March 25-26, 2020, Santa Clara Convention Center, Santa Clara, California

SANTA CLARA, Calif., Feb. 25, 2020 /PRNewswire/ --The21st annualInternational Symposium on Quality Electronic Design (ISQED'20) will commence on March 25 with special focus on Quantum Computing, Security, and AI/ML & Electronic Design. The premier electronic design quality conferencerecently announced its 2020 program, consisting of talks by experts that cover multiple topics related to electronic designand semiconductor technology.

"The industry has slowly started to realize the importance of the concept of quality in electronic design and the hypercritical role it plays in the creation of secure, reliable, manufacturable, and user-friendly circuits and systems,"said Dr. Ali Iranmanesh, the conference founder and president of the International Society for Quality in Electronic Design. "Prior to the inception of ISQED in 1998, the lexicon of technical terminologies hardly contained any combination of 'Quality,' 'Design,' and 'Electronic' words. Terms such as 'Quality Electronic Design,' 'Quality in Electronic Design,' etc. could not be found in any Internet search. Then, the concept of 'Quality' in the design of integrated circuits and systems was a foreign concept that confused even ardent industry practitioners."

ISQED convenes Wednesday, March 25, through Thursday, March 26, 2020, at Santa Clara Convention Center, Santa Clara, CA. The event includes free admission to keynote presentations. For information and registration visit http://www.isqed.org.

Conference Highlights

ISQED features twenty technical sessions with near 100 peer-reviewed papers, as well as keynotes, invited speeches, and embedded tutorials, all with a focus on the latest innovations and developments in electronic design and semiconductor technology. A few conference highlights are as follows:

Keynote Speaker

Security as the Enabler of Quality Electronics

Dr. Chi-Foon Chan, President and co-CEO, SynopsysRe-Engineering Computing with

Neuro-Inspired Learning: Devices, Circuits, and Systems

Prof. Kaushik Roy - Edward G. Tiedemann Jr. Distinguished Professor, Purdue University

Semiconductors for and by AI

Anwar Awad - Vice President, Infrastructure and Platform Solutions Group,

General Manager, Mixed-Signal IP Solution Group, Intel

Active Learning for Fast, Comprehensive SPICE Verification

Jeff Dyck, Director of Engineering - Mentor, a Siemens Business

Spintronic Devices for Memory, Logic, and Neuromorphic Computing

Joseph S. Friedman - Assistant Professor, Director of the NeuroSpinCompute Laboratory,

Department of Electrical & Computer Engineering, The University of Texas at Dallas

Panel Discussion

Driving forward: Is autonomous vehicle development heading towards a crash?

Panelists:Nirmal R. Saxena - NVIDIA

Jan-Philipp Gehrmann - NXP

Burkhard Huhnke - Synopsys

Vaibhav Garg - Texas Instruments

Lee Harrison - Mentor, A Siemens Business

Embedded Tutorials

Abundant-Data Computing: The N3XT 1,000X

Prof. Subhasish Mitra, Stanford University

Energy-efficient Secure Circuits for Entropy Generation & Cryptography

Dr. Sanu Mathew,Intel

EDA for Quantum Computing

Dr. Leon Stok,IBM Corp., Poughkeepsie, NY

Bitcoin Demystified: Disrupting Technology or Mafia Haven?

Dr. Eric Peeters,Texas Instruments

"We are pleased to see an increase in the number of papers submitted to the conference this year,"said Steven Heinrich-Barna, ISQED'20 General Chair. "The two-day technical program with four parallel sessions packs over 80 peer-reviewed papers, highlighting the latest trends in electronic circuit and system design & automation, testing, verification, sensors, security, semiconductor technologies, cyber-physical systems, etc."

About ISQED

The 21st International Symposium on Quality Electronic Design (ISQED'20) is the premier interdisciplinary and multidisciplinary Electronic Design conference. ISQED'20 is held with the technical sponsorship of IEEE CASS, IEEE EDS, and IEEE Reliability Society. ISQED Corporate sponsors are Synopsys and Mentor, a Siemens Business. Additional technical support has been provided byInnovotekand Silicon Valley Polytechnic Institute.

Editorial Contact:

Lana Dunn lanad@calpt.com

All trademarks and tradenames are the property of their respective owners.

