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Consumer Driven IT

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Apple did something ingenious when it came up with the idea of a Genius Bar in 2001 with the opening of its first Apple retail store. At a time when many other vendors left consumers to sit and stew while technical support staff in far-off places attempted to solve their problems over the phone, or via a painstakingly slow chat function, Apple got personal. Specifically, it let its buyers belly on up and have a real-live, face-to-face session with an Apple-trained tech right at their local Apple retail store.

 

This idea has apparently caught on with some CIOs who want to make their own IT staff more accessible and approachable to internal users, too. The Seattle headquarters of Starbucks, for example, features a Tech Café IT help desk modeled on the Apple store: InformationWeek reported that under direction of CIO Stephen Gillett, employees can come in, browse computing equipment they want to use, or connect with an IT staffer at the coffee king’s own version of a Genius Bar.

 

That’s a good first start, but I’m guessing that the Genius Bar concept can be taken even further. In fact, I think there’s an opportunity for each party — IT and business users — to have a chance at playing Genius. IT has valuable information to impart about technical support and a lot more. But the consumerization of IT has made business users not only more vocal about what they want, but also more savvy about the goals. In other words, the “bar” could be an exchange of ideas for both sides.

 

IT and Espresso

Having a physical Genius Bar already in place is not a prerequisite for fostering a deeper discussion between IT and the users it serves, however. It’s great if you have one, as far as ambience and meeting logistics go, but there’s nothing to stop IT leaders from booking a conference room and renting an espresso machine for regular bimonthly or even more frequent meetings with various invited segments of the business-user community.

The idea is to keep it informal, not to have business unit leaders or department members presenting ideas to the IT staff. Rather, it is about giving IT an opportunity to pick their brains about how they — and maybe their customers — would like to use new tools and technologies. Ideally, the goal is to make those dreams come true.

 

And the timing couldn’t better. Here are a few recent trends that might help you kick off a Genius session or two at your enterprise:

  • The new Apple iPad is here. Research company GigaOM recently posted  a blog by Stacey Higginbotham pointing to research showing that 64 percent of mobile workers now carry a tablet. The blog focused on network and security issues, but your Genius session with your tablet users — which should include as many frequent traveler execs and field workers as possible — might focus on getting as much value out of these devices as they can, every day. Chances are, they’re already familiar with applications out there that help them do their jobs better. IT can learn about those apps in the context of nuts-and-bolts concerns such as security and volume-licensing opportunities. But perhaps even more valuable is the chance for IT to see whether there are ways to boost user experiences and build some good will.

 

  • The new Apple iPad is here. Yes, I know I said that already, but there’s so much going on in the tablet world that surely you don’t expect to cover it all in one Genius session! So also plan to set up some Genius time with your marketing crew. Last October, The Pew Research Center's Project for Excellence in Journalism, in collaboration with The Economist Group, provided impressive figures about tablet adoption: It reported that 11 percent of U.S. adults own a tablet and 77 percent use it every day. For its part, ChangeWave Research, a service of 451 Research, in a survey Your marketing folks should be exploring ways to exploit tablet use for enterprise customer and consumer advantage.

 

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Another recent survey from Equation Research, reports that 41 percent of the tablet users have experienced slow load times and crashes, poor page formatting, and other issues that may mean it’s time to think about optimizing websites for the new format.

 

Chatting up Social Media

  • Social media — that one’s here too. Companies are still struggling to make sense of it. If your company is like many others, marketing probably has led many of the efforts to figure out how to use social media to promote the brand and respond to customers, but it’s been a difficult proposition and one that’s getting ever more so. You want to bring the marketing folks to the Genius Bar (again) so you can better understand what they’re doing and what obstacles they’re struggling to surmount — and it’s guaranteed much of it will have to do with a very big, very unstructured, data analytics problem. They can’t go it alone, and they need your IT department to be aware of the importance of coming to grips with the challenge — even if your team is still struggling with that itself.

 

 

Enterprise 2.0 collaboration has been long promised, but is as yet largely unrealized. I urge you to read the whole of a blog I’ll excerpt here. It’s at Beyond the Cube and was written by Laurie Buczek, who formerly managed the internal social collaboration efforts for a large global enterprise, and who watched those efforts fail to achieve what she had hoped for. One of the points she makes is that: “We managed to do the normal IT deployment model — the very model I fiercely advocated for us not to do. We deployed just another tool amongst a minefield of other collaborative tools — without integration. To make it even harder, we underinvested in transition change management.”

 

That’s a fate Laurie thinks can be avoided. I do, too, especially if you set up a Genius Bar gathering for social business strategy managers as well as those who have carved a name for themselves in social media. As Laurie notes, these folks can explain how internal social media communities need to feel natural and part of the workflow.

 

I’m sure there are plenty of other topics you’d like to engage in more deeply with the business over a cup of cappuccino or tea, so I’ll leave you to take it from here. Let us know where you think your own Genius Bar might go — and enjoy!

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$1B is the astonishing amount Facebook is paying for Instagram, making Kevin Systrom a multi-millionaire (full disclosure: my daughter was classmates with Kevin and graduated with him from The Middlesex School – she commented that all her classmates can now relax because the race for the “most successful” in her class is officially over!). What I found most fascinating is the instant backlash from loyal users about Instagram becoming part of the “evil empire”, i.e. Facebook. In fact, many Instagram users of my daughter’s age have long since abandoned Facebook as a photo-sharing site or even as their social network of choice, leaving it to us aging Baby Boomers.

