HP is taking legal action against Oracle for allegedly breaching its 2010 partnership agreement of porting HP’s core software products with the latest versions of Itanium. In March, Oracle announced it would not be developing any new versions for products designed for the Itanium processor. Itanium has the ability to power the so-called Business Critical Systems hardware for extremely demanding enterprise applications. However, Oracle said the chip line is about to die.

The companies’ lawyer met in the Santa Clara County Superior Court with Judge James Kleinberg presiding to discuss their side of the event. Others in the courtroom included Ann Livermore, HP board member and former enterprise business chief, and Oracle’s co-President Safra Catz. Catz and Livermore were the two key negotiators for the agreement. Livermore was to testify later in the day. Kleinberg is set to rule if the companies had a legally binding contract.

Jeff Thomas, HP’s lawyer, focused on the so-called Hurd Agreement wording, where the companies reiterated their partnership after Oracle hired Mark Hurd, former CEO for HP. HP also sued Hurd for breaking the confidentiality agreement.

Thomas and the lead lawyer for Oracle focused on one paragraph of the agreement, which read Oracle would continue to provide its product suite on the HP platform in a way that’s consistent with the existing partnership before Hurd’s hiring.

I’ll get straight to the point.  Why should companies invest more in management training?  Here are 10 simple reasons.

1) An employee’s relationship with his or her direct manager is the most important single factor in employee engagement.

2) Engaged employees are happier and more productive.  Disengaged employees are frustrated and more disruptive.

3) Because there’s no widely agreed-on skillset for management (good managers come in all shapes and sizes), there’s an assumption everyone knows how to do it.  This is akin to someone who’s never driven before being given keys to a car and told: “Drive.”  (Many many years ago, this is how I first learned to manage.  I blundered my way through it.  Trial and error.  It wasn’t pretty.)

When making a strategic cloud decision, organizations can follow either one of two ideologies: open or closed.

In the past, major software technologies have been widely accepted because an emerging market leader simplified the initial adoption.  After a technology comes of age, the industry spawns open alternatives that provide choice and flexibility, and the result is an open alternative that quickly gains traction and most often outstrips the capabilities of its proprietary predecessor.

After an organization invests significantly in a technology, the complexity and effort required steering a given workload onto a new system or platform is, in most cases, significant. Switching outlays, shifting to updated or new software/hardware platforms, and the accompanying risks may lead to the ubiquitousness of large, monolithic and complex ERP systems – reason not being that they offer the best value for an organization, but rather because shifting to anything else is simply – unthinkable.

There’s no denying that these are critical considerations today since a substantial number of organizations are making their first jump into the cloud and making preparations for the upsetting shift in how IT is delivered to both internal and external clientele. Early adopters are aware of the fact that the innovation brought about by open technologies can bring dramatic change, and hence are realizing how crucial it is to be able to chart their own destiny.

There are normally two sides to the story when it comes to employment. On one hand, employers hold the view that the right candidate is a hard find; while on the other, job hunters think that it’s a tasking affair to land a decent job out there.

Regardless of which side of the divide you lay, landing good work or workers is a tedious endeavor. For those looking to hire, a single job opening could attract hundreds or thousands of applicants. Sifting through the lot in hope of finding the right fit is no doubt time consuming. Conversely, a job seeker may hold the opinion that he or she is submitting resumes into the big black hole of the Internet, never really anticipating a response, but nevertheless sending them out rather than sit back doing nothing.

A recruitment agency normally keeps an internal database of applicants and resumes for current and future opportunities. They first do a database search to try and identify qualified and screened candidates from their existing crop of talent. Most often the case, they’ll also post open positions online through industry websites and job boards so as to net other possible applicants.

When it comes to IT staffing needs, HR managers even find a more challenging process in their hands. This is because the IT department is one of the most sensitive in any given organization where a single slip-up could be disastrous for the company (think data security, think finances when the IT guys are working in tandem with accounts). You get the picture, right?