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A2040-986 exam Dumps Source : Assessment: Creating Notes & Domino 8.5 Applications with Xpages & Advanced
Test Code : A2040-986
Test Name : Assessment: Creating Notes & Domino 8.5 Applications with Xpages & Advanced
Vendor Name : IBM
Q&A : 164 Real Questions
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ARMONK, N.Y., Dec. 12, 2016 /PRNewswire/ -- IBM (NYSE: IBM) today introduced that it has been diagnosed as a frontrunner in the IDC MarketScape: international Object-based Storage 2016 dealer evaluation [1 ] for the third consecutive year.
The analyze assesses the capabilities and enterprise options of leading suppliers in the (scale-out) Object-based mostly Storage (OBS) market, which the IDC MarketScape notes is part of the universal file and OBS market section. according to the IDC MarketScape, this assessment is in line with a complete framework and a group of parameters that gauge the success of a company in supplying an OBS answer out there. This analyze contains analysis of 12 key vendors of industrial OBS options with wide portfolios and international scale, per the IDC MarketScape.
The IDC MarketScape found that the power of IBM Cloud Object Storage comes from its adventure in the object cupboard space. The referencing of marquee, petabyte scale + +) deployments, proved the scalability, reliability, robustness, and affordability of IBM Cloud Object Storage.
The IDC MarketScape extra notes an added skills of IBM Cloud Object Storage as being the combination of an on-premises start providing and the cloud. The IDC MarketScape explains that the customer benefits of an integrated answer which contains as an instance, IBM Bluemix, IBM Cloud Video functions and IBM Watson became a vital aspect to its leadership place within the record.
"Media-wealthy environments that rely on the flexibleness of object primarily based storage proceed to diversify as functions emerge about how users can benefit from the size and analytical performance offered in our options. other organisations are seeing a essential need for object storage as they undertake digital transformation initiatives which are developing an ever-becoming set of content material," pointed out John Morris, IBM accepted manager for Cloud Object Storage. "achieving this management position demonstrates the vast-achieving solutions our clients can are expecting from our expansive attain and capabilities."
IBM Unveils Free-Tier choice for Object Storage common move vicinity via BluemixIBM Cloud Object Storage these days introduced a scalable object storage on-premises providing with hybrid cloud alternatives throughout the global network of IBM Cloud information centers. the article Storage usual go location is now accessible via Bluemix as a free-tiering 12-month promoting, enabling purchasers a trial of IBM Cloud Object Storage know-how at no cost for one year and includes aspects like developed-in geographic resiliency and statistics-at-rest encryption.
The IBM Cloud Object Storage service comprises right here points:
For more details on the object Storage typical pass place service free-tier choice, please talk over with: https://www.ibm.com/cloud-computing/bluemix/cloud-object-storage
 IDC MarketScape: global Object-primarily based Storage 2016 dealer evaluation, by means of Amita Pontis, December, 2016, IDC #US41918416
About IDC MarketScape: IDC MarketScape dealer evaluation model is designed to give a top level view of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The analysis methodology utilizes a rigorous scoring methodology in line with each qualitative and quantitative standards that consequences in a single graphical illustration of each and every supplier's position inside a given market. IDC MarketScape offers a clear framework by which the product and service offerings, capabilities and strategies, and present and future market success components of IT and telecommunications vendors can be meaningfully compared. The framework also gives know-how buyers with a 360 diploma assessment of the strengths and weaknesses of existing and prospective vendors.
About IBMFor greater on IBM Cloud Object Storage, discuss with: https://www.ibm.com/cloud-computing/products/storage/object-storage/
For extra on IBM Storage, consult with www.ibm.com/systems/storage.
Contact:Kim LaFleurIBM Media Relations312firstname.lastname@example.org
Greg VitarelliIBM Media Relations617email@example.com
To view the customary edition on PR Newswire, talk over with:http://www.prnewswire.com/information-releases/ibm-named-a-leader-in-the-idc-marketscape-on-worldwide-object-primarily based-storage-2016-seller-assessment-300376764.html
Copyright (C) 2016 PR Newswire. All rights reserved
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Many CISOs inform us considered one of their most complicated challenges is deciding upon, hiring and conserving exact safety ability with the advantage, experience and passion to protect their organizations’ beneficial company towards the dynamic cyberthreat panorama. It’s for this reason CISOs frequently flip to managed protection functions providers as a methodology to partner and complement competencies, which builds a far better safety software in a position to operating 24/7/365 with excessive resilience.
