech, is one of France's most prestigious engineering *grandes écoles*. Founded in 1878, it specializes in information and communication science and technology, offering cutting-edge programs in computer science, data science, telecommunications, and artificial intelligence. As part of the Institut Mines-Télécom and affiliated with the Polytechnic Institute of Paris, the school combines rigorous academic training with strong industry ties, fostering innovation and entrepreneurship. Located in Palaiseau near Paris, it provides students with access to a vibrant tech ecosystem, including partnerships with leading companies and research institutions. Télécom Paris is renowned for producing top-tier engineers and researchers who drive advancements in the digital world. Its alumni hold influential positions in tech giants, startups, and academia globally.，办理真实Ecole Nationale Supérieure des Télécommunications毕业证成绩单留信网认证, 国立高等电信学院文凭-Télécom Paris, 极速办Télécom Paris国立高等电信学院毕业证Télécom Paris文凭学历制作, 制作国立高等电信学院成绩单, 国立高等电信学院-Ecole Nationale Supérieure des Télécommunications大学毕业证成绩单, 购买国立高等电信学院文凭, 挂科办理国立高等电信学院毕业证文凭, 国立高等电信学院本科毕业证

【V信83113305】：The Universitat Politècnica de Catalunya (UPC), also known as BarcelonaTech, is a leading public university specializing in engineering, architecture, and technology in Spain. Located in Catalonia, UPC is renowned for its cutting-edge research, innovation, and strong ties to industry. With campuses across Barcelona and other Catalan cities, it offers a wide range of undergraduate, master's, and doctoral programs, attracting students from around the world. The university excels in fields like aerospace, telecommunications, and sustainable energy, fostering collaboration with global institutions and businesses. UPC's commitment to entrepreneurship and technology transfer has positioned it as a key player in Europe's knowledge economy. Its vibrant academic environment and emphasis on practical solutions make it a top choice for aspiring engineers and scientists.，出售Universitat Politècnica de Catalunya加泰罗尼亚理工大学研究生学历文凭, 出售UPC加泰罗尼亚理工大学研究生学历文凭, 一比一原版Universitat Politècnica de Catalunya加泰罗尼亚理工大学毕业证购买, fake UPC diploma transcript, 修改加泰罗尼亚理工大学成绩单电子版gpa让学历更出色, 办理加泰罗尼亚理工大学文凭, UPC毕业证认证, 留学生买文凭毕业证-加泰罗尼亚理工大学, 办理西班牙加泰罗尼亚理工大学毕业证Universitat Politècnica de Catalunya文凭版本

【V信83113305】：The National School of Telecommunications (Télécom Paris), also known as Télécom ParisTech, is one of France's most prestigious engineering *grandes écoles*. Founded in 1878, it specializes in information and communication science and technology, offering cutting-edge programs in computer science, data science, telecommunications, and artificial intelligence. As part of the Institut Mines-Télécom and now integrated into the Institut Polytechnique de Paris, the school combines academic excellence with strong industry ties, fostering innovation and entrepreneurship. Its alumni include prominent figures in tech, research, and business. Located in Palaiseau near Paris, Télécom Paris provides students with access to a vibrant ecosystem of startups and research labs, making it a hub for future leaders in the digital world.，Ecole Nationale Supérieure des Télécommunications国立高等电信学院电子版毕业证与法国Ecole Nationale Supérieure des Télécommunications学位证书纸质版价格, 仿制国立高等电信学院毕业证-Télécom Paris毕业证书-快速办理, 修改Télécom Paris国立高等电信学院成绩单电子版gpa实现您的学业目标, 法国国立高等电信学院毕业证成绩单在线制作办理, Télécom Paris文凭制作流程学术背后的努力, 办法国Ecole Nationale Supérieure des Télécommunications国立高等电信学院文凭学历证书, 办理法国Ecole Nationale Supérieure des Télécommunications国立高等电信学院毕业证Ecole Nationale Supérieure des Télécommunications文凭版本