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When you hear quantum computing, what do you think of? Mathematical equations swirling around you? Einstein standing at a blackboard? A computer running extensive code? Quantum computing may initially sound confusing, but it is currently a big factor in where banks are moving. According to IBM , quantum computers provide the potential for quite a few developments in the fields of science and finance. From medications to machine learning diagnosis to financial strategies for retirement, these are just some of the ways quantum computing has real-life impacts. It can also drastically impact banking as we know it. Here is what you should know.

Quantum computing 101

Quantum computing as its name would suggest is computing based on the principles of quantum theory. A classic computer encodes information in the binary value of 1 or 0, which ultimately restricts their ability. Conversely, quantum computing differs by manipulating its information utilizing quantum mechanical phenomena also known as 'qubits. The difference is that subatomic participles allow them to exist in more than one state simultaneously, which means that you can have both a 1 and a 0. The topic largely relies on the ideas of superposition and entanglement which are not used in typical computing. By bring quantum physics into computing, you create new avenues and developments.

How does quantum computing serve banks?

Security is one of the most significant problems that banks are faced with. As such, they are constantly reviewing their current systems and seeking new technology that could add to their defenses. Quantum computing is one of those technologies that could change the ways that banks protect themselves.

According to Deltec Bank, Bahamas - 'Quantum computing could help build systems that protect vital customer information and transaction details and safeguard against market vulnerability and financial crashes. That said, the technology is not being used to its fullest potential yet. It might take some time before quantum computers have the ability to overtake traditional computers, but when they do, it will be a swift switch because it is a better option overall.

It is becoming known as the 'quantum advantage to use quantum computing to run everyday banking tasks rather than a traditional computer. It is more efficient and more secure, which has both customers and banks on board.

Are there any other impacts?

The impact of quantum computing on banking is enormous. Big names in banking like JP Morgan and Barclays are preparing to make the switch. IBM has released a full report detailing the potential uses and applications of quantum computing in the financial sector. Yet, even beyond that, there is a prediction that quantum computing may be competition for another well-known method of data protection that is on the rise. Some believe that quantum encryption could actually eclipse blockchain, which is key to the use of cryptocurrencies as it stores information about monetary transactions. Quantum encryption enables banks to send highly secure data over its quantum network.

Final thoughts

'The greatest benefit of quantum computing is that it provides banks a highly secure way to solve problems that were at one point very resource-intensive or entirely impossible to complete, says Deltec Bank, Bahamas That said, will quantum computing change the face of banking as we know it tomorrow? Probably not.

The technology exists and is being tested to see how it can be practically implemented. Banks must calculate financial models due to complex hardware requirements and that takes time. The most important takeaway is that the technology exists and it is something that banks are both aware of and working towards. When a new system is capable of running the same calculations in a matter of seconds and provides the high level of security necessary for financial transactions, it is only a matter of time before it begins to see massive implementation.

Disclaimer: The author of this text, Robin Trehan, has an Undergraduate degree in economics, Masters in international business and finance and MBA in electronic business. Trehan is Senior VP at Deltec International http://www.deltecbank.com . The views, thoughts, and opinions expressed in this text are solely the views of the author, and not necessarily reflecting the views of Deltec International Group, its subsidiaries and/or employees.

About Deltec Bank

Headquartered in The Bahamas, Deltec is an independent financial services group that delivers bespoke solutions to meet clients' unique needs. The Deltec group of companies includes Deltec Bank & Trust Limited, Deltec Fund Services Limited, and Deltec Investment Advisers Limited, Deltec Securities Ltd. and Long Cay Captive Management.

Media Contact Company Name: Deltec International Group Contact Person: Media Manager Email: Send Email Phone: 242 302 4100 Country: Bahamas Website: https://www.deltecbank.com/

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Quantum Computing Will Have a Huge Impact on Banking, says Deltec Bank Bahamas - MENAFN.COM

Analyst Brian Solis explains why he is also excited about quantum computing, cognitive automation, and robotic process automation.

TechRepublic's Karen Roby talked with Brian Solis, independent digital analyst, author, speaker, about digital transformation, quantum computing, customer experience, and enterprise innovation. The following is an edited transcript of their conversation.

Karen Roby: You were telling me that you feel like the conversation is maybe shifting a little bit around digital transformation. Explain what you mean.

Brian Solis: I'm hoping that it's shifting a bit. There are so many disruptive trends that are happening, and by disruptive I mean beyond modernization, beyond cloud migration, beyond the innovation on all of the digital fronts within a business that deserve the attention and resources beyond that traditional digital transformation roadmap.