 

This must be pretty sobering to IT.  While many IT departments are still wrestling with putting together policies for employees’ use of Facebook at work, employees have already moved on to the next cool thing. How can IT possibly keep up? In many ways it can’t. Consumerization not only marches on, it has hopped a speeding bullet train. IT would be wise to focus more on ways to evolve their organization and infrastructure to adapt with speed and agility and worry less about what the technology-du-jour happens to be.  For instance, using a knowledge-based security approach with strong yet flexible authentication will enable IT to move from the era of “no” to “know” regardless of the particular device or app.

Here’s what else was in the IT consumerization news in the last two weeks:

 

April 19:  82% of data breeches are due to staff errors by Kevin Fogarty via IT World

Information from latest survey from PwC; another Sophos survey show very low trust by IT in their users.

 

April 17: Paying with smartphones to outpace credit cards by 2020 by Cameron Scott via ITWorld

The race is on, so says Pew Research’s survey of technology experts.

 

April 16:  Consumerization and the nagging IT expectations gap by Matthew Brown of Forrester

Great post looking back at earlier predictions and what it all means for IT.

 

April 15:  The post-PC Enterprise by Aaron Levie via TechCrunch

CEO of Box positions Apple’s strategy as the ultimate implementation of Larry Ellison’s original network computer (NC)

 

April 14: Is Facebook making us lonely? by Stephen Marche via Atlantic Monthly

Research shows that heavy users of Facebook actually tend to be more lonely.

 

April 13:  The fallacy of business social networking by Galen Gruman via Infoworld

It is not surprising employees resist using tools they don’t need.

 

BYOD and mobile cloud apps lead to licensing compliance issues by Bridget Botelho via SearchEnterpriseDesktop

IT is using old methodologies to track new ways of app delivery, and it can cause compliance issues.

 

The value of social business: exploring the ROI question by Dion Hinchcliffe via Dachis

A practical approach to evaluating ROI in a very early maturity advancement.

 

April 10:  Does your cloud storage provider hold the keys to your data? by Patrick Lambert via TechRepublic

Time-proven best practices for protecting your data should not be forgotten in the cloud.

 

Social customer service: don't compete against machines by David Gutelius via Forbes

Social customer service is using social business technology to transform customer care, and pairs the best aspects of humans and technology, while transcending the limitations of both.

 

April 9: The CIO enters the era of disruption by Thornton May via CIO

New C-level positions are being created to perform tasks perceived as not being adequately addressed by incumbent CIOs and CMOs

 

NEW from CA Technologies This Week:

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The latest happenings with our own Chief & Chuck and how to manage smart phones in special places.   Chief & Chuck - Whoosh.jpg

 

Read the comic on a:

 

Keeping you laughing from ALL devices.

Read more about the new era of consumer driven IT at: www.ca.com/cdit.

 

- Cartoon is under Creative Commons license (Attribution, Noncommercial, No Derivative Works)

 

Read the complete post here>>

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What is the state of enterprise adoption of consumer-driven IT? By all indications, it’s a very mixed bag right now. While leading-edge businesses are forging ahead with trials and rollouts to meet user demand and to “do something,” a great many more enterprises are still in the early stages; following others and figuring it out as they go along. And then there’s the sticky issue of who is steering these efforts — IT, the business or consumers. If, indeed, there is a cohesive plan, what is the CIO’s role?

 

These were some of the key topics discussed at a recent executive forum sponsored by CA Technologies, Consumer Driven IT: Thriving in the New Normal. I wrote here about the assertive mobile and social media efforts of First Data, Coca Cola Refreshments and Spectrum Health, represented at the multicity webcast last month. At the same time, polls conducted during the event, as well as comments from leading analysts, indicate that there may be a gap between IT and other parts of the business when it comes to implementation.

 

When the audience was polled about IT’s  approach to cloud or mobile applications and services, online social networks, rich media and smart  devices, the largest percentage of respondents (36%) said they are “following the market,” versus 24 percent who said they are “very proactive” in their efforts. Interestingly, 22 percent were still in the planning stages, and 11 percent of the businesses had “little or no formal IT involvement.”

 

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CA Technologies, audience poll, Feb. 2012

 

Everyone agrees that a huge shift is taking place where consumers not only influence the type of technologies used in the workplace but the format and delivery of information that businesses must generate. As Mark McDonald, Group Vice President and Head of Research in Gartner Executive Programs, said: “Traditionally, we’ve kind of blocked those people out. But increasingly, allowing them access to information, to apply it the way they want, is really part of being responsive and being business focused.”

 

The poll data confirms what many of us already suspect: IT execs are not leading the charge as strongly as they could. Andi Mann, Vice President of Cloud Strategy at CA Technologies, noted: “IT has the ability to drive initiatives focused on new or expanded revenue sources — not just responding to new devices, social networks and other disruptive technologies, but providing new IT services across any and all platforms, devices and geographies.” Yet, “only one in five IT executives surveyed recently is being proactive in leveraging consumer driven IT to get ahead of this trend.”

 

Lead or Be Left Behind

In Mann’s view: “if you’re not actively pursuing consumer technologies, you are being left behind. If your customers can’t come to [IT leaders] for it, they’re going to go to someone else.” In the past, businesses used to run the business and set the strategy three, five years in advance, he said. “But now consumers are saying, ‘Well, I want something else now.’ In six weeks’ time it could change again. You’ve really got to have constant course correction because consumers are driving so many of these activities.”

 

But there is clearly hesitation about how to meet these demands. When the audience was asked, “How confident are you in your current ability to meet customer and end-user expectations with regard to IT services,” nearly half (48%) said “somewhat confident,” versus 34 percent who were “very confident.” Fifteen percent were “not very confident” that they can achieve the goal at all.