At IBM protection, our world Managed safety capabilities has been partnering with valued clientele for more than twenty years to convey world-classification security coverage in over 133 countries all over. And, our newest achievement is one we are proud and delighted to share, being that we had been diagnosed as a pacesetter within the “IDC MarketScape: global Managed safety capabilities 2017 vendor assessment” (doc # US41320917, August 2017). The document notes that IBM is one in all a couple of study members whose MSS delivery may also be considered in fact international, partly because of its capability to integrate MSS and safety services global.
study the IDC MarketScape: global Managed safety capabilities 2017 dealer evaluationstarting to be world Threats Demand Managed protection features Transformation
With the evolution of the MSS market and advanced security functions required to aid client businesses cope with shift and the frequency of cyberthreats, no single method or carrier will suffice. despite the fact IBM has been providing managed security features for more than two decades, we now have normally modified to serve our customers’ wants, fortify our security intelligence and innovation, and create an ecosystem aimed toward taking part and sharing with different security intelligence agencies and valued clientele world wide.
recent months have confirmed organizations need vigilant, round-the-clock managed safety, refined intelligence operations and international response teams able to take care of cyberthreats. both the WannaCry and Petya/NotPetya assaults were specifically challenging for a lot of corporations everywhere.
As referred to in the file, IBM has committed to the advancement of our managed security services offerings with accelerated investments in people, who're supported with the aid of cognitive improvements corresponding to Watson for Cyber safety, and a global network of security operations facilities (SOCs). This, together with our X-drive Incident Response and Intelligence services (IRIS) crew, promises quicker, greater concise information to valued clientele to make selections and take evasive action when essential.MSS Helps tackle altering Jurisdictional necessities
With quite a few facts coverage suggestions and subsequent client needs, an additional key abilities that our global community of X-force Command facilities presents is the localization and administration of data within a particular jurisdiction, but holding the fluidity of seeing and responding to world safety activities as they turn up.
We currently unveiled our European X-drive Command core in Wroclaw, Poland, which is designed to assist our valued clientele whose corporations fall inside quite a lot of jurisdictional tasks, but still require the oversight and intelligence of a full international network monitoring cyber incidents and activities.We’re All during this together: international Threats Require a world Response
incomes properly spot in an trade analyst document isn't any small accomplishment, and here is testament to our tough work and the attention of the IBM imaginative and prescient over a number of years. world managed security functions, along with innovation and subsequent incident and intelligence services, has turn into a vital necessity for a few industries that should not have the time, the know-how or the americans to manipulate the deluge of threats and assaults.
At IBM security, we are lucky to have groups of like-minded americans around the world who wake up day after day able to collaborate with their colleagues in remote areas to assist serve our purchasers. but more importantly, we are grateful to our many consumers all over the world, and thru their loyalty and belief in IBM safety, this first-rate accolade turned into made feasible.
For greater suggestions, study the comprehensive IDC evaluation.
examine the IDC MarketScape: global Managed protection services 2017 seller assessmentTags: IBM Managed protection functions (MSS) | IDC | Managed safety services (MSS) | Managed protection functions provider (MSSP) | protection options John Wheeler John Wheeler has greater than two decades within the IT application and features business and 17 years of specialization in... 9 Posts follow on What’s new
IBM has purchased open source, cloud utility company red Hat for $34 billion in money and debt. The deal sees IBM betting big on the cloud, notably cloud functions, that mix on-premises and cloud-based architectures. crimson Hat will be a definite unit inside IBM’s Hybrid Cloud team, and it'll continue to focal point on open-supply software. The acquisition is anticipated to close in the latter half of 2019.
Assessing IBM’s $34 billion crimson Hat acquisition
As you look on the $34 billion IBM-red Hat deal introduced the day past, in case you comply with the business closely, it looks like an outstanding move, at least on its face. It could be years before we keep in mind the true value of it for IBM (or lack thereof, depending on how it sooner or later goes). The questions stands then, is that this a savvy circulation, a determined one or most likely a bit of each. It turns out, it depends upon whom you ask.
For starters, there is the sheer sum of money involved, a 63 % premium on Friday’s closing expense of simply under $117 a share. IBM spent $a hundred ninety a share, however as Ray Wang, founder and chief analyst at Constellation research noted, crimson Hat didn’t always need to be bought, so IBM needed to overpay to get their business.