SEE: Digital transformation road map (free PDF) (TechRepublic)

For example, I was just in India speaking at the NASSCOM event out there, and my topic--well, one of my topics--was on the state and evolution of quantum computing. When you look at enterprise organizations today, whether they're big brands, whatever industry they're in, some of them haven't yet started thinking about quantum. And when you think about something like quantum, you have to apply resources. Now, even though we're still several years away from having something that shows that it's going to be promising in business applications, the sooner you could dedicate resources to it to learn, to be part of experiments, even if you're testing on models rather than the real thing. Where does that fall? Does that fall in digital transformation, or is that something more on the innovation front?

Back to your question, what I'm hoping to see are things that... in digital transformation, there's always going to be a new trend. There's always going to be a new technology. There's always going to be things that you can improve within the enterprise. And that means that digital transformation is now an infinite game. So, when we talk about this, it's essentially now an everyday part of business, but one of the things I was covering today was Aera Technologies' release of its cognitive automation platform, and that now tells me that alongside digital transformation, we're also looking at this sort of post-digital transformation evolution of the cognitive enterprise now with companies like Aera becoming a reality. So what does that look like? That's going to need its own dedicated resources to look at ways to implement these new platforms in ERP [Enterprise Resource Planning] and CRM [Customer Relationship Management] systems to help the enterprise become, as Aera calls it, self-driving. And then you can look at the same thing for quantum. You could look at the same thing for other disruptive trends.

Karen Roby: How do CIOs, and just companies in general, how do their ways of thinking shift? I mean you're asking people to, when it comes to digital transformation, that's a big change for people to still come on board with. Mindsets have to really kind of shift here.

SEE: Guide to becoming a digital transformation champion (TechRepublic Premium)

Brian Solis: Every time I talk to an enterprise, and I'll usually talk to different stakeholders within the organization... whether it's the CIO or CDO, whether it's somebody in a specific application within the organization. For example, with cognitive automation, I'm speaking to a lot of people on the ERP side of things, supply chain-side of things, retail side of things, logistics. And then also on that side of the conversation with cognitive automation, I'm also talking to a lot of CEOs, which is new.

The reason is it kind of comes back to what you were asking, which is at some point it can't just be about modernization, and it can't just be about infrastructure, right? These are all big things, these are all must-do's, but at the same time, when we look at it from a market perspective, we have digital natives who are coming out of nowhere and disrupting entire markets that are... It's happening so fast, and it's at such an accelerated pace that you have leading organizations, tried-and-true organizations that just can't keep up, yet with inside of the enterprise, there's still a lack of urgency, there's still a sense of entitlement.

SEE:Top digital transformation priorities in the enterprise(TechRepublic)

There's sort of this, they're not seeing the need to kind of cut right through, cut corners, stop making decisions by committee, and stop having hundreds of meetings to make a decision, and start implementing pilots that allow the organization to be more agile, and be more flexible, be more adaptive to these trends. Those conversations on the digital transformation side are in many cases cross-functional, because we're affecting lines of business in addition to technology groups. But when we're looking at things like cognitive automation and ultimately things like artificial intelligence and quantum, we have to go right to the stakeholder groups where these things can be implemented and experimented with so that we're improving operations, we're improving processes, and we're maximizing legacy systems to start performing at these innovative and also digitally native levels.

Karen Roby: Do you find sometimes that it's difficult when you talk to companies, as you mentioned, you've got some over here that are so very comfortable with technology and they want to make quick decisions, and if something doesn't work, they want to move fast from it to something different, often butting heads with the people that have been there for a long time? Do you find that tension when you try to help companies and you talk with them?

Brian Solis: Yeah, all the time. I often joke that I'm not an analyst in those cases, I'm a therapist.

A lot of the times, it's really just egos, it's politics, it's budget, it's fiefdoms. You have stuff where people are really trying to protect what they have, but they also don't want to disrupt themselves. In fact, I just had an interview with a massive CPG [Consumer Packaged Goods] brand today where we were talking through the business case for cognitive automation. In that particular case, the stakeholder--who's not in the CIO group and not in the C-suite, but somebody who is a lead on the practitioner level--had to make these one-two-three cases at a business level to be able to create a unity in order to be able to launch a pilot. And that case was made at a business level. I think honestly the C-suite is painfully aware--at least they better be--of the disruption that they're facing internally and externally, that their systems are aging, that their systems are disparate and fragmented, that their data isn't probably as clean as it needs to be in order to make decisions a lot faster and more augmented and automated across the organization.