 

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CA Technologies, audience poll, Feb. 2012

 

While some say CIOs are losing ground and missing opportunities, others suggest that it doesn’t matter who leads the effort, as long as you jump into the fray. McDonald might have been speaking directly to these reluctant CIOs when he said: “If you view [non-IT sponsored efforts] as something you have to compete against; where they are taking mindshare or budget share away from you, then you’re creating a lose/lose opportunity.”

 

Even though a recent Gartner survey showed that 38 percent of the average technologies spend is outside of the IT budget, McDonald advised IT not to “look at that as a terrible risk. Actually, it’s a wonderful opportunity because the innovation really does come from the edge … from insights that are outside. Being open to that is absolutely critical for being a successful business partner.”

 

Perhaps IT will have a key role to play pulling together all the disparate parts. As McDonald said, “You’re seeing a real transformation of what it means to have technology and what the relationships are between customers, trading partners and others that are really creating a new environment.”

 

Breaking Down Silos

Moreover, McDonald said that much of the agility that organizations lack “is actually self-inflicted. They lock up resources in functional silos; they make it very difficult to move resources from project to project. And so breaking down those silos and really working in that environment to raise productivity, to raise throughput and to reduce cycle time is absolutely essential.”

 

What is your role in consumer IT? Are you steering the implementation as well as the conversation? Are you working across silos with the business and your customers to help the business grow or standing by and seeing how it unfolds? Please share your strategies with your peers on Smart Enterprise Exchange.

 

View the full webcast here

 

Paula Klein

Editor and Community Manager

Smart Enterprise Exchange

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The modern enterprise is buffeted by both risk and opportunity: risk created by converged global markets, accelerated technology change and constantly shifting competitive landscapes — along with new market entrants enabled by swiftly lessening costs of market entry. How can this rapid rate of change be harnessed by the organization to turn these same risks into business opportunity?

 

SoMoClo™ — the convergence of social, mobile and cloud infrastructure into one IT construct — presents a strategic road map for the enterprise: where cloud is the core, mobility its edge and social the connection through the cloud between  endpoints (Figure 1).

 

SoMoClo gives the CIO and his or her IT colleagues a conceptual framework to help the organization turn these risks on their head: to address global markets, embrace rapid technology change, and deftly adapt to abrupt shifts in the competitive landscape.

 

 

 

Figure 1: SoMoClo™ Evolution

 

 

socialchart.jpg

 

M2M = Machine-to-machine communications; sensors and identity are mobile endpoints. Find more details here.

 

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According to the great astrophysicist Stephen Hawking, “Intelligence is the ability to adapt to change.” Hawking’s statement holds a key: Adaptation is essential, but how does it manifest itself as organizational behavior that can be harnessed for business objectives?

 

Innovation culture, defined here as a corporate ethos that fosters creative problem solving, agile product-to-market workflows and rapid ideation (“fail early and often”), is a hallmark of organizations thriving in this milieu. A key early finding of the current Aberdeen Business Review (ABR) survey now in field, is a strong correlation between the instance of SoMoClo infrastructure and the pervasiveness of innovation culture within responding organizations (Figure 2).


 

Figure 2: SoMoClo and Innovation Culture

 

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Organizations that have a social, mobile and cloud initiative in place are 32 percent, 21 percent and 46 percent more likely than all other respondents to have innovation hiring criteria, project management processes that incorporate ideation (a process for creating new ideas), and agile or lean methodologies in place, respectively. By agile we mean adaptive, iterative and collaborative work processes; by lean, we mean streamlined to minimize waste and cost, while maintaining a high degree of quality in services and/or products.

 

Although SoMoClo describes what may at first appear as an ideal state of technology integration, it is actually an evolutionary process; as a consequence, its greatest near-term value to the business may be in terms of gap analysis. By comparing actual performance with the full SoMoClo performance potential, the organization can better learn to identify its strengths and address its relative weaknesses. For example, the organization may be strong in deployment of mobile social technologies, but weak in terms of its integration into the private cloud and compliance policy. Or it may have strong integration of core data with mobile analytics, but be missing out on the collaboration and knowledge management enabled by social business technologies.

 

Ultimately, however, the SoMoClo construct should serve as a strategic road map for the organization, a discussion framework for business investment, and reference model for the evolution of the organization’s IT infrastructure. As such, it can place the CIO and his or her peers back in a thought leadership position within the organization, a development that is long overdue.

For more information on SoMoClo and gap analysis, visit www.somoclo.com. © 2012 Aberdeen Group, a Harte-Hanks Company   ALL RIGHTS RESERVED.  USED BY PERMISSION

 

Andrew Borg is Research Director, Mobility Center of Excellence, at Aberdeen Group

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When is the last time you heard a panel of IT executives and practitioners say that consumers were “revolutionizing commerce?” Or that customers — using smartphones and scanning product bar codes in retail stores — were influencing corporate IT decisions about infrastructure and new products?

 

These are exactly the comments I heard recently from Laura Miller, VP, Global Product Development at First Data Corp., as well as executives at Coca Cola Refreshments and Spectrum Health, all speaking at the CA Technologies IT Executive Forum on Consumer Driven IT. And there were lots more surprising statements, too. Such as when Tom Place, CTO at Coca-Cola Refreshments, said that: “A real key differentiator for companies like ours is how well we’re connecting with consumers” and relating to the experiences they want with new tools and social collaboration. Ensuring “the integrity of those interactions with our consumers is critical,” he said.

 

Meanwhile, Scott Dresen, VP, Enterprise Technology Services, Spectrum Health, said that a big new dynamic for his business is the need to respond to both internal and external pressures for “flexible mobile solutions to improve patient care.”

