The order authorizes sanctions and visa bans against people using information technology who commit or facilitate grave human-rights abuses related to “Syrian and Iranian regime brutality,” the White House said. The order would also allow the U.S. to target companies that enable human-rights abuses with technology.

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It’s not so much about any shifts in sentiment or intention for spending among large companies, it’s just that the dollar is currently strong against other currencies, so U.S.-domiciled companies are in a weaker position when selling to customers in other countries. When accounting for that discrepancy, Gartner says it expects overall growth in spending of 2.5 percent, but on a constant currency basis, the digits would be transposed for a healthier 5.2 percent.

Spending by governments will likely contract, thanks in no small part to the austerity measures being put in place in the euro zone.

The highest rate of growth will be in the telecommunications equipment sector, which will grow by nearly 7 percent, Gartner says. A lot of that is thanks to mobile going to mobile, but also to speeding up networks. See the rest of the segments and their expected rates of growth in the table I screengrabbed from the press release, below:

Earlier this week, Gartner singled out IT spending in emerging economies, which it said will amount to an impressive trillion and change by itself. And last week we got a glance at the sentiment from 100 CIOs at large enterprises, courtesy of J.P. Morgan, indicating that growth is likely to tick upward this year. Up is good.

Now you understand why executives at large tech companies like Intel, IBM, Hewlett-Packard and Cisco Systems get so excited when they talk about places like Brazil, India and elsewhere.

Brazil in particular is just a big part of a surging Latin American region, Gartner says, where spending will total $326 billion; nearly half of that in the professional sector, the other half in consumer.

By adding Mexico, Gartner also adds a fifth member to the four-country BRIC club comprised of Brazil, Russia, India and China. The five countries that make up the BRIMC club will account for 17 percent, or $658 billion, of IT spending this year, the firm says.

The Asia Pacific Region will account for the most among the emerging economies: $496 billion. The Middle East and Africa will account for $244 billion in spending, more than a third of that coming from Saudi Arabia, Turkey and South Africa. Central and Eastern Europe, led by Russia and followed by Poland and the Czech Republic, will account for $158 billion.

Luis Anavitarte, the Gartner analyst who led the study, says that while that seems like an awful lot of healthy spending, buyers are still cautious. He said in a statement that he expects to see aggressive efforts made to go after new consumer buyers in all of these countries, which brings to mind Apple’s aggressive retail push in China. Also, expect to see a lot of spending on cloud computing and mobile technologies at the office.

(Image taken from what someone thinks a trillion-dollar bill might look like. Of course, no such bill exists.)

And in 2012 — which also happens to be the 10th anniversary of the confab of tech and media titans — it’s already shaping up to be another fantastic event in terms of programming, with a lineup of onstage appearances that is sure to make some news.

There are many more very big names to come, but Walt Mossberg and I are pleased to introduce the first group of interviewees, which will give you a glimpse into the firepower we expect at D10 in late May. It is again being held in Rancho Palos Verdes, just south of Los Angeles.

The initial speakers we have confirmed so far include: New York City Mayor Michael Bloomberg; serial entrepreneur Sean Parker, who will appear with Spotify co-founder and CEO Daniel Ek; Zynga founder and CEO Mark Pincus; Federal Trade Commission Chairman Jon Leibowitz; LinkedIn Chairman and VC Reid Hoffman, who will appear with LinkedIn CEO Jeff Weiner; and Skype CEO Tony Bates.

It’s hard to imagine someone we have wanted to have onstage more than Michael Bloomberg, a man of many talents and interests. He’s known worldwide as the 108th Mayor of the City of New York. First elected in November 2001 (and again in 2005 and 2009), he is also one of the most compelling politicians in the U.S. today.

But Bloomberg is also a pioneer in terms of the business of digital news and information technology, having built a huge and groundbreaking media company and information service. Bloomberg (the company) has 310,000 subscribers to its financial news and information service, and more than 15,000 employees worldwide.

There will be a lot to talk about with him, from the upcoming presidential election to the state of our government to the future of innovation, news and technology.

Also sure to be voluble is Sean Parker, the legendary Silicon Valley entrepreneur who has been on the cutting edge of innumerable important digital trends of the recent decade. In 1999, Parker co-founded Napster, the controversial and industry-changing music service, at the age of 19.

He followed up with early contact information service Plaxo, and then shifted over to his critical involvement as founding president of Facebook in its early days as a start-up, an experience which was dramatized in the movie “The Social Network.” Parker continued to found and also invest in companies, from Causes to Spotify to his most recent, Airtime, a social video company that he is doing with his Napster co-founder Shawn Fanning.

Parker will be appearing onstage with Daniel Ek, another serial entrepreneur and technologist, who started his first company in 1997 at the age of 14. The Swedish native later co-founded online music phenom Spotify in 2006, with Martin Lorentzon.

The former CTO of Stardoll and founder of Advertigo leads a company that is changing the way music is delivered and consumed by fans, against a backdrop of intense change in the industry, succeeding even as a plethora of other services have stumbled.

Also a groundbreaker is Zynga CEO and founder Mark Pincus, yet another serial entrepreneur, whose latest effort in the online gaming arena has finally resulted in his biggest success. It recently went public, and now has a nearly $10 billion market cap.

Before founding Zynga in 2007, Pincus had already started three other companies: Push start-up Freeloader in 1995; automated tech-support company Support.com after that; and early social networking site Tribe.net in 2003.

(I met Pincus when he was at Freeloader in Washington, D.C., while writing a profile of him for the Washington Post, so I have enjoyed tracking his progress since then.)

Pincus is also an avid angel investor, with early stakes in Napster, Brightmail, Twitter and Facebook.

Reid Hoffman was another early investor in Facebook, along with many of Web 2.0’s most successful ventures. Well-known in Silicon Valley as an entrepreneur and VC, and recently dubbed the “start-up whisperer” by the New York Times (although I am not sure exactly what that means), he’s also chairman of LinkedIn, the business-networking service that also recently went public (at a $10 billion valuation, too).