SEE:Digital transformation: Business modernization requires a new mindset(TechRepublic)

But when you can make the business case to look beyond digital transformation for all of these things we're doing here in terms of modernization, and improvement, and digitization, this particular investment is going to change how we make decisions and how we learn from those decisions, which is going to improve, for example in this case, decision-making accuracy in the supply chain around orders from 35% accuracy to 90% accuracy. That's a pretty solid business case, and I think that's the way we have to start thinking as stakeholders within the organization, is what's that business case? What is this going to do for me? Especially as we start looking to some of these more bold technology investments that are now here on the horizon.

Karen Roby: What are the big talking points for 2020? What do you see as we get toward, say, closer to the third, fourth quarter of this year?

Brian Solis: I have a tab open right now where I was actually starting to formulate a lot of these thoughts, because I have to write about this. There's just so many things. I mean, when we talked about, for example, cognitive automation, you have things like RPA, or robotic process automation, or business process automation, where we're looking at the repetitive tasks of knowledge workers. But that's one side of the conversation. And then on the other side, this whole idea of a self-driving enterprise, a system that can learn and ultimately make decisions and allow knowledge workers to sort of become the operators rather than the practitioners, letting them be more creative and also helping them strategize, and where to make improvements across the organization. You have things like conversational AI that's now really starting to look beyond the knowledge base or the transactional base of today's chatbots. For example, like Google's MENA is starting to show the power of what human conversation could look like in those applications. So essentially, ironically, I say putting humanity in artificial intelligence, making the business more human.

SEE: An IT pro's guide to robotic process automation (free PDF) (TechRepublic)

And then you have all kinds of things, especially on the data fronts, whether beyond cognitive automation where we're looking at visualization, we're looking at integration, we're looking at applying AI and machine learning to make sense of data in ways that organizations haven't really been asking questions for it to make sense of, if that makes sense.

[There are] so many trends about improving how a business operates. And to your point earlier around mindsets, that's really what this is about, is taking all of the different technology frontiers that are emerging now and over the course of the year looking for ways to implement them in improving not just the business infrastructure, but also in customer experience, or the customer journey, or the employee experience. The idea of even kind of stepping before the cognitive enterprise and looking at AI-powered enterprise systems for example, like Salesforce and Einstein, and adding voice as a user interface in terms of data. Not just in terms of visualization, but being able to more humanly interact with your enterprise data to make faster decisions and get faster insights. I mean, these are all trends pointing toward a smarter enterprise to be able to perform at internet speed and at scale.

Karen Roby: As you mentioned, you've been traveling a lot, been doing a lot of speaking engagements, and what is it at this very moment that excites you the most that you will be talking about?

Brian Solis: I'm fascinated by the impact of artificial intelligence and cognitive automation on a lot of stuff, because it allows companies to bypass decades of legacy-based systems and technologies and also mindsets in order to be able to do things fast, test them fast, and learn from them fast, and that is super exciting for me. It's actually an area that I just started covering in the last quarter.

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By Jessica ShiFeb. 27, 2020

Michael Sipser intends to step down as dean of the School of Science on June 30, assuming a suitable successor is found by then, according to Provost Martin Schmidt PhD 88 in an email to the MIT community. Sipser has served as dean since 2014, after several months as interim dean and 10 years as mathematics department head.

The Tech sat down with Sipser to discuss his time as dean and his thoughts on what is ahead. This interview has been lightly edited for length and clarity.

The Tech: Why are you stepping down as dean at this time?

Michael Sipser: This is my sixteenth year doing administration. The short answer is that there are other things I want to do. I've loved being dean, but I want to get back to research, and I want to devote more time to teaching. I love the students here.

TT: Which accomplishments as dean are you most proud of?

Sipser: Supporting the activities of the community of people in the School of Science has been, for me, the most rewarding and most important thing Ive done.

The thing that comes to my mind is the Aging Brain Initiative. Neurological diseases of people when they get older affect a very large fraction of everyone worldwide. Its such an important problem, and I think MIT could do more, so I put some of my own resources and time as dean into helping that grow.

TT: I think that for a lot of students, what a dean does is sort of mysterious. Using the Aging Brain Initiative as an example, can you go into more detail on your role?