 

These firsthand experiences highlighted the fact that customer-driven business is dramatically changing the way IT operates and the way it interacts with the business. It’s what led First Data to work with Google and other partners on the smartphone payment app, Google Wallet. (First Data’s Trusted Service Manager allows mobile provisioning of payment card credentials to Google Wallet.) And, it’s what’s driving Coca-Cola Refreshments’s IT team to “reach out to find solutions to grow the business,” according to Place.

 

It’s also the reason that Spectrum Health is trying “controlled introduction of Facebook and other social media channels as well as virtual desktops to extend out and enable consumer services via portals,” Dresen said. His company will offer services “when and how [consumers] want it.”

 

Going Mobile

Yes, these are large, leading-edge companies, but the pressure for change is coming from competitors — large and small — and from the marketplace. In healthcare, “Mobile is big,” Dresen said, and “consumers want to interact with us.” That requires lots of work to manage organizational boundaries, and it means targeted trials of new technologies. For instance, he said, a neurologist on vacation should be able to access patient records via virtual desktops for immediate care.

 

Surprisingly or not, these leaders are welcoming the change. “In the past,” Place said, “We were confined to practices inside the organization. Now we can branch out and get involved in how we sell to consumers.”

 

I recently wrote that the current environment is a great time for IT to shine, and these execs proved the point perfectly. Place at Coca-Cola was fully aware that internal innovation has to match the pace of change outside the business, and that he has to recognize opportunities to leverage innovation “in [his] IT ecosystems and delivery system.”

 

Miller said that as an e-commerce and credit card processing company, First Data is carefully watching merchants and their ability to deliver services to consumers, so they can keep pace with new ways to secure and speed payment transactions at the point of sale. First Data is tackling customer-driven IT on several fronts, Miller said. A primary concern is “Enabling the infrastructure”and “being able to provide the same performance [now] as when everything was in-house and we controlled it.” Another issue is new partnerships including mobile operators, network providers, and “start-up companies that aren’t as robust as we are,” she said. Integrating all of these applications is a big task.

 

Take the Challenge

Nevertheless, Miller and the other panelists are rising to the occasion. Now think about your own efforts to date. Are you and your IT team are keeping pace with the demands of partners and customers? Even if you don’t have comparable resources to the companies described here— you must follow their lead. How are you listening — and responding to — internal and external customers?

 

Most likely you need to pump up the volume: Develop a new service. Propose a product. Talk to customers and adapt to their needs. Meet with business partners and colleagues in marketing, sales and operations. Accelerate your social media adoption plans.The future of your organization — and your IT leadership — depend on these actions.

 

[Next week I will offer some perspectives and advice from other experts at the forum … stay tuned.]

 

Paula Klein

Editor and Community Manager

Smart Enterprise Exchange

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CFOs have said to me that CIOs want a seat at the executive table, but unfortunately, the only thing they offer is cost cutting. Make no mistake, lowering the cost of IT is important, but these days it’s table stakes. You’re expected to do that. So how do you earn a seat at the table? Think new ideas; think about what it means to use technology to truly transform a service business.

 

 

You’re most likely the CIO of a service company. Eighty to 90 percent of the U.S. economy is a service economy. So what does that mean? What is service? Is it answering the phone nicely from Bangalore? Is it flipping burgers at In-and-Out burgers? No. Service is delivering information that’s personal and relevant to your customers. Whether that’s asking the concierge at the hotel you’re staying at for an affordable Thai restaurant within walking distance and getting the right answer, or having your doctor say that based on your genome and lifestyle you need to be on this drug and start exercising, service is information — personal and relevant to you.

 

 

The Amazon Lesson

Why is that important for you as an IT professional? I’m going to use Amazon as an example. When you log on to the Amazon website, it’s trying to deliver information that’s personal and relevant to you. Now try to locate the transaction-processing system. If you haven’t found it, it’s that little shopping cart in the upper right hand corner — pretty hard to find, right? So how important is it? Not very. Like many of you, I’ve spent my career making transaction processing more reliable, available and scalable, whether those are ATM systems or implementing an order-to-cash business process flow. But how important are these going forward? Not very.

 

 

Let me draw your attention to your favorite financial services website. Of course, you have to log in, but from that point on you are interacting with a “shopping cart,” a transaction processing system. You can debit, credit, purchase or sell a stock, reliably and with data integrity, but does the system deliver service — information that is personal and relevant to you? Could it say, “People like you bought a particular stock today,” or “People like you refinanced their mortgage today”? Could your financial services firm deliver information that is personal and relevant to you?

 

 

Or consider this scenario. Four weeks ago, you bought some royal blue tiles at a big box home improvement store; three weeks ago, you bought a vanity; last week you bought a sink. Of course, you’re remodeling your bathroom. Why, then, isn’t anyone sending you an email or an instant message telling you that a certain toilet is available today in royal blue at a 10 percent discount and you can pick it up with  her compliments? Service is information, personal and relevant to you.

 

 

Making IT Relevant

The challenge today is not a lack of information. Your company and every company have at least 10 or 100 Internets full of data. The challenge now is to make that information personal and relevant. Why is this so hard?

 

 

The first thing you need to realize is that you’re a victim of the SQL hammer. If having a hammer means everything is a nail, then it’s the same for SQL. Imagine, for instance, that Google’s search engine (which is trying to deliver information that is personal and relevant to you) was built by a group of SQL engineers. First, they would have designed a global data schema for all the information on the planet. Then they would have used the extract, transform and load (ETL) process and data-cleansing tools to bring all the information on the planet into their global SQL database. Finally, they would write reports such as: “Places to camp in France,” or “Chinese restaurants in Hickory, N.C.” After 10 years and tens of millions of dollars, the team would probably have given up. Fortunately, Google didn’t take that approach.