Wang sees cloud, Linux and security as the large drivers on IBM’s part. “IBM is doubling down on the cloud, but they also are going for a seize in Linux for their biggest and most critical open source communities and a few of the newer tech on crimson Hat safety,” he advised TechCrunch. He acknowledges that it’s a tremendous premium for the stock, but he believes IBM needs the M&A motion to pressure down client acquisition expenses and power up move sell.
IBM is putting a huge bet here says Dharmesh Thakker, well-known associate at Battery Ventures, believing it to be value 30x its present salary within the next 365 days. “obviously, the hybrid cloud chance that we now have been working on the remaining few years, is precise and IBM/Cisco/HP/Dell all want a piece of this motion going forward as the $300B in datacenter spend receives dislocated by using public and hybrid cloud companies,” Thakker explained in a press release.
He believes this deal could basically trigger a new set of mega mergers between the normal tech companies and cloud native, container and DevOps companies over the following few months.
IBM CEO Ginni Rometty become positively giddy on the prospects of a combined IBM-crimson Hat in a name with analysts and press this morning, stating that handiest 20 percent of business workloads were moved to the cloud. She sees a huge chance, one she tasks to be worth $1 trillion by means of 2020. keeping in intellect you should take market projections with a grain of salt, here's without doubt a big market and one that Oracle and Microsoft have also focused.
She spoke of that crimson Hat become a infrequent enterprise indeed. “crimson Hat by itself has been a high price company and has accomplished a fine job with potent increase, is tremendously ecocnomic and generates cash. There don't seem to be many companies available that seem like that in this enviornment,” Rometty observed.
Dan Scholnick, regular associate at Trinity Ventures, whose investments have included New Relic and Docker, was now not terribly impressed with the deal, believing it smacked of desperation on IBM’s half.
“IBM is a declining business that someway needs to develop into critical within the cloud era. crimson Hat is not the answer. purple Hat’s business facilities round an working equipment, which is a layer of the expertise stack that has been fully commoditized by using cloud. (if you use AWS, which you could get Amazon’s OS at no cost, so why would you pay purple Hat?) pink Hat has NO story for cloud,” he claimed in an announcement.
That might not be an entirely fair assessment. while purple Hat commercial enterprise Linux is a huge part of the company’s salary, it’s now not the most effective piece. Over the closing couple of years it has moved into Kubernetes and containerization and has grown the cloud native facet of the business alongside RHEL.
truly, Forrester analyst Dave Bartoletti sees the cloud native piece as being key right here. “The mixed enterprise has a number one Kubernetes and container-based cloud-native construction platform, and a much broader open supply middleware and developer tools portfolio than either enterprise separately. while any acquisition of this size will take time to play out, the mixed business will be sure to reshape the open supply and cloud systems marketplace for years to come back,” he referred to.
Wang believes the deal might hinge on how long red Hat CEO Jim Whitehurst, who had led the company for over a decade, stays with the unit. based on IBM, they will retain the crimson Hat brand and operate it as an unbiased entity interior big Blue. “If Whitehurst doesn’t stick round for awhile, the deal might go south,” he pointed out. however the business could dangle the CEO job when Rometty decides to go away as incentive to reside.
Regardless, Wall road became no longer fully satisfied with IBM’s circulation with their stock down all day. needless to say the sixty three percent top rate IBM paid for the stock has driven red Hat bigger today.
The deal must move shareholder muster, but given the top class IBM has offered, it’s tough to consider they'd turn it down. moreover, for the reason that these companies function across the world, they're discipline to the world regulatory approval method. They won’t formally come collectively except as a minimum the 2d half of next yr at the soonest. That’s once we could begin to learn whether this became a brilliant or determined movement through IBM.
IBM is betting the farm on purple Hat, and it improved now not mess up
Who expects a $34 billion deal involving two commercial enterprise powerhouses to drop on a Sunday afternoon, however IBM and pink Hat surprised us the day prior to this once they pulled the set off on a historically large deal.
IBM has been a poster child for a corporation relocating via a painful transformation. As field CEO (and IBM company companion) Aaron Levie put it on Twitter, sometimes a corporation has to make a bold stream to push that form of initiative ahead:
They consider they could take their complex mixture of infrastructure/utility/platform capabilities and emerging applied sciences like synthetic intelligence, blockchain and analytics, and blend all of that with purple Hat’s profitable fusion of commercial enterprise open supply equipment, cloud native, hybrid cloud and a keen understanding of the commercial enterprise.