He’ll appear with LinkedIn CEO Jeff Weiner, who started out life in Hollywood, but soon made his way to Silicon Valley as a top exec at Yahoo. After running its media division, Weiner spent a short time at venture firms before going operational again at LinkedIn.

What it takes to build and maintain momentum as tech companies move into more mature stages, as well as how the social networking space evolves, are among the many topics on tap for the pair.

The evolution of a start-up phenom — in this case, Internet telephony service Skype — will be among the topics covered by Tony Bates, who is now a president at Microsoft, which bought it last year.

As such, he is responsible, says the software giant in its description of his job, “for overseeing the company’s direction, strategy and overall mission to become a global communications service that will eventually reach billions of users.”

That’s a tall order for Bates, who came to Skype from a top job at Cisco. Bates has deep roots (or maybe, routing?) in the guts of the Internet, having done backbone-engineering strategy for Internet MCI. The U.K. native also holds nine patents.

Lastly, given all the activity we expect will happen between government regulatory agencies and tech companies over the next few years, we felt it was key to bring in FTC Chairman Jon Leibowitz. He has been at the FTC as a commissioner since 2004, but was given the top job by President Barack Obama in 2009.

Among his priorities, according to his bio, is “promoting competition and innovation in the technology sector through law enforcement and policy initiatives; and protecting consumers’ privacy — especially while they are using the Internet.”

Uh-oh!

Leibowitz knows from regulation, having served as the Democratic chief counsel and staff director for the U.S. Senate Antitrust Subcommittee from 1997 to 2000, where he focused on competition policy and telecommunications matters, as well as a similar stint at the Senate Subcommittee on Terrorism and Technology before that.

There will be a lot more speakers to come, of course. But, so far, we think D10 is off and running fast.

Deutsche Bank analyst Chris Whitmore expects some difficulties for Big Blue stemming mainly from the company’s exposure to the troubled economies of the euro zone and related currency weaknesses there. He expects the company to report sales of $29.8 billion and per-share earnings of $4.62, with his sales forecast slightly more optimistic than that of the consensus of Wall Street analysts.

Even so, he expects the strength of the U.S. dollar relative to the euro in recent months will create a headwind effect worth about 2 percentage points compared to IBM’s prior forecast in October. “Although the stronger dollar is likely to impact reported revenue, IBM remains one of the most defensive names in our universe due to its high exposure to recurring profit streams, past backlog growth and wide geographic and business diversification,” he wrote in a note to clients yesterday.

Hardware sales should be in line with forecasts as IBM has continued to gain market share away from Hewlett-Packard and Oracle. Services should continue to be a sign of IBM’s strength as its backlog of prior contracts should continue to deliver a stable stream of revenue.

One problem may come from service bookings. Whitmore thinks the consensus estimates on this closely watched number are, at $21.5 billion, a little high and thus could disappoint. IBM announced only five deals in the fourth quarter compared to seven in the same quarter of 2010. And though information about the size of the deals was limited generally, two of them combined to amount to about $740 million. “IBM’s services bookings figure is always a wildcard and the lack of many announced deals clouds visibility,” Whitmore wrote. He rates IBM a buy with a price target of $210.

The earnings report will also be the first with Ginni Rometty as IBM’s new CEO. Having already had a busy first few days on the job, it will be interesting to see if she uses the occasion of an earnings conference call to announce anything new, though that’s unlikely.

The new forecast calls for companies and governments to spend a combined $3.8 trillion on information technology, which would amount to growth of 3.7 percent from 2011. The previous forecast had called for growth of 4.6 percent.

For perspective, the difference on a dollar basis is about $100 billion, which is certainly real money, but when you consider the various puts and takes affecting the projected spend, it makes a certain amount of sense.

Gartner says that all four of the major technology sectors it tracks — computing hardware, enterprise software, IT services, and telecom equipment and services — will see their growth rates slow this year.

You can probably guess why: The uncertain global economy, the euro zone sovereign debt crisis and the disruptions on the hardware supply chain from last year’s flooding in Thailand on hard-drive production have all teamed up to perform a triple whammy on the tech sector. The Thailand problem will probably last until well into 2013, Gartner’s Richard Gordon says in a statement, echoing what Seagate CEO Steve Luczo told AllThingsD in an interview in November.

Telecom equipment spending will probably suffer the least, Gartner says. Sales in that sector will grow by nearly 7 percent to $475 billion, followed by the enterprise software market, which will grow by 6.4 percent to $285 billion. The chart at the right, which I screengrabbed from Gartner’s handout, breaks down the revised outlook by each sector versus what the previous growth outlook had been.

Gartner also trimmed its average annual growth projection for IT spending through 2015. It now expects spending to grow by about 5 percent on average, down only slightly from 5.4 percent, but in the wider scope of a few trillion dollars, a fractional change still amounts to hundreds of billions of dollars.

As I reported late last night, Yahoo said it had named PayPal President Scott Thompson as its new CEO. The exec is currently in charge of the large eBay online payments unit.

He’ll start next week, but there are staff conference calls today and also an all-hands meeting on Yahoo’s main Silicon Valley campus (meet at URLs, troops!) tomorrow.

Yahoo shares are down almost three percent on the news so far, as Wall Street has been hoping for a big sale of some sort and not another turnaround.

Yahoo will be holding a 7 am PT press conference about the move and presumably to swan around Thompson.

(Welcome, Scott! I hope you were informed — please do not listen to what co-founder Jerry Yang says on this important issue — that you are supposed to send all internal memos to me! Also, as one of my Twitter followers, Mike Dudas of Google just tweeted: “If Thompson leads companies as well as he grows a moustache, Yahoo made a great CEO choice!!” I concur.)

A Yahoo PR person confirmed the hire very cordially in a phone call early this morning and the Internet giant also put out a press release.

So did I, of a sort, last night. Given I am too tired to rewrite myself, here is what I had reported:

The company fired its last CEO, Carol Bartz, in September, and Yahoo has been run by the board and also by interim CEO Tim Morse, who had previously been its CFO.