 

 

New Service Technology

The point is that you need new hammers — and new approaches — to reach these new goals. The whole conversation about the consumerization of IT is taking you in the wrong direction. Sure, debating whether your employees should or shouldn’t be posting to Facebook at work, or how to block access to Dropbox, are warranted. But the bigger discussion should be about how you bring the technologies born in the consumer world and apply them to the challenges of delivering information that is personal and relevant to your customers and suppliers.

 

 

My advice? Start studying up on Hadoop, Lucene, Hive, Mahout and Cassandra. These technologies are being used by consumer applications to make sense of and deliver super-large volumes of information [a.k.a. Big Data] that is personal and relevant to you. Start a simple project that uses one of these hammers to build a service system for your customers and suppliers. That’s how to earn a seat at the table. When you’ve figured out how to deliver information that is personal and relevant to a retail, education, financial services, health-care, high-technology or government customer, then you’ll be welcome at the head of the table.

 

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Timothy Chou teaches cloud computing at Stanford University. He is the former president of Oracle On Demand, a founder of cloudbook.net and author of Cloud: Seven Clear Business Models. This blog was adapted from an article in CFO magazine.

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The consumerization of IT is driving CIOs to think differently about how they enable devices in the enterprise.  CA Technologies takes a comic view on how IT responds. 

 

Chief_Chuck multi-platforms.jpg

 

 

Read more about the new era of consumer driven IT at: www.ca.com/cdit.

- Cartoon is under Creative Commons license (Attribution, Noncommercial, No Derivative Works)

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Chief and Chuck-BYOD Etch A Sketch

* Etch A Sketch is a registered trademark by the Ohio Art Company

Read more about the new era of consumer driven IT at: www.ca.com/cdit.

- Cartoon is under Creative Commons liscence (Attribution, Noncommercial, No Derivative Works)

Read the complete post at: http://bit.ly/uD5EJU

Originally posted, October 28,  2011:  http://bit.ly/t6h1KJ  

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As a tribute to the life of Steve Jobs we at Smart Enterprise Exchange and Smart Enterprise magazine compiled some reflections from global enterprise IT executives and thought leaders on his life and impact. We invited a few CIOs and Exchange members to comment on the influence Jobs had on them personally as well how his influence impacted IT and their enterprise. From the Apple II, to the iPad, businesses always had strong feelings about Apple and its leader. At the same time, many CIOs' own career paths progressed in parallel with Jobs and with Apple's ups and downs. As a result, unique connections exist.

Here are some thoughts on the passing of this innovator and disrupter. We invite you to add and share your comments on this thread as well.

 

Steve Wrenn, SVP, Enterprise IT Services CVS / Caremark.

“We not only lost a technology visionary, we lost one of the greatest creative innovators we have ever seen in the industry. Steve Jobs possessed the unique ability that allowed him to anticipate what people wanted, and needed, before they knew they would need it, and the intestinal fortitude to drive these ideas through.”

 

Dan Greller, former CIO who now writes about enterprise IT management at the Invisible Laws blog

"Although the iPhone and the iPad have started gaining acceptance in the enterprise, Apple's technology was never a significant presence in large firms. Steve Jobs' real impact on the enterprise was in two areas: First, the original Macintosh popularized the notion of a graphical interface and mouse. This led to large-scale migration from character-based systems, albeit using PC's running Windows. 

More recently, Steve's influence on the enterprise was through the ascendancy of consumer-driven technology. This has had a profound impact on enterprises that are challenged to duplicate the "delightful" experience that customers have when utilizing Apple's products. Customers now expect enterprise software to be easy to provision, intuitive to use and constantly upgraded with exciting features.

 

Peter Hinssen, CEO, Across Technology, author, speaker

The passing of Steve Jobs brings me back to the excitement of seeing and touching a Mac in 1984, and instantly sensing that this would change the world of computing forever. The rush of adrenaline that this unique blending of design and engineering compelled me to get into IT and into the job I do today. Jobs helped to create the world that I work in, and I still sense the pleasure every day of being excited and thrilled by seeing how technology can change our lives. Thanks, Steve.

 

Sandra Hoffman,  President, Women in Technology and CIO-in-Residence, ATDC. Former CIO and Chief People Officer at MAPICS, as well as COO for Turknett Leadership Group.

The depth of this loss is surprising to me. I felt a need to comfort my MacBook, lay a gentle hand across my iPad, and search for an app for grief on my iPhone. I went to FaceBook. I tweeted a "say-it-isn't-so." I hit FlipBoard to read the news on multiple channels. I felt the loss personally -- as though these things were the man. As a member of the generation that recalls the death of John Kennedy and John Lennon, the death of Steve Jobs is the most impactful. His vision and innovation touch the global community in profound ways. His sense of design driving function speaks to the heart as well as the mind. He is Leonardo daVinci  and Edison all rolled into one extraordinary leader. His lessons on how to live before you die and how to connect the dots reflect the depth of his own humility and courage. I never met him and yet his legacy touches my life every day through the digital experiences that are woven through each hour. For the IT industry, his death should be the Sputnik of our time -- a rally to move innovation to the forefront. His death gives us an opportunity to take up his mantra of "stay hungry, stay foolish."

 

Marco Coulter, Research Director, TheInfoPro
Steve Jobs did not create things – he created the opportunity for things to be created. Not the iPod or iPad, but a company that could build them. Not a cartoonist, but a company that could make Up. Not a designer, but the opportunity for designs to compete safely before reaching the market. Could leadership have a better definition?