As Jon Shieber cited the day past, it turned into a tacit acknowledgement that company become now not going to get the outcomes it became hoping for with rising technologies like Watson artificial intelligence. It crucial whatever that translated extra directly into income.
crimson Hat may also be that commercial enterprise sales engine. It already is a corporation on a $three billion salary run fee, and it has a aim of hitting $5 billion. while that’s a little small potatoes for an organization like IBM that generates $19 billion 1 / 4, it represents a vital addition.
That’s because inspite of its iffy earnings experiences over the remaining 5 years, Synergy research mentioned that IBM had 7 p.c of the cloud infrastructure market in its most fresh document, which it defines as Infrastructure as a provider, Platform as a carrier and hosted deepest cloud. it's the latter that IBM is mainly good at.
The enterprise has the items in region now and a decent quantity of marketshare, however crimson Hat offers it a an awful lot greater solid hybrid cloud story to tell. they can potentially bridge that hosted inner most cloud business with their personal public cloud (and most likely even those of their competitors) and use crimson Hat as a cloud native and open supply springboard, giving their earnings teams a high-quality story to tell.
IBM already has lots of enterprise credibility on its own, of direction. It sells on suitable of lots of the identical open supply tools as purple Hat, nevertheless it hasn’t been getting the revenue and profits momentum that purple Hat has loved. in case you combine the big IBM income engine and their services business with that of crimson Hat, you've got the talents to crank this into a big business.
It’s worth noting that the deal must flow shareholder muster and clear international regulatory hurdles earlier than they can combine the two organizations. IBM has expected that it is going to take at the least except the second half of next 12 months to close this deal and it could take even longer.
IBM has to make use of that time accurately and well to be certain when they pull the set off, these two businesses mix as smoothly as feasible throughout technology and subculture. It’s never convenient to make these mega offers work with so tons funds and force worried, nonetheless it is indispensable that massive Blue no longer screw this up. This could very well symbolize its closing ultimate opportunity to correct the ship as soon as and for all.
overlook Watson, the crimson Hat acquisition can be the element that saves IBM
With its latest $34 billion acquisition of pink Hat, IBM may additionally have found some thing greater fundamental than “Watson” to retailer its flagging enterprise.
notwithstanding the acquisition of red Hat is with the aid of no capacity a certain victory for the Armonk, N.Y.-primarily based computing business that has had extra downs than united statesover the five years, it looks to be a better guess for “massive Blue” than a synthetic intelligence software that turned into all the time extra hype than truth.
certainly, commentators are already noting that this may well be a case where IBM ultimately hangs up the Watson hat and returns to the enterprise software and capabilities business that has all the time been its core competency (albeit one which has been weighted way more heavily on consulting services — to the detriment of the enterprise’s enterprise).
Watson, the business division concentrated on artificial intelligence whose public claims were at all times extra advertising than in reality market-driven, has no longer performed in addition to IBM had hoped and traders have been losing their endurance.
Critics — together with analysts at the funding bank Jefferies (as early as twelve months in the past) — have been skeptical of Watson’s ability to carry IBM from its company woes.
As we wrote on the time:
Jefferies pulls from an audit of a partnership between IBM Watson and MD Anderson as a case study for IBM’s broader problems scaling Watson. MD Anderson reduce its ties with IBM after losing $60 million on a Watson assignment that was ultimately deemed, “now not able for human investigational or scientific use.”
The MD Anderson nightmare doesn’t stand on its own. I continually hear from startup founders in the AI space that their personal fiscal functions and biotech purchasers have had similar experiences working with IBM.
The narrative isn’t the fabricated from any single malfunction, however somewhat the result of overhyped marketing, deficiencies in operating with deep studying and GPUs and intensive information guidance demands.
That’s now not the best main issue IBM has had with Watson’s healthcare results. past this 12 months, the on-line clinical journal Stat mentioned that Watson became giving clinicians innovations for melanoma treatments that had been “risky and fallacious” — according to the training information it had obtained from the business’s own engineers and medical doctors at Sloan-Kettering who have been working with the expertise.
All of those woes were mirrored within the company’s latest salary name the place it reported falling revenues essentially from the Cognitive solutions company, which comprises Watson’s artificial intelligence and supercomputing functions. although IBM chief monetary officer pointed to “mid-to-high” single digit growth from Watson’s health enterprise in the quarter, transaction processing utility business fell by using 8% and the company’s suite of hosted software capabilities is basically an afterthought for business gravitating to Microsoft, Alphabet, and Amazon for cloud capabilities.