After Bartz’s ouster, Yahoo said it was looking at a range of strategic options, including the possible sale of all or part of the company.

That was the focus at first, although Yahoo had simultaneously hired Heidrick & Struggles to look for a new CEO.

The company attracted two partial investment bids from private equity firms, Silver Lake and TPG Capital, but shareholders were unhappy with the low prices of these so-called PIPE — Private Investment in Public Equity — arrangements.

Yahoo then moved to try to strike a tax-advantaged deal with its long disgruntled Asian partners, China’s Alibaba Group and Japan’s SoftBank, to sell back parts of the large stakes it has long owned in Alibaba and Yahoo! Japan.

Those complex negotiations are still ongoing and look promising, which could yield Yahoo billions of dollars in capital to be given to investors, for stock buybacks or to invest in new initiatives.

Since then, the board — long considered one of the more cloddish in tech — has turned its attention to hiring a new CEO, in the hopes of trying once again to revive its flagging fortunes.

Thus, it began looking to hire someone with deep tech experience at a large public consumer Internet company in Silicon Valley.

That narrowed the field, with Yahoo looking at a range of choices with expertise in advertising, technology platforms and more.

There is a lot of that on the deep bench that eBay CEO John Donahoe has assembled at the online commerce giant, including Thompson.

Plus, he is a genuine Internet geek.

According to his eBay bio, Thompson became president of PayPal in early 2008, after serving as its CTO in charge of information technology, product development and architecture.

Before eBay, he worked at Inovant, a subsidiary of Visa formed to oversee global technology for the organization. He was also CIO of Barclays Global Investors and has worked at Coopers and Lybrand on information technology.

And here’s a tasty new wrinkle: Thompson recently “liked” Yahoo on his Facebook page, along with the decidedly more interesting Kickstarter and Splunk.

Again, Scott, thanks for the Facebook tip — I knew the social networking site could come in handy!

(Also, here is an interview I did with him post-announcement.)

And here is Yahoo’s official press release where Yahoo Chairman Roy Bostock says nice stuff about Thompson:

YHOO_News_2012_1_4_General

According to sources close to the situation, Yahoo is poised to name a CEO, an announcement that could come as early as tomorrow.

Sources said the leading candidate likely to get the nod is a dark horse and someone who has not been named in previous reports (and not on my suggested lists!): PayPal President Scott Thompson, who runs eBay’s massive online payments unit.

While the situation could certainly change, the Yahoo board has definitely been moving aggressively of late to try to find a new leader for the Silicon Valley Internet giant.

The company fired its last CEO, Carol Bartz, in September; Yahoo has been run by the board and also by interim CEO Tim Morse, who had previously been its CFO.

After Bartz’s ouster, Yahoo said it was looking at a range of strategic options, including the possible sale of all or part of the company.

That was the focus at first, although Yahoo had simultaneously hired Heidrick & Struggles to look for a new CEO.

The company attracted two partial investment bids from private equity firms, Silver Lake and TPG Capital, but shareholders were unhappy with the low prices of these so-called PIPE — Private Investment in Public Equity — arrangements.

Yahoo then moved to try to strike a tax-advantaged deal with its long-disgruntled Asian partners, China’s Alibaba Group and Japan’s SoftBank, to sell back parts of the large stakes it has long owned in Alibaba and Yahoo! Japan.

Those complex negotiations are still ongoing and look promising, which could yield Yahoo billions of dollars in capital to be given to investors, for stock buybacks or to invest in new initiatives.

Since then, the board — long considered one of the more cloddish in tech — has turned its attention to hiring a new CEO, in the hopes of trying once again to revive its flagging fortunes.

Thus, it began looking to hire someone with deep tech experience at a large public consumer Internet company in Silicon Valley.

That narrowed the field, with Yahoo looking at a range of choices with expertise in advertising, technology platforms and more.

There is a lot of that on the deep bench that eBay CEO John Donahoe has assembled at the online commerce giant, including Thompson.

Plus, he is a genuine Internet geek.

According to his eBay bio, Thompson became president of PayPal in early 2008, after serving as its CTO in charge of information technology, product development and architecture.

Before eBay, he worked at Inovant, a subsidiary of Visa formed to oversee global technology for the organization. He was also CIO of Barclays Global Investors and has worked at Coopers and Lybrand on information technology.

And here’s a tasty new wrinkle: Thompson recently “liked” Yahoo on his Facebook page, along with the decidedly more interesting Kickstarter and Splunk.

(Dear Scott, Nice to meet you. And thanks for the tip! FYI, it’s a juicy giveaway like that which feeds my insatiable quest to find out All Things Yahoo!)

More to come soon, I expect.

Yahoo, as usual, never got back to me on my query, although the much more cordial people at eBay politely declined to comment.

Despite everything, corporate spending on IT was going to hold steady, went the conventional wisdom. Big tech companies selling to big companies — except the financial ones — were supposed to have the situation well in hand. All those big companies looking to get things done in a faster, cheaper and more efficient manner would be writing big checks to the big lumbering tech companies, which would translate into operational savings: Faster servers, faster PCs, cloud services, better software.

At least that was the conventional wisdom until today. Now Oracle has gone and harshed whatever buzz there was left. Once investors got their heads around the wider implications of the software giant’s disappointing quarter, they concluded that the entire enterprise tech sector required a sharp spanking. Here’s a rundown of the damage:

• Oracle shares fell by $3.40 or nearly 12 percent, and briefly traded within 20 cents of their 52-week low.
• IBM, recently the engine of steady, dependable tech growth, fell $5.77, or more than 3 percent.
• Cisco Systems fell 49 cents, or more than 2 percent, and teamed up with Big Blue as the day’s worst Dow performers.
• Salesforce.com fell 5 percent.
• VMWare fell nearly 10 percent.
• SAP fell $3.49, or more than 6 percent.
• Hewlett-Packard held up (relatively) better than the rest, falling only 47 cents, or less than 2 percent.

Okay, you get the picture. Investors wanted out of any stock that touched enterprise tech today. Oracle is considered a bellwether. The result was predictable. But does the crux of the argument that fueled today’s fear have any merit? Maybe not.