 

Dave Hansen, CEO of Numara Software

What I find amazing about Apple is their uncanny ability to penetrate commercial enterprises without trying! The concept of consumerization of IT stems from Apple's approach to creating devices and technology that consumers truly desire and ultimately put pressure on their corporate enterprises to support. So, indirectly the enterprise needs to support Apple technology to ensure employee satisfaction and adoption.

 

John Halamka, CIO at Harvard Medical School

Steve provided us with technology that captured our imagination and empowered us solve healthcare IT problems in novel ways. He will be missed. I wrote a longer blog post about my brushes with Steve, which can be found here.

 

 

Liz Mann, CSO, Mycroft Inc.

When I reflect on all of the things that Steve Jobs’ passion and career have given us, I cannot help but think back to my first corporate job. I remember sitting down at my first desk and seeing  C:\>  on my computer screen and having no idea what to do. I went home, packed my Mac SE desktop computer into its suitcase, took it to work after everyone had gone home for the night, set it up under my desk, and used it at work until I’d mustered the courage to ask someone how to use the intimidating MS-DOS system. Now as I type on my MacBook Air or look at the wallpaper photo of my daughters on my iPhone at a desk without that “luggable” Mac SE underneath it, I am amazed at the advancements I have gotten to experience as a result of Steve’s vision. I am proud to be in an industry that is forever changed by his work and I am reminded that although Steve Jobs left this earth far too early, he certainly left a footprint that I, for one, am proud to follow.

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The effects of the rise and rise of smartphones and tablets on business are nothing short of transformational. At risk of restating the patently obvious, these rapid advances in mobile technology continue to be life-changing for humanity at large. Recently, I had the pleasure of collaborating on this topic with Professor Chanaka Jayawardhena, Regional Chair at the Academy of Marketing and a visiting scholar at a number of universities around the world. Exploring this phenomenon, we made an important discovery which will prove increasingly significant as today’s customer attraction and retention challenges rapidly evolve in the “mobile tsunami.”

The new business accelerator

We unearthed the fact that savvy users of smartphones and tablets now use what was ‘dead-time’ (e.g. waiting in line, travelling on public transportation) far more effectively and re-claim much of it in gainful pursuits—from work-related tasks to online shopping, banking and networking. CA Technologies defines this as Mobile Economic Time (MET) – a new “Time Zone.” A conservative annual estimate of MET (Twitter hashtag: #CA_MET) is calculated to equal almost 38 working days for every smartphone user. MET Time illustrates that empowered smartphone and tablet PC users will be able to do more in their day-to-day lives. Here’s what some of these savvy users had to say when our camera crew caught up with them in London.

This is a wakeup call for businesses to be aware of both the challenges and the opportunities. Clearly, consumers demand an engaging, captivating, responsive and secure experience in the MET zone. In fact, it would appear that they expect even better experiences when engaging with businesses via hand-held devices. Great products may captivate customers.  Nevertheless, it is flawless execution of innovative service that keeps them coming back and telling others.

MET as a Business-transforming Catalyst

Using a smartphone to shop online is often referred to as “mCommerce.” In this report, we use the term mCommerce to define a range of activities including mobile online shopping, mobile payments, software-based proximity payments, Locations Based Services (LBS) and Near Field Communication (NFC). mCommerce barely made a ripple until 2008 which coincided with the opening of the App store by Apple Inc. This event saw an avalanche of online retailers; banks and IT vendors launch their own applications to drive consumers to use their smartphones to access on-line services. The growth of eCommerce has in turn fuelled mCommerce, making up roughly 5%-6% of all retail and growing worldwide, with significant growth in the Asia-Pacific region and in Europe. This growth has had a major influence on smartphone-user behaviors, particularly their shopping strategies.

An early trend that emerged was the use of smartphones for comparison shopping. David Smith, Managing Director at IMRG (Interactive Media in Retail Group), recently said: “Developments in mobile commerce have led to the phenomenon of the ever-connected consumer, who can access multiple-retailer channels concurrently, instantly comparing and contrasting similar offerings.”

Clearly, advances such as these profoundly affect every kind of business. A research report published by Berg Insight, in April 2010, forecast that the worldwide number of users of mobile banking and related services would grow from 55 million users in 2009 at a compound annual growth rate (CAGR) of 59.2 percent to reach 894 million users in 2015. Elsewhere, media companies must now deliver “market-of-one” offerings to attract and engage consumers or lose ground; and a wide variety of service industry businesses will soon have to take advantage of mobile-centric location based services to compete for trade and evolve. All of this has catalyzed the creation of innovative services around customers, increasingly sophisticated end user experiences and, consequently, the transformation of IT to better serve customers.

MET and Consumerisation of IT

Of course, within organzsations the catalytic effects on employee behavior are equally powerful. Employees, also consumers, have become accustomed to better tools and ubiquitous access in their personal lives; and have heightened expectations of their experiences with technology at work. Although the consumerisation of IT is characterized by people bringing personal devices to work; it actually has far more to do with time and productivity. What knowledge workers actually crave is the capability to work smarter, collaborate better, and be more productive anywhere and anytime. Bringing their own technology to work is a way of taking the initiative to fix a perceived inability of corporate IT to consistently meet these evolving productivity needs.

Quest for the Mobile Grail

Feature-rich and wireless as smart phones and tablets are, they are still either tethered to services made up of applications or infrastructure or both which go much deeper than the capabilities of the device, OS, or Apps. Any weak links in the underlying service-supply-chain, applications, and infrastructure, directly impact service quality, performance and that all important user experience. Mobile-as-a-channel and the advent of new mobile-centric services push myriad technology considerations about devices, capabilities, operating systems and application business models to the fore.