To be certain, Watson is only one of the segments that IBM had been hoping to faucet for its future growth; and whereas it was an incredible funding enviornment for the company, the business at all times had its eyes partly fastened on the cloud computing ambiance as it looked for areas of growth.
It’s this area of cloud computing where IBM hopes that pink Hat can aid it profit floor.
“The acquisition of red Hat is a online game-changer. It alterations every thing concerning the cloud market,” said Ginni Rometty, IBM Chairman, President and Chief govt Officer, in a statement asserting the acquisition. “IBM will turn into the area’s number-one hybrid cloud issuer, providing organizations the best open cloud answer to be able to unlock the whole value of the cloud for his or her companies.”
The acquisition also places a fantastic quantity of marketing vigour in the back of crimson Hat’s a variety of open source features enterprise — giving all of these IBM assignment managers and consultants new tasks to pitch and maybe juicing open source application adoption slightly extra aggressively in the business.
As purple Hat chief government Jim Whitehurst informed TheStreet in September, “The huge secular driver of Linux is that huge facts workloads run on Linux. AI workloads run on Linux. DevOps and those systems, very nearly exclusively Linux,” he spoke of. “So a lot of the internet new workloads that are being built have an affinity for Linux.”
The largest software acquisition ever: IBM to purchase purple Hat for $34B
At a price usually reserved for semiconductor businesses, telecoms, and pharmaceutical giants, IBM introduced today it would pay a checklist $34 billion in cash and debt to purchase business open source issuer purple Hat. Eclipsing Microsoft’s $26.2 billion acquisition of LinkedIn, this is the greatest application acquisition in historical past. It’s not the largest tech acquisition ever, although, as that title belongs to Dell’s $sixty seven billion buyout of facts storage business EMC.
which you could learn about what IBM is buying pink Hat to become a hybrid cloud business in TechCrunch editor Ingrid Lunden’s deep dive here:
So how does the IBM-red Hat deal (if it closes), stack up against the other largest acquisitions of all time?
The red Hat deal is proof that the scalability of software can hugely focus wealth. unlike industrial giants of historical that break up their fortunes with the actual aid providers that provided and disbursed their oil, chemical, or packaged decent empires, software requires well-nigh no fabric charge to create or distribute. The aggregation of price to software giants and their leaders presents each an outstanding incentive to construct a world-altering enterprise, however also a drastic shift of capital out of the hands of labor. while it’s excellent to have fun crimson Hat’s accomplishment, society ought to inevitably grapple with the poverty and populism fueled via how software funnels money to the few.
IBM to purchase purple Hat for $34B in money and debt, taking a bigger soar into hybrid cloud
After rumors flew round this weekend, IBM these days validated that it might purchase open supply, cloud utility enterprise pink Hat for $a hundred ninety per share in money, working out to a total cost of $34 billion. IBM spoke of the deal has already been authorized with the aid of the boards of administrators of each IBM and red Hat but is still field to pink Hat shareholder and regulatory approvals. If all goes as planned, the acquisition is anticipated to close in the latter half of 2019.
The deal is all about IBM, which has lengthy persisted to depend on its legacy server company, taking a much bigger bet on the cloud, and very especially cloud capabilities that mix on-premises and cloud-primarily based architectures — whatever thing that the two businesses have already been working on collectively when you consider that might also of this year (which now can be checked out as a look at various drive). red Hat should be a distinct unit inside IBM’s Hybrid Cloud crew — which is already a $19 billion business for IBM, the enterprise observed — and it will continue to focus on open-source application.
“The acquisition of crimson Hat is a online game-changer. It adjustments everything in regards to the cloud market,” noted Ginni Rometty, IBM Chairman, President and Chief govt Officer, in a press release. “IBM will develop into the area’s quantity-one hybrid cloud issuer, providing companies the only open cloud answer in an effort to release the entire cost of the cloud for his or her agencies.”
The mixed corporations may be in a position to present utility in capabilities spanning Linux, containers, Kubernetes, multi-cloud management, and cloud management and automation, IBM talked about. IBM also brought that collectively the agencies will continue to build partnerships with assorted cloud suppliers, including AWS, Microsoft’s Azure, Google Cloud, Alibaba and others, alongside the IBM Cloud.