There are reasons to hope it’s not quite so bad. For example, IT consulting house Accenture, which saw its own stock fall more than 4 percent today, recently reported a pretty good quarter, with record revenues and earnings. Its strength came from $7.8 billion in new bookings, which isn’t exactly a negative indicator.

Second, even if corporate spending does slow down, tech M&A deals could help larger companies grow despite themselves. Oracle, Cisco and IBM have a combined $87 billion in cash and short-term investments among them. And as we’ve seen, there’s still plenty of appetite among large tech companies for gobbling up smaller ones, especially in the red-hot software-as-service space.

Recent examples include SAP’s $3.4 billion acquisition of SuccessFactors, Oracle’s $1.5 billion deal for RightNow, and Salesforce’s grab of Rypple.

And the potential targets are numerous: There’s Taleo, NetSuite, Workday; even newly public Jive Software.

Finally, the currency weakness that has Oracle and so many other companies running uphill when dealing with non-U.S. customers isn’t going to last forever. Yes, it’s true that IT companies like it better when the dollar is weak against the euro. Considered from that angle, Oracle and other global tech companies suffer less from a demand problem than a temporary — though it is going on way too long — currency problem.

But even if the euro crisis does last well into next year, there are still the BRIC countries, which Intel, another significant tech bellwether, can’t stop praising. And — dare I say it? — the U.S. economy is showing signs of coming back to life. In several states, private payrolls are growing just enough to offset the declines in employment at state and local governments, and as new tax revenue flows, government payroll declines will slow, as well. As 2012 wears on, the U.S. might find itself rolling into an honest-to-goodness recovery, which would fuel improvements to IT budgets. Though the hard-drive shortage caused by the flooding in Thailand won’t make this any easier.

So don’t worry. Or don’t worry too much.

“There is talk of making risk management a staple of every board… Board members do not like this. IT security is not an event. It is an ongoing risk. And that is one reason that people don’t like dealing with the subject,” he said. All it will take is a “significant attack” on a large company and the pressure will grow for boards to step up, he added.

And it’s only a matter of time before that attack comes. “The problem is a lot of factors are working against you. The number of bad guys is increasing. The sophistication of the bad guys is increasing,” he said. So is the complexity of the IT environments the bad guys want to attack.

Add to that, companies have to innovate to move their business forward, and that breeds more vulnerability. In his own experience, he said, “I’d look at study after study and find out that the bad guys were coming at us through the very engines of innovation that we were trying to create. I’d talk to people about stirring up social networking environments, and the first thing I’d get is someone saying, ‘You know what’s going to happen? Bad guys are going to show up.’ All I wanted to do was reach out to customers.”

Asked later during a Q&A session if there was anything that surprised him about his first six months at Oracle, following his departure from Hewlett-Packard, he said “not much,” but then elaborated:

“I think that to be very blunt, the best thing about it is that I knew the tech portfolio was fantastic coming in. It’s turned out to be just as good or better. The one thing that I think was a surprise is that there are so many customers that don’t know the breadth of our portfolio. We’ve got to do more work to communicate the breadth of what we’ve got….Then there’s little things, like people don’t know how much we spend on R&D. Things like that. I came in with high expectations and I haven’t been disappointed.”

For the record, Oracle spent a little less than $3.3 billion on R&D in its 2010 fiscal year, which amounted to about 12 percent of sales. Now you know.

“Intel’s work on Intel Itanium processors and platforms continues unabated with multiple generations of chips currently in development and on schedule,” Intel CEO Paul Otellini said in a brief statement issued just a few minutes ago. “We remain firmly committed to delivering a competitive, multi-generational roadmap for HP-UX and other operating system customers that run the Itanium architecture.”

As I mentioned earlier, Intel has two new generations of the Itanium chip in the pipeline. The current generation was known by the codename Tukwila. The next, which is generally expected next year, is codenamed Poulson. It’s an eight-core Itanium that will be built on Intel’s 32-nanometer manufacturing process, and Intel says it will double the performance of the current Tukwila generation. Beyond Poulson lies Kittson, about which few details are known. Otellini said it’s an “officially committed roadmap product” that is in active development. He also plans to say a lot more about it in his keynote at the Intel Developer’s Forum in Beijing next month. So, take that Oracle.

Update: And now finally Hewlett-Packard, which is for the most part the only company making servers using Itanium chips, has responded to all this.

In a statement issued just moments ago, David Donatelli, HP’s Executive Vice President and General Manager of its HP Enterprise Servers, Storage, and Networking group said the following”

“We are shocked that Oracle would put enterprises and governments at risk while costing them hundreds of millions of dollars in lost productivity.”

The move is no doubt a blow to Intel’s meager Itanium business, but it’s surprising that Oracle waited this long. Both Microsoft and RedHat announced they were jumping ship last year. Microsoft said last year that Windows Server 2008 R2 would be the last operating system to support Itanium. RedHat dropped its support with the release of Enterprise Linux 6.

From an operating system standpoint that leaves HP-UX, Hewlett-Packard’s variant of Unix as the only real option, which makes some sense since HP sells nearly all the Itanium-based servers on the market.

It’s also a bit of a turn of events. As CNet’s Stephen Shankland points out, it was only five years ago Oracle CEO Larry Ellison said “There is no more important platform for Oracle than HP and Itanium.”

That of course was before Oracle owned Sun Microsystems. Since then, and after former HP CEO Mark Hurd left to become an Oracle co-president, Ellison has turned bashing HP into something of a hobby. It wasn’t hard to detect a bit of a sneer as Oracle’s press release pointed out that in his strategy remarks last week, HP CEO Léo Apotheker didn’t mention Itanium once.

Intel had gone to a great deal of effort to develop the 64-bit server chip, and at the beginning of the last decade portrayed it as a significant leap forward in server computing. The problem was that it wasn’t backward compatible with existing software written for Intel’s standard x86 chips, and so software meant to run on Itanium systems required extra work or had to developed separately.