Sipser: Being a dean has many sides to it, so this is only going to be one piece.

First, I made my own sense of the importance of this problem clear to the people who were already working on it. When somebodys work is recognized by higher levels in an organization, that gives them more confidence that theyre going to be supported.

I talked about that work when I spoke with other members of the administration, so people knew that I believed that this was going to be a priority for the school. I spoke to donors about raising money.

So its a combination of all of that: helping ideas to coalesce and become more visible.

TT: How would you describe the current research landscape of the School of Science?

Sipser: Science at MIT is very healthy. Theres a tremendous amount of exciting things going on, whether its detecting gravitational waves, finding exoplanets, or editing genes.

Broadly speaking, you can think of science as breaking down into curiosity-driven research and solutions-driven research. Theres some pressure from various funding sources for solutions-driven research, as opposed to just expanding knowledge as dictated by the tastes of the people we hire.

MIT has historically had a very good mix of those two approaches. Its important that we maintain that and not shift too far toward the more applied side because fundamental research is what leads to new applications down the road and helps us understand our world.

TT: Do you think MIT is moving in the right direction with its growing emphasis on computing research, especially in artificial intelligence? How do you envision the School of Science fitting into that picture?

Sipser: Artificial intelligence has clearly been a game-changing technology over the last decade. MIT has to be invested in it because its affecting almost everything.

More and more of science [involves] accumulating vast amounts of data, and the question is how do you understand all that data? How do you use it to make predictions? One approach is to use machine learning. AI has proven that it can discern patterns. Its only a tool, but it still helps you see things that you wouldnt necessarily be able to see otherwise. I think we are going to be engaged with the College of Computing around those sorts of things.

There are other things besides artificial intelligence. Quantum computing, for example, has become a very popular field these days, and that touches the School of Science in other ways.

TT: Youve been dean of the School of Science since 2014, and before that you were the mathematics department head since 2004. What drew you towards administration?

Sipser: I ask myself that sometimes. I guess the best answer is that first of all, I love science. And I also really like scientists.

Even though I had never imagined being in any of these roles before I started as math department head (I was very surprised when I got asked), I found that I was having some success, and so that led me to feel encouraged and to continue.

When the opportunity to become dean came up, I realized that the job is different because youre somewhat removed from any particular community. Of course you have the broader community of your entire school, but thats a more distant relationship.

With that recognition, but still an interest in broadening the kinds of scientific activities that I would be overseeing, it was something I wanted to try.

TT: So do you think you made the right decision to be dean?

Sipser: [Laughs.] Its hard to say. You only get to live your life once. I think theres much that I look back on with pleasure, and I feel some personal satisfaction, but I do

I have no regrets at all about the time I was math department head. That was, for me personally, an unqualified success. Being dean was a bit of a challenge for me. Its a very hard job. And I think if I have a regret around that, its that I had very little time left over to do anything else.

I continued to teach. [Sipser teaches 18.404 (Theory of Computation) each fall, which in its most recent offering had 227 students.] I think some other deans might teach as well, but I dont think anyone teaches a large class. I like interacting with the students. I refused to give that up, even though it made my schedule crazy.

But time to do research was almost nonexistent. The fact that I was giving up years of my career where I could do essentially no research that was a big sacrifice.

TT: Do you have specific post-deanship plans?

Sipser: I have research ideas that I want to exploreof a mostly mathematical, theoretical computer science nature. But I have to get back into it. Theres a certain amount of rebooting to start to think about mathematics again.

When I have some time, I think Id like to work with the department and also more broadly within the Institute on rethinking what the math GIRs should look like. I havent done the analysis yet, but I know theres a need, for example, for students to know more probability and statistics. Im not sure how that need balances with our current offering in 18.02, where we spend a good amount of time on vector calculus.

TT: What do you think are the biggest challenges that your successor will need to address?

Sipser: There are many challenges around funding science. Science is often expensive, and MIT itself is expensive. If you want to have a group of students in your lab, its a big challenge to raise the necessary funds. Federal funding is not keeping pace with the need.

TT: In what ways do you think the School of Science may look different in, say, 10 years?

Sipser: These are more aspirations rather than predictions. I hope that our efforts at increasing diversity succeed. Its slow, but were making progress. I also hope that MIT continues to lead in science, and that our community continues to ask the really big questions in science and makes progress in getting the answers.

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Michael Sipser reflects on time as School of Science dean - The Tech