As Josh Constine notes here, it’s one of the vital largest-ever tech acquisitions, and arguably the greatest it truly is dedicated primarily to utility. (Dell obtained EMC for $67 billion, to opt for up software however additionally a substantial hardware and storage company.)
while businesses like Amazon have gone all-in on cloud, in many instances, loads of agencies are making the circulate gradually — IBM cites stats that estimate that some eighty % of business workloads “have yet to move to the cloud, held back with the aid of the proprietary nature of nowadays’s cloud market.” purchasing red Hat will assist IBM more desirable tap into an opportunity to handle that.
“Most corporations these days are simplest 20 % alongside their cloud experience, renting compute vigour to cut charges,” she persevered. “The next eighty percent is set unlocking actual enterprise cost and driving boom. here's the subsequent chapter of the cloud. It requires moving company functions to hybrid cloud, extracting more facts and optimizing each a part of the enterprise, from deliver chains to earnings.”
On top of that, it's going to provide IBM a a lot more advantageous footing in open supply software, the core of what red Hat builds and deploys nowadays.
“Open source is the default choice for modern IT solutions, and i’m highly pleased with the role pink Hat has played in making that a reality in the commercial enterprise,” said Jim Whitehurst, President and CEO, purple Hat, in a statement. “becoming a member of forces with IBM will supply us with a more desirable degree of scale, resources and capabilities to speed up the have an effect on of open supply because the groundwork for digital transformation and bring crimson Hat to an excellent wider audience – all while protecting our entertaining way of life and unwavering dedication to open supply innovation.”
whereas IBM competes in opposition t the likes of Amazon, the organizations will see to continue to be companions with them with this acquisition. “IBM is dedicated to being an authentic multi-cloud company, and we will prioritize the use of crimson Hat technology throughout distinct clouds” said Arvind Krishna, Senior vp, IBM Hybrid Cloud, in an announcement. “In doing so, IBM will support open supply expertise at any place it runs, permitting it to scale greatly inside business settings around the world.”
IBM noted that pink Hat will add to its income increase, gross margin and free cash circulation within one year of closing.
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The fiscal year has just ended, and like every other year, there is a review of tax collections at the Centre, both direct and indirect taxes. It has become a norm to measure the efficiency of the tax office by taking into account the taxes collected vis-à-vis the target. Early reports seem to suggest that the direct tax collection will be about 15% short of the `12 lakh crore target. The target this year had been considerably enhanced to take into account new taxpayers and the increased income in the formal sector as a result of demonetisation. What does this shortfall indicate?
As a start, we need to appreciate that the government measures its revenues on a cash basis, i.e. the `12 lakh crore target represents the direct taxes actually collected by the government net of the refunds issued. It is common knowledge that, virtually from the month of October, the tap of large refunds is closed, and refunds determined thereafter are paid over only in the beginning of the next fiscal year.
In order to address the concerns of the taxpayer on high-pitched assessments and recoveries made with respect to demands arising as a result thereof, the law was amended to provide that if a taxpayer paid 20% of the tax demanded, the balance demand would be stayed till the disposal of the first appeal. This 20% payment can be contested if demands arise as a consequence of additions made for which there are favourable court orders. In practice, high-pitch assessments are now raised and assesses called upon to make payment of 20% of the tax demanded without even waiting for the mandatory 30-day period provided in the law. What was meant to be an assessee-friendly provision has now become a revenue-raising provision.
It is also quite routine for the tax office to ask taxpayers to make payment of tax deducted at source (TDS) due in April, before March 31 itself, and enhancing collections for the fiscal year. Obviously, this collection gets set-off in the succeeding years!
As such, while we compare the collections vis-à-vis the targets, it is pertinent to note several short-term measures that have been undertaken to bump up tax collections for the year. Towards this, we’ve had some interesting developments this year. First, there has been a fervent demand by the revenue to collect taxes where stay of demand is granted by the tax tribunal in accordance with the provisions of law. A litigation is already afoot on this subject. Second, the Central Board of Direct Taxes (CBDT) called upon appellate commissioners to pass “good” appellate orders as would result in enhancement of assessments. This has also come up before a judicial challenge. Finally, the CBDT has written to the commissioners asking them to take “all possible actions” to recover taxes. Without doubt, it is the duty of the revenue to collect taxes that are due by an assessee. The unfortunate part is that the use of the words “all possible actions” is prone to be interpreted by many at the ground level to taking coercive steps and forcing assesses to pay taxes that may not necessarily be due.