This caused the kind of controversy that only computer scientists could love and prompted one of the more interesting chapters in the decades-old rivalry between Intel and its much smaller rival Advanced Micro Devices. AMD suggested a very different approach to 64-bit computing by simply extending the standard x86 platform. Software initially developed for standard 32-bit chips could run without any of the extra work on a 64-bit system. The industry liked it, and within a few years AMD had implemented the idea on its Opteron server chips. During 2005 and 2006 AMD built up enough momentum to take away some of Intel’s share of the server market.

Under pressure, Intel changed its mind and, beginning in 2004, started putting out its own x86-compatible 64-bit chips. Its Intel64 technology is now a standard across its server, desktop and notebook chips. And it got most of its share of the server market back with its Xeon line.

Despite the fact that it never really caught on, Intel is still putting out Itanium chips, though it’s really a niche product. It updated the line last year with the Itanium 9300. It also has two future chips in the family still in the pipeline, one codenamed Poulson, the other codenamed Kittson. Time will tell if either ever see the light of day. Few companies buy servers built around Itanium chips.

HP was an early partner in the chip’s development, just last week announced a new Itanium-based blade system, and continues to sell its Itanium-based Superdone line. However the HP unit responsible for selling those systems, Business Critical Systems, is showing no sign of progress. In its most recent quarter, revenues fell slightly to $555 million from the year-ago period.

And while it will continue to run existing Oracle installations and still enjoy Oracle support, these machines won’t be able to run future versions of Oracle’s database. That’s not going to help HP sell any more of these boxes.

In video released by The White House today, he talks about the IT spending by the federal government. Naturally, lots of projects are behind schedule and over budget. In 2009, the government launched an IT Dashboard that was meant to expose all the government’s bit IT projects to the light of day and review them. Kundra tells us that out of 38 projects reviewed, four were canceled and 11 were reduced in scope for a total savings of $3 billion.

Clearly the government has a bit of a problem spending its IT funds effectively. The dashboard is the public face of a review process that helped get some of that spending under control. It brings some accountability to the federal IT process, adding the name and photo of the agency CIO responsible.

Using this dashboard tool, The Obama Administration says it has identified under-performing high priority IT projects, which in turn brought them under intensive review. Projects that had run too far off the rails were cut off, others were re-jiggered. The result, the government says, has cut in half the time it takes to finish projects like new biometric technologies for law enforcement and easy access to cargo inspection systems for Border Control agents.

I certainly sympathize, having seen IT projects in the private sector spin out of control relatively easily, but yikes. The taxpayer in me doesn’t like the size of the amounts being thrown around. One thing I have to wonder about, since Kundra doesn’t address it, is personnel ramifications. In the private sector, when you can’t manage your projects and budgets effectively, you lose your job. Did that happen here? Or are the same people responsible for running massive IT projects that weren’t delivered on time or on budget going to be in charge of the next one?

Kundra said in a panel discussion in Washington DC yesterday that the government plans to give detailed reports on the state of its IT spending every six months as part of a 25-point IT reform plan he put forth last year. The plan includes extra flexibility in spending decisions for federal CIOs, and a strategy to shift about $20 billion in federal IT spending to cloud services.

Cloud applications like those found in Google Apps are a little different. Since everything works within the browser, there are fewer, if any, things that are likely to break when a new app or feature gets introduced. And Google likes nothing more than pushing the latest shiny things–new features and apps–to its users as soon as they’re ready. Not all IT managers are cool with that, however, because it forces them to get familiar with the new apps and features before they’re ready to field questions about them from their users.

Today, Google is making it possible to choose between being an early adopter or taking a more careful approach by giving Google Apps administrators a two-track deployment approach. One track, known as Rapid Release, gives users access to new apps and features as soon as Google rolls them out.

The second track is known as Scheduled Release, and gives admins a week to familiarize themselves with new apps and then allow their users to get them on a weekly basis, with updates taking place every Tuesday. Google says new features for GMail, Contacts, Google Calendar, Google Docs and Sites will follow this new release schedule going forward.

As part of his remarks at an HP event in San Francisco today, CEO Léo Apotheker said the company intends to “build and manage an HP cloud.” He gave no specific details on when the service will commence operation. HP also plans to develop what it calls an open cloud marketplace for the enterprise

He announced the plan after laying out a strategy combining the cloud, connectivity and software that “enables and joins them together.” He portrayed it as a natural move for HP, which is a powerful player in the server business. “Today seven out of 10 cloud providers are already our customers,” he said.

The cloud service is just one piece of the broad strategic plan that he said will see HP playing on its strengths as a trusted traditional IT partner that will help companies make the shift from traditional corporate IT environments to embrace cloud computing, and hybrid approaches combining on-premise and cloud-based approaches.

He also paid a lot of attention to WebOS, the mobile operating system HP took over when it acquired Palm last year. As previously reported, HP plans to put WebOS on every one its PCs as part of a strategy to encourage developers to embrace. Apotheker said that HP has the potential to deliver 100 million WebOS-enabled devices into the marketplace.

He made another point about “big data,” and the recent acquisition of Vertica Systems is central to it. HP will close the deal during the second quarter. He said HP will offer an appliance for data analytics, though it will also offer Vertica’s capabilities as software and in the cloud.

Apotheker has finished speaking and how CFO Cathie Lesjack is on stage discussing the financial implications of the strategy. She said that HP will be “aggressive acquirer,” of companies. Lesjack also announced a 50 percent increase in the regular quarterly dividend payment to shareholders to 12 cents a share and that company expects it will increase the dividend annually. She also said the new strategy is expected to add $7 in per-share earnings on a non-GAAP basis by 2014.

The story comes only days before Apotheker, whom Bloomberg’s Aaron Ricadela describes in one passage as a “peripatetic polyglot,” is to have his formal public debut next Monday before an assembled mass of reporters and analysts at HP headquarters in Palo Alto. (I’ll be there.) The story drops a lot of the same hints that have been making the rounds for some time. HP is going to be shopping for software companies. We heard that hint last year from key HP execs like Marius Haas.