Cloud is rapidly evolving into the new mobile back-office; and mobile devices are evolving into the ubiquitous always-on portal to every kind of service held in the cloud. Smartphones, Tablet PCs, mobile applications, mobile Web and cloud computing—are all by-products of convergent advances. The collective effects of these developments are powerful drivers for more sophisticated services. But while they incline toward one another, they continue to add complexity to an already complex set of service quality management challenges. This means approaches to quality management need to rapidly evolve. What these developments actually highlight is the strategic need to inject speed into the development and delivery of innovative new services while also driving out inefficiency and taming complexity in service delivery environments at an accelerated pace. As IT organisations adapt to meet evolving businesses requirements, they must harness both the past and the present to propel the unplugged future.

 

It’s All about the Service

Smartphones must for the foreseeable future be viewed as a feature-rich terminal to an increasingly complex and dynamic IT supply chain. Any weak links in that chain will directly impact user experience. For example, a new mobile banking application that allows customers to inquire and transfer funds from smartphones is likely a new user interface to a complex back-end composite application dependent on mainframes and a variety of other technologies. So while conducting simple account queries via an iPhone app, a customer may traverse a maze of interlocking applications, repositories, physical and virtual servers, a mainframe and multiple networks. A single problem along that supply chain could create a cascading effect of slowdowns, failures, customer dissatisfaction and loss of revenue. Such hyper-complexity is almost unimaginably difficult to monitor, manage, optimize and secure. In such a scenario, the need for service assurance is self-evident.

 

Service Assurance - the key to capitalizing on MET

 

Success in the world of consumer-driven IT requires a modern service assurance solution that arms IT with the ability to proactively and consistently meet – and exceed – user expectations, regardless of the source or destination of a given business service. These tools must link end-user experience, transactions and applications, with their underlying systems and network infrastructures, freeing IT to focus on the reliable delivery of business services, anytime, anywhere.

 

At its core, then, a service assurance solution should be comprised of these key capabilities:

· Application performance management On premise; As a service; From a MSP; In Mobile-App

· Infrastructure management

Network performance management

· Service operations management

 

To ensure you are fully up to speed with how the new Mobile Economic Time “Time Zone” is also the new business accelerator download the MET study today and join the conversation on Twitter at #CA_MET.

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The adoption rate of tablets in the enterprise continues to soar — and we’re not talking about consumers simply bringing iPads into work; we’re talking about a full-scale enterprise-supported tablet revolution. As of June, Apple CFO Peter Oppenheimer confirmed that more than 85 percent of the Fortune 500 are deploying or testing iPads within their enterprises.

 

As I developed the book,  iPad in the Enterprise: Developing and Deploying Business Applications (Wiley, 2011),  I interviewed and received feedback regarding iPads from dozens of technology authors, industry analysts, enterprise software executives, Fortune 1000 CIOs and other visionaries of enterprise IT.

 

Many of these thought leaders spoke about how the consumerization of IT has forced CIOs and technology managers to evaluate tablets from the business perspective. Employees, with the ability to be mobile 24/7 in their personal lives, are demanding similar abilities at work — they want to be connected everywhere, and they want real-time business services on a device more functional than a smartphone and more convenient than a laptop.

 

To find out how various industry sectors, such as medical device, consumer technology, financial services and others have responded, I went directly to executives and IT leaders at some of the top businesses in the country.

 

Unstoppable Trends

 

Frank Slootman, the former CEO at Data Domain and now Executive Chairman of the Backup Recovery Systems Division at EMC, pointed out that consumer technology has been building for business users over many years: “Consumerization of IT is not a new phenomenon,” he said. “As far back as the mid-1980s, the very first Macs and [Apple] LaserWriters were ushered into departments of the enterprise completely against the tightly locked-down policies of the IT departments, which refused to support them. It is an unstoppable, grass-roots dynamic under way for many decades now. I am sure we ain’t seen nothing yet.”

 

Donald Ferguson, Executive VP and CTO at CA Technologies, agrees, saying: “The consumerization of IT has been gradually occurring for years. The iPhone, followed by the iPad, has made ‘consumerized’ IT the new normal. Enterprises can either enable and support iPhone, iPad and new consumer devices, or employees will go around IT.”

 

Both individuals stressed that IT has a decision to make — either figure out how to work with mobile technologies, or get out of the way. But ultimately, it’s up to the organization — and not just IT — to decide the strategy.

 

Rapid-fire Acceptance at Accenture

 

Of everyone I spoke with, Frank Modruson, CIO of Accenture, had the most vivid explanation of how Accenture embraced mobile technologies:

 

“The day the iPad was introduced we had discussions about adding them into our environment; 24 hours later, we had 500 devices accessing emails. People expect personal devices — iPads, iPhones and the like — to be usable at work. They want to be more productive, they want do a better job, and there’s an expectation that they’ll be able to integrate consumer devices with enterprise applications. It’s a sensible and reasonable expectation, and we feel it’s imperative to oblige them. Indeed, we see it as an opportunity. CIOs who resist will eventually be forced to change. CIOs should not be asking if

they can take advantage of the devices, they should be asking how they can take advantage.

 

The fact that Accenture could go from zero to 500 devices overnight is astounding. It represents an incredibly rapid rate of change for CIOs who have traditionally embraced stability. Modruson’s approach also shows that traditional enterprises can look on new technology as an opportunity — rather than a threat — to build a stronger business and empower employees.

 

Medical and Financial Services Lead the Way

 

It’s not unusual to expect technology companies to be at the head of the adoption curve, but other industries are right behind them, and even surpassing tablet use rates. A poll of more than 5,000 doctors conducted by the Physicians Consulting Network recently indicated that 27 percent of primary care and specialty physicians have an iPad or similar device — a rate that is five times higher than the general population. Combined with the growing number of applications for medical use — including patient check-in, care and health records, and remote scanning and viewing of medical files, X-rays and images — the tablet has become a way for medical centers to make efficient use of physician time, cut administrative costs and maintain better electronic records.