I may hasten to add that this is a recurring saga and, to that extent, there is a window dressing that happens in all the budgets.
To my mind, increase in collection of revenues is a direct factor of increase in the taxable income of assesses and the increased compliance on account of widening of the tax base. To have a target for collection of revenues using any other barometer would mean passing of assessment orders that are high-pitched and that seek to tax income not earned by the assessee. We have witnessed examples of how high-pitched transfer pricing orders were passed or how infusion of capital was treated as revenue. The only other measurement is the expansion of the taxpayer base. India has one of the lowest tax-to-GDP ratios and it’s important that if higher tax revenue targets are fixed, they are achieved by bringing those taxpayers into the tax net who have consistently remained outside of it. Creating high-pitched assessments that cannot be sustained in appeals only clogs up the judicial system. The current approaches to augment tax collections may not resonate well with India Inc, and do not further the objective of the government that wants to see India among the top-50 countries in the Ease of Doing Business index.
The author is CEO, Dhruva Advisors
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Two thousand nineteen is the fiftieth-anniversary year of the Washington Monthly. That’s got me thinking about how to describe the role the magazine has played, and continues to play, in the life of the nation. It’s a complicated question, about which I’ll have more to say in the future. For now, one answer I can offer is that the Monthly has long been in the business of trying to create a “usable past” for liberal government.
That phrase comes from an influential 1918 essay, “On Creating a Usable Past,” by Van Wyck Brooks. The famed literary critic argued that American novelists and poets of his day lacked boldness, inspiration, and a shared sense of purpose because they too often emulated European writers, whose instincts and traditions were far different from their own. To find their voice, he maintained, American writers needed to rediscover the work of their own literary forebears, like Herman Melville, whose books at the time were largely forgotten (hard as that may be for later generations of high schoolers to believe).
Those earlier writers, Brooks noted, had grappled with the same tensions as his contemporaries—in particular, trying to create art and find meaning in a country overwhelmingly devoted to commerce. Only by studying those earlier works and creatively articulating the qualities they shared (a task Brooks spent his professional life on) could his generation of writers find the language and vision to lead the country toward what he, a man of the political left, saw as an emerging progressive future:
Knowing that others have desired the things we desire and have encountered the same obstacles, and that in some degree time has begun to face those obstacles down and make the way straight for us, would not the creative forces of this country lose a little of the hectic individualism that keeps them from uniting against their common enemies?
The Washington Monthly is a politics and policy magazine, not a literary journal. Still, we hold the Brooksian view—shared by our founder, Charles Peters, most recently in his book We Do Our Part—that today’s liberals are surprisingly unaware of the policy solutions that their own predecessors devised for problems remarkably similar to those we face today, and that rediscovering those forgotten solutions is the key to building a contemporary liberalism that is in accord with the American spirit.
A good example is the rise of monopoly capitalism. For over a decade, as regular readers know, this magazine has been making the case that growing industry consolidation is suppressing entrepreneurship and wage growth, hollowing out the economy of the interior of the country, and corrupting the political process. This consolidation happened because Washington policymakers abandoned legal and regulatory regimes, such as strict antitrust enforcement, that previous generations of progressives put in place to create a capitalism that worked for average people. The good news, as Eric Cortellessa reports in this issue, is that several Democratic presidential candidates, including Elizabeth Warren, Cory Booker, and Amy Klobuchar, have absorbed many of these antitrust arguments and are beginning to articulate them on the campaign trail.
Elsewhere in this issue, you’ll find more policy treasures dug up by our writers. Phillip Longman—the Indiana Jones of this sort of journalism—reports that tech companies not only invade our privacy but also use the information to discriminate against us on prices, precisely the strategy that railroad and telegraph monopolies deployed a century ago, until progressive lawmakers outlawed it. New Jersey Democratic Representative Bill Pascrell shows how the United States Postal Service is being crippled by misguided congressional demands for it to “operate like a business,” demands that run counter to the Founding Fathers’ intent that it be a unifying national institution. Pascrell argues that today’s Postal Service could further fulfill its original mission by expanding into, among other areas, community banking. Beth Baltzan tells the story of the long-forgotten “Havana Charter,” a 1948 trade treaty negotiated by New Dealers which, had it not been rejected by Congress, might have kept the global trading system from subsequently screwing American workers. And Grace Gedye traces efforts by newly empowered House Democrats to revive an institution, the Office of Technology Assessment, that helped lawmakers make sense of emerging technologies, before Newt Gingrich killed it.
Many activists on the left today—or at least those who hang out on Twitter—are demanding Scandinavian-style socialism and a clean break with the Democratic Party’s compromised past. But while it’s true that America hasn’t cornered the market on good policy ideas, and Democrats have often been party to disastrous ones, such demands are unlikely to result in the solid and enduring new liberal majority we need. A more promising way to build such a majority is to study how previous generations of Americans did so—the language they used, the values they identified with, and the policies they forged from the peculiar alloys of American culture. “Only by the exercise of a little pragmatism of that kind,” wrote Brooks, “can the past experience of our people be placed at the service of the future.”
In a message to the campus community on April 9, President Peter Salovey announced that the university would adopt key recommendations of the report on Yale University’s Institutional Responses and Resources on Racial Discrimination and Harassment.
To the Yale Community,
I am pleased to share with you updates about our ongoing efforts to create a learning environment and campus community in which everyone feels a sense of belonging. To inform those efforts, I requested a review of our institutional structures that prevent and respond to discrimination and harassment. The review was conducted by Benjamin D. Reese Jr., Psy.D., vice president for the Office for Institutional Equity at Duke University and Health System and a national expert on diversity, equity, and inclusion.
Over several months, Dr. Reese consulted with students, members of the faculty and staff, and trustees, and he extensively studied Yale policies, procedures, and support infrastructure. I encourage everyone to read his final report, which he submitted to University Secretary and Vice President for Student Life Kimberly Goff-Crews and Vice President for Human Resources and Administration Janet Lindner. They have shared the findings with a number of faculty, students, and staff members, who participated in the review process. After consulting with Secretary Goff-Crews and Vice President Lindner, I endorse the main findings of the report and have decided to adopt its key recommendations.
I agree with Dr. Reese’s assessment that the Office for Equal Opportunity Programs (OEOP) and its predecessors have done an exemplary job over the last forty years in addressing concerns about discrimination. I note his conclusion that adding capacity to the OEOP, and further training staff who work with students, will be more effective than creating a new mechanism specific to racial discrimination covered under Title VI. We will add staff and rename the OEOP, so that it can handle better Title VI and other discrimination reports and complaints.
We are committed to creating an inclusive and equitable campus environment beyond merely meeting legal requirements. To do so, Dr. Reese recommended that we clarify and communicate the leadership structure for the Belonging at Yale initiative. I agree with this recommendation, and I am designating Secretary Goff-Crews to lead the coordination, strategy, and alignment of all campus-wide Belonging at Yale and diversity, equity, and inclusion efforts. In this role, Secretary Goff-Crews will work closely with the President’s Committee on Diversity and Inclusion, Deputy Provost for Faculty Development and Diversity Richard Bribiescas, Human Resources Chief Diversity Officer Deborah Stanley-McAulay, and other senior leaders on campus.
Under Secretary Goff-Crews’s guidance, a new deputy secretary will support the implementation of diversity, equity, and inclusion initiatives by schools and units, working directly with members of the university cabinet and other leaders to ensure our efforts are strategic and unified. The deputy secretary will supervise specialists who will provide ongoing, targeted training for Deans’ Designees, student leaders, and other university members on responding to discrimination and harassment and on creating a culture of belonging to prevent such behaviors.
Secretary Goff-Crews and Vice President Lindner will provide more information about these changes later in the term, and they will announce a forum open to all members of the community to discuss the findings of Dr. Reese’s report. Some of his recommendations, such as improvements in how we communicate across the campus after an incident of discrimination or other event of concern, have already been put in place. As we implement others in the coming months, we will continue discussions with members of the university community, and we look forward to updating you on our progress.
I thank Dr. Reese for his honest and cogent analysis and recommendations, and I appreciate everyone who took time to share their views with him. I am grateful to Secretary Goff-Crews and Vice President Lindner for guiding the review process and ensuring Dr. Reese could meet with broad cross-sections of faculty, students, and staff. Secretary Goff-Crews has my gratitude for leading the coordination and strategy for Belonging at Yale efforts as well.
Today’s announcement builds upon contributions from many members of our university community, who engaged in thoughtful conversations and suggested ways we can create a stronger and more inclusive Yale. This work is an evolving process and requires community-wide engagement. Thank you for joining me in this vitally important effort.
Sincerely,Peter SaloveyPresidentChris Argyris Professor of Psychology
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