So whom might HP buy? An analyst trots out the usual list of targets: Informatica, BMC Software, SAS, Symantec are among them. Apotheker himself rules out two: SAP and Salesforce.com. HP has “no interest” in SAP’s business and financial software–and being a former SAP CEO, he would know whether its a worthy target or not–or in Salesforce’s cloud-based CRM product. His eschewing of Salesforce probably has more to do with its lofty $17 billion valuation than with its actual line of business. HP has about $11 billion in cash plus another $14 billion or so in borrowing resources, according to its 10K.

A fund manager that holds HP stock argues in the story, as so many others have, that the company is missing out on the cloud computing trends. Apotheker doesn’t seem to express any interest in it whatsoever. He goes on to talk about how HP will put webOS, the smart phone/tablet operating system it acquired when it bought Palm last year, on all its PCs. The idea is to get software developers interested in writing applications for webOS. Well, that’s kinda cloudy, maybe.

Apotheker also says the Mark Hurd era of zealous cost-cutting is over. Product quality is in. Those quality-assurance experts that Hurd fired? Those jobs are coming back. Machines that work right when they’re first turned on, incur lower service costs over time, he says: “We have cut enough costs.”

Dell just reported quarterly earnings, and the numbers are a bit mixed. First off, sales in the fourth quarter were $15.692 billion, just a whisker short of consensus analyst expectations of $15.72 billion. That represents a 5 percent improvement over a year ago.

Per-share earnings, however, were way ahead of the consensus at 53 cents versus 37 cents, amounting to a change of 89 percent over the year-ago quarter.

In its outlook, Dell said it expects revenue to to grow in the range of 5 to 9 percent in its fiscal year 2012 (underway as of Jan. 29), and for profits to grow in a range of 6 to 12 percent. Cash flow from operations will exceed profits.

Dell shares are up more than 6 percent in after-hours trading.

Here are some highlights:

• Enterprise sales and services grew 7 percent to $4.6 billion, or 29 percent of overall sales.
• Server revenue increased 16 percent.
• EqualLogic sales grew 49 percent and, combined with Dell PowerVault sales, accounted for almost two-thirds of storage sales and north of 80 percent of storage gross margin dollars.
• Sales in the combined large enterprise, the public and small- to medium-business sector was up 9 percent to $12.4 billion in the quarter, with revenue for commercial laptop and desktop computers growing 10 percent.
• PC profitability (Dell calls them clients) improved in the second half of the year, driven by improvements in the supply chain, lower input costs and improved product quality. For the full year, PC revenue grew 14 percent to $33.7 billion, driven on a refresh cycle from corporate buyers.

CEO Michael Dell sounded an optimistic note, the first I can recall in some time:

“I’m very pleased with our fiscal year results and the strong performance we’re seeing in our commercial businesses. We remain focused on developing and acquiring new technologies and capabilities, and our IT solutions portfolio has never been stronger. Customers are now seeing Dell in a fresh light, and we’re heading into the new year with strength and optimism.”

Companies are signaling they’re more comfortable spending money on technology now that sales and profits are expanding. “What drives tech spending are profits,” said Bill Whyman, head of tech strategy research at equity research broker dealer ISI Group Inc. Corporate profits have been surging the last few quarters and spending usually lags profits by three quarters, he said.

World-wide information technology spending is forecast to increase 5.1% to $3.6 trillion this year, according to market research firm Gartner Inc.

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The good news is that Gartner has revised its outlook upward. Companies and governments will spend $3.6 trillion on IT this year, which is more than the prior $3.4 trillion forecast, amounting to growth of 5.1 percent. Sounds great, right?

Yes, but it’s complicated, especially from the U.S. point of view. The weak dollar makes the figures look a little better than they are. In 2010, Gartner says, IT spending grew 2.2 percent, but more than half of that–1.6 percent–can be attributed to the devaluation of the dollar against other currencies. Companies and governments spending other currencies can get more dollars for their money, and so this tends to inflate the appearance of growth, Gartner’s Richard Gordon told me.

A weak dollar is generally good news for U.S. companies that do a lot of global business. U.S. products and services look more attractive to non-U.S. buyers. But in cases like this, U.S. companies end up paying more for items that get imported and for raw materials.

That’s not to say there isn’t actual growth. Gartner says spending is picking up fastest on telecom equipment, with computing hardware and enterprise software following close behind.

Spending on discretionary items like IT services and consulting is coming back the slowest. When the economic crisis hit in late 2008 and early 2009 these were the first items on the chopping block, and spending on them is only now beginning to make a comeback.

Now as head of HP Networking, he has a job that is no less daunting: Wrestling with none other than Cisco Systems, the powerful grandaddy of the networking business. HP’s networking unit, recently bolstered by its $2.7 billion acquisition of 3Com last year, caught some attention this week with an audacious promotion offering networking customers a 20 percent discount on certain products if they trade in old Cisco gear.

To be fair, HP has yet to take much business away from Cisco. As The Wall Street Journal noted, Cisco has so far held on to its 70 percent share of the enterprise Ethernet switching market in Q3, up from 67 percent a year ago, according to the research firm Infonetics. HP’s share was 11 percent, the same share that 3Com had before it was part of HP.

Still, it’s an interesting time to be trading barbs with Cisco, in part because it appears vulnerable given its uncertain market outlook when it reported earnings last month, but also because it’s eyeing some of HP’s home turf for expansion.

I met up with Haas at HP Headquarters in Palo Alto recently to talk about how the matchup with Cisco is shaping up, and what to expect from HP in 2011.

NewEnterprise: Marius, let’s start with the big question about the coming year. You were deeply involved with the EDS deal and several HP deals before that. Is there still an appetite for big deals in IT or at HP?

Marius Haas: “It’s not going to stop. The big are going to get bigger. The appetite for some of the niche technology players to get some funding so they can grow to a sufficient scale is not gone. Now it’s becoming clear that Cisco, Oracle, IBM and HP are all pretty much starting to build out their end-to-end stacks and I don’t see any stop to the deal-making. In order to get the kind of muscle you need to compete in this market you have to be pretty big and you have to be global.”

