They require vast amounts of compute, but nobody will be able to do that compute unless we keep dramatically improving the price performance. We also absolutely have more and more customers who want to interact with AWS at a higher level of abstraction…more at the application layer or broader solutions, and we're putting a lot of energy, a lot of resources, into a number of higher-level solutions.

One of the biggest of those … is Amazon Connect, which is our contact center solution. In minutes or hours or days, you can be up and running with a contact center in the cloud. At the beginning of the pandemic, Barclays … sent all their agents home. In something like 10 days, they got 6, agents up and running on Amazon Connect so they could continue servicing their end customers with customer service. We've built a lot of sophisticated capabilities that are machine learning-based inside of Connect.

We can do call transcription, so that supervisors can help with training agents and services that extract meaning and themes out of those calls. We don't talk about the primitive capabilities that power that, we just talk about the capabilities to transcribe calls and to extract meaning from the calls. It's really important that we provide solutions for customers at all levels of the stack.

Given the economic challenges that customers are facing, how is AWS ensuring that enterprises are getting better returns on their cloud investments? Now's the time to lean into the cloud more than ever, precisely because of the uncertainty. We saw it during the pandemic in early , and we're seeing it again now, which is, the benefits of the cloud only magnify in times of uncertainty.

For example, the one thing which many companies do in challenging economic times is to cut capital expense. For most companies, the cloud represents operating expense, not capital expense. You're not buying servers, you're basically paying per unit of time or unit of storage. That provides tremendous flexibility for many companies who just don't have the CapEx in their budgets to still be able to get important, innovation-driving projects done.

Another huge benefit of the cloud is the flexibility that it provides — the elasticity, the ability to dramatically raise or dramatically shrink the amount of resources that are consumed. You can only imagine if a company was in their own data centers, how hard that would have been to grow that quickly.

The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud. These kinds of challenging times are exactly when you want to prepare yourself to be the innovators … to reinvigorate and reinvest and drive growth forward again. We've seen so many customers who have prepared themselves, are using AWS, and then when a challenge hits, are actually able to accelerate because they've got competitors who are not as prepared, or there's a new opportunity that they spot.

We see a lot of customers actually leaning into their cloud journeys during these uncertain economic times. Do you still push multi-year contracts, and when there's times like this, do customers have the ability to renegotiate? Many are rapidly accelerating their journey to the cloud. Some customers are doing some belt-tightening. What we see a lot of is folks just being really focused on optimizing their resources, making sure that they're shutting down resources which they're not consuming.

You do see some discretionary projects which are being not canceled, but pushed out. Every customer is free to make that choice. But of course, many of our larger customers want to make longer-term commitments, want to have a deeper relationship with us, want the economics that come with that commitment. We're signing more long-term commitments than ever these days. We provide incredible value for our customers, which is what they care about. That kind of analysis would not be feasible, you wouldn't even be able to do that for most companies, on their own premises.

So some of these workloads just become better, become very powerful cost-savings mechanisms, really only possible with advanced analytics that you can run in the cloud. In other cases, just the fact that we have things like our Graviton processors and … run such large capabilities across multiple customers, our use of resources is so much more efficient than others.

We are of significant enough scale that we, of course, have good purchasing economics of things like bandwidth and energy and so forth. So, in general, there's significant cost savings by running on AWS, and that's what our customers are focused on. The margins of our business are going to … fluctuate up and down quarter to quarter. It will depend on what capital projects we've spent on that quarter.

Obviously, energy prices are high at the moment, and so there are some quarters that are puts, other quarters there are takes. The important thing for our customers is the value we provide them compared to what they're used to. And those benefits have been dramatic for years, as evidenced by the customers' adoption of AWS and the fact that we're still growing at the rate we are given the size business that we are. That adoption speaks louder than any other voice.

Do you anticipate a higher percentage of customer workloads moving back on premises than you maybe would have three years ago? Absolutely not. We're a big enough business, if you asked me have you ever seen X, I could probably find one of anything, but the absolute dominant trend is customers dramatically accelerating their move to the cloud.