 

Good Technologies recently published its Q2 2011 Data Report, indicating that financial services continued to see the highest level of iPad activation, accounting for nearly half of net iPad activations by vertical industry (46%) — more than tripling the amount of activation in any other industry.

 

Need more proof? Just this month, BMW Financial Services partnered with AutoNation to pilot a program that allows auto dealers to line up financing for customers from an iPad, giving dealers an easier and more effective way to get approval on the spot. By using the program, a dealer can continue to show the car to the customer and get financing without having to leave the showroom. This saves time, creates a higher level of comfort for shoppers and potentially increases the likelihood of a sale.

 

The iPad is an incredibly disruptive technology; there is no debate about that. Looking forward, other disruptive technologies, driven by user demand, will no doubt arise and challenge the status quo of the enterprise as well.

 

Four Action Items

 

To leverage everything the iPad has to offer for the enterprise, remember these four important lessons about mobile implementation overall:

 

  1. Get IT, marketing and operations on board early in the process. Agree on a mobile strategy together and make it happen
  2. Listen to and learn from your employees: they know how mobile technologies can help them be better salespeople and marketers. Engage employees in the process of creating the application road map.
  3. Think about how customers interact with your employees — how can mobile interactions provide more value, speed or quality of service? This will be key in developing the right business apps.
  4. Put the proper mobile platform in place to create a scalable infrastructure that is useful, flexible and secure.

 

 

So how are you strategically harnessing the consumerization trend for positive impact on your business? Feel free to chime in to the conversation by posting comments here. I will answer all the questions that I can.

 

 

****************

 

Nathan Clevenger has been developing mobile software for more than 12 years and is the author of iPad in the Enterprise: Developing and Deploying Business Applications, a book designed to help CIOs and IT managers define and implement effective mobile strategies and platforms.

 

In addition to being Enterprise Editor for iPhone Life magazine, Nathan is Chief Software Architect at ITR Mobility, a management and IT consulting firm, where he works with companies to develop mobile strategies and enterprise architectures. Clients have included: 3M, Ameriprise Financial, Best Buy, Boston Scientific, Ecolab, General Mills, Medtronic, St. Jude Medical, Target, Thomson Reuters, UnitedHealth Group and Wells Fargo. He regularly speaks at industry events and says he is “extremely passionate about the unrealized potential for mobile technology within the enterprise.”

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U.S. mobile data traffic will exceed 1 exabyte before the end of 2010, according to Chetan Sharma, an analyst specializing in the wireless data industry.

This will be the result of a huge increase in average U.S. mobile data consumption in the past year.

 

“By the end of 2010, we expect the average U.S. consumption to be approximately 325 MB/month, up 112% from 2009,” Sharma claims in his U.S. wireless market report for the third quarter of 2009.

 

An exabyte is 1 billion gigabytes (or 1 million terabytes). In comparison, Cisco approximated global IP traffic at 15 exabytes per month in 2009, predicting that 767 exabytes of data will be transferred online in 2014.

 

 

 


The Rise of Superphones


 

The increase in mobile data consumption is due to the rise of “connected devices” such as tablets and superphones — a label that’s sometimes used for high-end smartphones. “There are some superphones that are routinely average more than 1 GB/month, superphones as a category is averaging 700-800 MB/month,” Sharma claims.

 

According to Sharma’s report, nearly half of the devices sold in the U.S. in the third quarter of 2010 were smartphones. “In Q3 2010, 47% of the devices sold in the U.S. were smartphones compared to 24% globally,” the report says.

 

 


Other Stats of Interest


 

  • The U.S. wireless data service revenues grew 7% Q/Q to $14 billion in Q3 2010. The mobile data revenues for the U.S. market are likely to reach $55 billion in 2010.
  • AT&T and Verizon now account for 70% of the market data services revenues and 62% of the subscription base.
  • The national prepaid penetration is touching 20%.
  • Nokia sold 110.4 million units in Q3 2010 amounting for 32% of the market share Samsung shipped 71.4 million units for a 21% share of the market. Apple shipped 9.1 million iPhones in Q3, edging past RIM into the top 5 mobile vendors.

Links and Information


 

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I've come to trust McKinsey & Co. reports and surveys, but I also know that the giant consulting firm can often publish its conclusions well after those in the trenches (like you) have experienced things first hand.

 

That seems to be the case with the newly released survey results that conclude: "The heaviest users of Web 2.0 applications are also enjoying benefits such  as increased knowledge-sharing and more effective marketing. These benefits  often have a measurable effect on the business."

 

That's no surprise.

 

What may be more interesting and revealing is the size and scope of the survey McKinsey conducted and the survey data. The company surveyed "Nearly 1,700 executives from around the world, across a range of industries  and functional areas." They were asked  about "the value they have  realized from their Web 2.0 deployments in three main areas: within their  organizations; externally, in their relations with; and in their  dealings with suppliers, partners, and outside experts.

 

Fully 69 percent of respondents "report that their companies have gained measurable  business benefits, including more innovative products and services, more  effective marketing, better access to knowledge, lower cost of doing business,  and higher revenues."

 

Now that's significant. Seems to me you should surely use this data to convince yourself --and any business exeuctives who still may be resistant-- that you can no longer afford to be a Web 2.0 laggard.

 

So what's holding back your efforts? Discuss these results with me and others...

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Read my blog about a new study from the Nielsen Norman Group that profiles 14 companies now implementing Enterprise 2.0 tools on their corporate intranets.

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