NE: So HP is not done doing deals?

MH: “No.”

NE: What kind of deals might we see?

MH: “I’ll give you a hint. Look at who our new CEO and Chairman [former SAP CEO Léo Apotheker] is. You can probably draw a conclusion that maybe we’ll continue to expand in the software arena, and then move up the stack. That’s a logical path he could be taking.

NE: Let’s talk about the competition, specifically Cisco–a networking company that’s going after the data center and IT. You run the networking division of an IT company. Talk to me about that dynamic.

MH: “We like the position we’re in. We have all the things you need in order to bring together and deliver a sort of holistic kind of cloud strategy for customers. It takes a lot of IP and we’re the only company on the planet that has it all. Servers, storage, networking, management software, services. And all the devices as well. No one else has that. And Cisco doesn’t have it. They will come from their position of strength which is networking, but they are going to have to partner to deliver the broader ecosystem. It’s easy to put on paper, but harder to deliver.

“They’re used to their network model with proprietary products. Customers are saying they don’t want proprietary stuff. They want something that’s standards-based, interoperable and at a much lower cost. Our offering is resonating. We don’t see the kind of slowness they are seeing. And the enterprise customers are telling us they no longer want a single-vendor-dominated networking market. They want competition for their business.”

NE: So where are you seeing demand?

MH: “Historically HP before we acquired 3Com was strong in the mid-market and in the edge of the enterprise. We were strong in the K-12, local government, hospitality and health care segments. Now we’re seeing broader momentum in the enterprise, especially from companies who are modernizing their environment and getting ready for the cloud. People are getting tired of paying a premium for Cisco. And you’ve got about $9 billion worth of gear from Cisco that is going end of life soon. Out of our top 1,000 enterprise accounts, 458 are doing proof of concept trials with us. People are now convinced we are that second horse in the race.”

This is a large acquisition for SAP (SAP) and one that will give it quite a bit more fire power in its battles with nemesis Oracle (ORCL). As Forrester Research’s (FORR) Paul Hamerman told Bloomberg earlier today, “The deal makes sense because SAP is betting heavily on in-memory computing and mobile applications as the future of computing and Sybase brings to the table a capability for high-speed in-memory databases and a mobile application platform.”

Here’s the announcement:

SAP to Acquire Sybase

Strategic Move to Accelerate the Reach of SAP® Solutions across Mobile Platforms,

Help Companies Manage and Analyze Business Information and Processes on Any Device

WALLDORF, Germany and Dublin, California, USA — May 12, 2010 — SAP (NYSE: SAP) and Sybase, Inc., Dublin, California (USA) (NYSE: SY) today announced that SAP’s subsidiary, SAP America, Inc., has signed a definitive merger agreement to acquire Sybase, Inc., in a transaction that will bring the two information technology (IT) leaders together to enable companies to become better-run “unwired enterprises.” As a result of this transaction, customers will be able to better harness today’s explosion of data and deliver information and insight in real time to business consumers wherever they work so they can make faster, more informed decisions. Companies will benefit from greater productivity, speed and agility to help their businesses grow. Under the terms and conditions of the merger agreement, SAP America, Inc., will make an all cash tender offer for all of the outstanding shares of Sybase common stock at $65.00 per share, representing an enterprise value of approximately $5.8 billion.

The per share purchase price represents a 44% premium over the three-month average stock price of Sybase. The transaction will be funded from SAP’s cash on hand and a €2.75 billion loan facility arranged and underwritten by Barclays Capital and Deutsche Bank.

The Sybase board of directors has unanimously approved the transaction. The closing of the tender offer is conditioned on the tender of a majority of the outstanding shares of Sybase’s common stock on a fully diluted basis and clearance by the relevant antitrust authorities.

SAP and Sybase to Benefit from Synergies

Both SAP and Sybase will benefit from synergies across product lines and markets. SAP will accelerate the reach of its solutions across mobile platforms and drive forward the realization of its in-memory computing vision. This will drive higher user adoption of SAP software and unlock significant business value out of existing customer investments. In addition, Sybase’s innovative mobile platform can connect all applications and data (SAP and non-SAP) and enable them on mobile devices. SAP, Sybase and their customers will be able to tap into Sybase’s messaging network to reach 4 billion mobile subscribers through 850+ operator relationships worldwide and engage their consumers via alerts, transactions and promotions on their mobile devices.

For Sybase, SAP in-memory technology will provide the opportunity for dramatic performance improvements to its analytic processing capabilities. Sybase will also be able to bring its complex event processing and analytics expertise, which was built in the financial sector, to customers in other industries, markets and product areas in which SAP has a complementary, strong presence. Finally, Sybase’s core database business will be enhanced by SAP in-memory technology to deliver integrated transactional and analytical capabilities. At the same time, SAP reinforced its dedication to customer choice by stating that it will continue its commitment to supporting leading database vendors.

The synergies between the two companies will also expand opportunities for the SAP and Sybase ecosystems. Software and implementation partners can capture new opportunities by innovating on Sybase’s market-leading mobile platform, which will make it easier to create, deliver and securely manage mobile enterprise applications across major device types.

SAP and Sybase Stronger Together

“With this transaction, SAP will dramatically expand its addressable market by making available its market-leading solutions to hundreds of millions of mobile users, combining the world’s best business software with the world’s most powerful mobile infrastructure platform,” said Bill McDermott, co-CEO of SAP and member of the SAP Executive Board. “This is a game-changing transaction for SAP and Sybase customers, who will be better able to connect their employees with key functionality and information from anywhere and make it easier for companies to make faster, more informed business decisions in real time. With SAP’s customer-centric approach, we are resolute in our commitment to support Sybase customers to be best-run businesses.”

SAP said it will continue to support each organization’s product road map while enhancing products to help customers derive additional value from existing investments. It also stated that both companies’ development organizations would remain intact, with the opportunity to cross-collaborate to increase innovation for customers.