Moving internal enterprise IT workloads like SAP to the cloud, that's a big trend. Creating new analytics capabilities that many times didn't even exist before and running those in the cloud.

More startups than ever are building innovative new businesses in AWS. Our public-sector business continues to grow, serving both federal as well as state and local and educational institutions around the world. It really is still day one. The opportunity is still very much in front of us, very much in front of our customers, and they continue to see that opportunity and to move rapidly to the cloud.

In general, when we look across our worldwide customer base, we see time after time that the most innovation and the most efficient cost structure happens when customers choose one provider, when they're running predominantly on AWS.

A lot of benefits of scale for our customers, including the expertise that they develop on learning one stack and really getting expert, rather than dividing up their expertise and having to go back to basics on the next parallel stack. That being said, many customers are in a hybrid state, where they run IT in different environments.

In some cases, that's by choice; in other cases, it's due to acquisitions, like buying companies and inherited technology. We understand and embrace the fact that it's a messy world in IT, and that many of our customers for years are going to have some of their resources on premises, some on AWS.

Some may have resources that run in other clouds. We want to make that entire hybrid environment as easy and as powerful for customers as possible, so we've actually invested and continue to invest very heavily in these hybrid capabilities.

A lot of customers are using containerized workloads now, and one of the big container technologies is Kubernetes.

We have a managed Kubernetes service, Elastic Kubernetes Service, and we have a … distribution of Kubernetes Amazon EKS Distro that customers can take and run on their own premises and even use to boot up resources in another public cloud and have all that be done in a consistent fashion and be able to observe and manage across all those environments. So we're very committed to providing hybrid capabilities, including running on premises, including running in other clouds, and making the world as easy and as cost-efficient as possible for customers.

Can you talk about why you brought Dilip Kumar, who was Amazon's vice president of physical retail and tech, into AWS as vice president applications and how that will play out? He's a longtime, tenured Amazonian with many, many different roles — important roles — in the company over a many-year period.

Dilip has come over to AWS to report directly to me, running an applications group. We do have more and more customers who want to interact with the cloud at a higher level — higher up the stack or more on the application layer. We talked about Connect, our contact center solution, and we've also built services specifically for the healthcare industry like a data lake for healthcare records called Amazon HealthLake. We've built a lot of industrial services like IoT services for industrial settings, for example, to monitor industrial equipment to understand when it needs preventive maintenance.

We have a lot of capabilities we're building that are either for … horizontal use cases like Amazon Connect or industry verticals like automotive, healthcare, financial services.

We see more and more demand for those, and Dilip has come in to really coalesce a lot of teams' capabilities, who will be focusing on those areas. You can expect to see us invest significantly in those areas and to come out with some really exciting innovations.

Would that include going into CRM or ERP or other higher-level, run-your-business applications? I don't think we have immediate plans in those particular areas, but as we've always said, we're going to be completely guided by our customers, and we'll go where our customers tell us it's most important to go next. It's always been our north star. Correction: This story was updated Nov. Bennett Richardson bennettrich is the president of Protocol.

Prior to joining Protocol in , Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company. Prior to POLITICO, Bennett was co-founder and CMO of Hinge, the mobile dating company recently acquired by Match Group.

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He also holds a doctorate in engineering from the University of Oxford. We launched Protocol in February to cover the evolving power center of tech. It is with deep sadness that just under three years later, we are winding down the publication. As of today, we will not publish any more stories.

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We hope you have enjoyed our work. As companies expand their use of AI beyond running just a few machine learning models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems. As companies expand their use of AI beyond running just a few machine learning models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems.

Kate Kaye is an award-winning multimedia reporter digging deep and telling print, digital and audio stories. She covers AI and data for Protocol. Her reporting on AI and tech ethics issues has been published in OneZero, Fast Company, MIT Technology Review, CityLab, Ad Age and Digiday and heard on NPR. Kate is the creator of RedTailMedia. org and is the author of "Campaign ' A Turning Point for Digital Media," a book about how the presidential campaigns used digital media and data.

On any given day, Lily AI runs hundreds of machine learning models using computer vision and natural language processing that are customized for its retail and ecommerce clients to make website product recommendations, forecast demand, and plan merchandising.

And he said that while some MLops systems can manage a larger number of models, they might not have desired features such as robust data visualization capabilities or the ability to work on premises rather than in cloud environments. As companies expand their use of AI beyond running just a few ML models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, many machine learning practitioners Protocol interviewed for this story say that they have yet to find what they need from prepackaged MLops systems.

Companies hawking MLops platforms for building and managing machine learning models include tech giants like Amazon, Google, Microsoft, and IBM and lesser-known vendors such as Comet, Cloudera, DataRobot, and Domino Data Lab. It's actually a complex problem. Intuit also has constructed its own systems for building and monitoring the immense number of ML models it has in production, including models that are customized for each of its QuickBooks software customers.

The model must recognize those distinctions. For instance, Hollman said the company built an ML feature management platform from the ground up. For companies that have been forced to go DIY, building these platforms themselves does not always require forging parts from raw materials.

DBS has incorporated open-source tools for coding and application security purposes such as Nexus, Jenkins, Bitbucket, and Confluence to ensure the smooth integration and delivery of ML models, Gupta said.

Intuit has also used open-source tools or components sold by vendors to improve existing in-house systems or solve a particular problem, Hollman said. However, he emphasized the need to be selective about which route to take. I think that the best AI will be a build plus buy. However, creating consistency through the ML lifecycle from model training to deployment to monitoring becomes increasingly difficult as companies cobble together open-source or vendor-built machine learning components, said John Thomas, vice president and distinguished engineer at IBM.

The reality is most people are not there, so you have a whole bunch of different tools. Companies struggling to find suitable off-the-shelf MLops platforms are up against another major challenge, too: finding engineering talent. Many companies do not have software engineers on staff with the level of expertise necessary to architect systems that can handle large numbers of models or accommodate millions of split-second decision requests, said Abhishek Gupta, founder and principal researcher at Montreal AI Ethics Institute and senior responsible AI leader and expert at Boston Consulting Group.

For one thing, smaller companies are competing for talent against big tech firms that offer higher salaries and better resources. For companies with less-advanced AI operations, shopping at the existing MLops platform marketplace may be good enough, Hollman said. To give you the best possible experience, this site uses cookies. If you continue browsing. Terms of Use Code Of Conduct Privacy Policy FAQ About Us Contact Us.

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Please check back soon for future events, and sign up to receive invitations to our events and briefings. December 1, Speaker Series on California's Future — Virtual Event. November 30, Virtual Event. November 18, Annual Water Conference — In-Person and Online.

We believe in the power of good information to build a brighter future for California. Help support our mission. Mark Baldassare , Dean Bonner , Rachel Lawler , and Deja Thomas. Supported with funding from the Arjay and Frances F. Miller Foundation and the James Irvine Foundation. California voters have now received their mail ballots, and the November 8 general election has entered its final stage. Amid rising prices and economic uncertainty—as well as deep partisan divisions over social and political issues—Californians are processing a great deal of information to help them choose state constitutional officers and state legislators and to make policy decisions about state propositions.

The midterm election also features a closely divided Congress, with the likelihood that a few races in California may determine which party controls the US House.

These are among the key findings of a statewide survey on state and national issues conducted from October 14 to 23 by the Public Policy Institute of California:. Today, there is a wide partisan divide: seven in ten Democrats are optimistic about the direction of the state, while 91 percent of Republicans and 59 percent of independents are pessimistic. Californians are much more pessimistic about the direction of the country than they are about the direction of the state.

Majorities across all demographic groups and partisan groups, as well as across regions, are pessimistic about the direction of the United States.

A wide partisan divide exists: most Democrats and independents say their financial situation is about the same as a year ago, while solid majorities of Republicans say they are worse off.

Regionally, about half in the San Francisco Bay Area and Los Angeles say they are about the same, while half in the Central Valley say they are worse off; residents elsewhere are divided between being worse off and the same. The shares saying they are worse off decline as educational attainment increases. Strong majorities across partisan groups feel negatively, but Republicans and independents are much more likely than Democrats to say the economy is in poor shape.

Today, majorities across partisan, demographic, and regional groups say they are following news about the gubernatorial election either very or fairly closely. In the upcoming November 8 election, there will be seven state propositions for voters. Due to time constraints, our survey only asked about three ballot measures: Propositions 26, 27, and For each, we read the proposition number, ballot, and ballot label.

Two of the state ballot measures were also included in the September survey Propositions 27 and 30 , while Proposition 26 was not. This measure would allow in-person sports betting at racetracks and tribal casinos, requiring that racetracks and casinos offering sports betting make certain payments to the state to support state regulatory costs.

It also allows roulette and dice games at tribal casinos and adds a new way to enforce certain state gambling laws. Fewer than half of likely voters say the outcome of each of these state propositions is very important to them. Today, 21 percent of likely voters say the outcome of Prop 26 is very important, 31 percent say the outcome of Prop 27 is very important, and 42 percent say the outcome of Prop 30 is very important.

Today, when it comes to the importance of the outcome of Prop 26, one in four or fewer across partisan groups say it is very important to them.

About one in three across partisan groups say the outcome of Prop 27 is very important to them. Fewer than half across partisan groups say the outcome of Prop 30 is very important to them. When asked how they would vote if the election for the US House of Representatives were held today, 56 percent of likely voters say they would vote for or lean toward the Democratic candidate, while 39 percent would vote for or lean toward the Republican candidate.

Democratic candidates are preferred by a point margin in Democratic-held districts, while Republican candidates are preferred by a point margin in Republican-held districts. Abortion is another prominent issue in this election. When asked about the importance of abortion rights, 61 percent of likely voters say the issue is very important in determining their vote for Congress and another 20 percent say it is somewhat important; just 17 percent say it is not too or not at all important.

With the controlling party in Congress hanging in the balance, 51 percent of likely voters say they are extremely or very enthusiastic about voting for Congress this year; another 29 percent are somewhat enthusiastic while 19 percent are either not too or not at all enthusiastic. Today, Democrats and Republicans have about equal levels of enthusiasm, while independents are much less likely to be extremely or very enthusiastic.

As Californians prepare to vote in the upcoming midterm election, fewer than half of adults and likely voters are satisfied with the way democracy is working in the United States—and few are very satisfied. Satisfaction was higher in our February survey when 53 percent of adults and 48 percent of likely voters were satisfied with democracy in America.

Today, half of Democrats and about four in ten independents are satisfied, compared to about one in five Republicans. Notably, four in ten Republicans are not at all satisfied. In addition to the lack of satisfaction with the way democracy is working, Californians are divided about whether Americans of different political positions can still come together and work out their differences.

Forty-nine percent are optimistic, while 46 percent are pessimistic. Today, in a rare moment of bipartisan agreement, about four in ten Democrats, Republicans, and independents are optimistic that Americans of different political views will be able to come together. Notably, in , half or more across parties, regions, and demographic groups were optimistic.

Today, about eight in ten Democrats—compared to about half of independents and about one in ten Republicans—approve of Governor Newsom.

Across demographic groups, about half or more approve of how Governor Newsom is handling his job. Approval of Congress among adults has been below 40 percent for all of after seeing a brief run above 40 percent for all of Democrats are far more likely than Republicans to approve of Congress.

Fewer than half across regions and demographic groups approve of Congress. Approval in March was at 44 percent for adults and 39 percent for likely voters. Across demographic groups, about half or more approve among women, younger adults, African Americans, Asian Americans, and Latinos.

Views are similar across education and income groups, with just fewer than half approving. Approval in March was at 41 percent for adults and 36 percent for likely voters. Across regions, approval reaches a majority only in the San Francisco Bay Area. Across demographic groups, approval reaches a majority only among African Americans. This map highlights the five geographic regions for which we present results; these regions account for approximately 90 percent of the state population.

Residents of other geographic areas in gray are included in the results reported for all adults, registered voters, and likely voters, but sample sizes for these less-populous areas are not large enough to report separately. The PPIC Statewide Survey is directed by Mark Baldassare, president and CEO and survey director at the Public Policy Institute of California.

Coauthors of this report include survey analyst Deja Thomas, who was the project manager for this survey; associate survey director and research fellow Dean Bonner; and survey analyst Rachel Lawler. The Californians and Their Government survey is supported with funding from the Arjay and Frances F. Findings in this report are based on a survey of 1, California adult residents, including 1, interviewed on cell phones and interviewed on landline telephones.

The sample included respondents reached by calling back respondents who had previously completed an interview in PPIC Statewide Surveys in the last six months. Interviews took an average of 19 minutes to complete. Interviewing took place on weekend days and weekday nights from October 14—23, Cell phone interviews were conducted using a computer-generated random sample of cell phone numbers.

Additionally, we utilized a registration-based sample RBS of cell phone numbers for adults who are registered to vote in California. All cell phone numbers with California area codes were eligible for selection.

After a cell phone user was reached, the interviewer verified that this person was age 18 or older, a resident of California, and in a safe place to continue the survey e.

Cell phone respondents were offered a small reimbursement to help defray the cost of the call. Cell phone interviews were conducted with adults who have cell phone service only and with those who have both cell phone and landline service in the household. Landline interviews were conducted using a computer-generated random sample of telephone numbers that ensured that both listed and unlisted numbers were called.

Additionally, we utilized a registration-based sample RBS of landline phone numbers for adults who are registered to vote in California. All landline telephone exchanges in California were eligible for selection. For both cell phones and landlines, telephone numbers were called as many as eight times. When no contact with an individual was made, calls to a number were limited to six. Also, to increase our ability to interview Asian American adults, we made up to three additional calls to phone numbers estimated by Survey Sampling International as likely to be associated with Asian American individuals.

Accent on Languages, Inc. The survey sample was closely comparable to the ACS figures. To estimate landline and cell phone service in California, Abt Associates used state-level estimates released by the National Center for Health Statistics—which used data from the National Health Interview Survey NHIS and the ACS. The estimates for California were then compared against landline and cell phone service reported in this survey.

We also used voter registration data from the California Secretary of State to compare the party registration of registered voters in our sample to party registration statewide. The sampling error, taking design effects from weighting into consideration, is ±3. This means that 95 times out of , the results will be within 3.

The sampling error for unweighted subgroups is larger: for the 1, registered voters, the sampling error is ±4. For the sampling errors of additional subgroups, please see the table at the end of this section. Sampling error is only one type of error to which surveys are subject. Results may also be affected by factors such as question wording, question order, and survey timing. We present results for five geographic regions, accounting for approximately 90 percent of the state population.

Residents of other geographic areas are included in the results reported for all adults, registered voters, and likely voters, but sample sizes for these less-populous areas are not large enough to report separately. We also present results for congressional districts currently held by Democrats or Republicans, based on residential zip code and party of the local US House member.

We compare the opinions of those who report they are registered Democrats, registered Republicans, and no party preference or decline-to-state or independent voters; the results for those who say they are registered to vote in other parties are not large enough for separate analysis. We also analyze the responses of likely voters—so designated per their responses to survey questions about voter registration, previous election participation, intentions to vote this year, attention to election news, and current interest in politics.

The percentages presented in the report tables and in the questionnaire may not add to due to rounding. Additional details about our methodology can be found at www. pdf and are available upon request through surveys ppic. October 14—23, 1, California adult residents; 1, California likely voters English, Spanish. Margin of error ±3.

Let timeouts be the result of trying to JSON deserialize as a timeouts configuration the value of the " timeouts " property. These algorithms are called with session representing the WebDriver session that will be established, and capabilities , the capabilities object that will be returned to the remote end. The Financial Technology Association FTA represents industry leaders shaping the future of finance. The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud. An element is stale if its node document is not the active document or if it is not connected. Robert Lapsley President California Business Roundtable Carol S.

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