Headquartered in Dublin, California, Sybase delivers a range of solutions to ensure that customer information is securely managed and mobilized to the point of action, including enterprise and mobile databases, middleware, synchronization, encryption and device management software, and mobile messaging services.

“Mobile devices are becoming the preferred interaction point with business applications, whether the user is a factory supervisor, a retail manager or an entrepreneur in a developing nation,” said Jim Hagemann Snabe, co-CEO of SAP and member of the SAP Executive Board. “The combination of SAP and Sybase will give users the option of running their operations from leading mobile devices and will unleash the full power of mobility, including messaging interoperability, content delivery and mobile commerce services, across all companies and roles and in any location. In addition, innovation around Sybase’s established database business will pave the way for ‘real’ real-time analytics and finally remove the decade-old barrier between business applications and business intelligence.”

Sybase to Operate Stand-Alone

The two companies announced that Sybase will operate as a standalone unit under the name “Sybase, an SAP Company.” Sybase’s management team will continue to run the business. The SAP Executive Board plans to propose to the Supervisory Board to appoint the Chairman and CEO of Sybase to SAP’s Executive Board.

“This transaction better positions SAP and Sybase to bring remarkable benefits of mobility and real-time information to our customers’ existing technology investments,” said Vishal Sikka, Chief Technology Officer and member of the SAP executive board in charge of Technology and Innovation. “SAP’s in-memory computing technology is already revolutionizing business analytics and will bring a paradigm shift to enterprise data management for all applications. The in-memory team within SAP will continue its current mission to innovate in-memory technology and these innovations will enable both SAP and Sybase to bring unprecedented value to their customers.”

“This combination is a transformative event in the software industry,” said John Chen, CEO of Sybase, Inc. “SAP’s in-memory technology in combination with Sybase’s database technology will revolutionize how transactional and analytic applications are built, benefiting all businesses. Further, by combining the market leader in enterprise applications with the market leader in enterprise mobility, companies around the world will be able to run their business from many devices. This will drive a new wave of enterprise productivity. The combined SAP/Sybase will be able to provide a software offering that enables companies to transform their businesses in an increasingly data-, consumer- and mobile-centric world.”

Transaction Expected to Be Accretive to SAP’s Earnings per Share on a non-IFRS Basis in 2010 and Beyond

The transaction is expected to close during the third quarter of 2010 and will be immediately accretive to SAP’s earnings per share on a non-IFRS adjusted basis. SAP expects the combination to deliver synergies through both revenue enhancement and the realization of cost efficiencies. Additional details regarding specific product, go-to-market and other integration details will be provided after the transaction is complete.

Tender Offer Details and Disclosure Information

SAP America’s wholly owned subsidiary, Sheffield Acquisition Corp.will promptly commence a tender offer under US securities law for all outstanding shares of Sybase common stock.

The completion of the tender offer and acceptance of Sybase’s shares is conditioned on the tender of a majority of the outstanding shares of Sybase’s common stock on a fully diluted basis and the satisfaction of regulatory and other customary conditions. Approval of the transaction by SAP’s stockholders is not required and the transaction is not subject to a financing condition.

Financial Analyst and Media Conference Call

SAP and Sybase senior management will host two conference calls for financial analysts and media to discuss the transaction:

On Wednesday, May 12th, at 11:30 pm CET / 5:30 pm Eastern (Dial in numbers: +49 6958 999 0797 (Germany), +44 20 8515 2302 (UK), +1 480 629-9692 (US), Conference ID: 4301600; Replay numbers: +44 20 7154 2833 (UK), +1 303 590-3030 (US), Access code: 4301600)

On Thursday, May 13th at 8:00 am CET / 2:00 am Eastern (Dial in numbers: +49 69 58 999 0797 (Germany), +44 20 8515 2302 (UK), +1 480 629-9692 (US), Conference ID: 4301586; Replay numbers: +44 20 7154 2833 (UK), +1 303 590-3030 (US), Access code: 4301586)

The calls will be webcast at www.sap.com/investor.

Dell (DELL) is acquiring Kace Networks, a systems-management appliances venture with clients in government, education and health care. Terms of the deal were not disclosed.

For Dell, which is pushing harder than ever to expand tech services offerings, the deal seems a savvy one. Certainly, it dovetails nicely with the company’s acquisition of Perot and will aid its effort to peddle services to small- and mid-sized businesses–something the company clearly needs to do as profits from its core personal computer business dwindle.

The deal to bring Eun on board was finalized last night, Armstrong told employees in an all-hands email (see below). It’s not a huge shock to see him leave–he’s done a lot of heavy lifting there already, and sources say that like many Google (GOOG) executives who have left recently, Eun felt he couldn’t move much higher in the company.

Eun used to have a role that paralleled Armstrong’s at Google: Make peace with traditional content companies. But instead of trying to sell them ads or negotiate search deals, Eun was supposed to hammer out deals to help get their content onto Google. Most recently, he was focused on getting TV networks and movie studios to put stuff on YouTube, which involved new ad-supported deals (see: Turner, ESPN, etc.) as well as the possibility of renting clips by the stream.

Wilson is a longtime AOL (AOL) guy who rose up the ranks and was pushing for the original content strategy that Armstrong embraced even before the last regime change. He seems to be leaving on better terms than other pre-Armstrong executives, as he’ll be staying with the company until May to manage the transition.

By leaving just as AOL has spun off on its own, Wilson is giving up a chance at some significant upside via low-priced stock options. But sources say Wilson doesn’t have another job lined up.

In an interview this afternoon, Armstrong says that Wilson approached him about leaving the company “several weeks ago”. When I asked him if Eun’s last role–developing partnerships with big media outlets–signaled a shift in AOL’s “roll your own–cheaply” strategy, he made a point of saying that’s not the case. Eun’s hire will simply “supercharge” AOL content plans, he said.

Nonetheless, Armstrong did allow that AOL has some significant content partnerships to announce in the coming months.

Here’s an interview I conducted with Eun late last year, focused on YouTube’s efforts to turn a profit and add new content: