Enterprise CIO Forum - Thriving in a technology-enabled world http://www.enterprisecioforum.com/en/ContentVault en Customized Hospital Management System http://www.enterprisecioforum.com/en/blogs/emmageorge91/customized-hospital-management-system <p class="western" align="JUSTIFY">A<strong> Hospital Management System</strong>&nbsp;fulfills the clinical, financial and administrative requirements, giving a centralized accessibility of each department in the hospital. The HMS system has a facility to give a unique id and password for every authorized hospital personnels and stores the information of every patient and the staff members automatically. It also provides a search facility to know the present status of wards, patients, appointments, billing, labs, medicines and physicians availability in a hospital.</p><p class="western" align="JUSTIFY">The software&nbsp;solution<strong>&nbsp;</strong>includes registration of patients, storing their information, medical history records into the system, creates computerized billing reports in the pharmacy and labs. It is a web-based system for better accessibility. It has the capability to promptly capture and manage the patient details. The system gives seamless integration of current standalone systems into an extensive healthcare solution to improve diagnostic and services in a hospital.</p><p class="western" align="LEFT"><br /><br /></p> http://www.enterprisecioforum.com/en/blogs/emmageorge91/customized-hospital-management-system#comments Technology Services Blog-post Hospital Information System hospital software Fri, 25 Jul 2014 07:14:32 +0000 emmageorge91 9281 at http://www.enterprisecioforum.com Why Agile Development in Government http://www.enterprisecioforum.com/en/blogs/bryant-young/why-agile-development-government <p>When I came into government from the private sector, it was apparent that long-running waterfall projects were a challenge.&nbsp; They are a challenge in the private industry as well, but even more so in government when you take into account leadership changes, shifting political priorities, and all of the different constituents that use your applications. To gain focus for the team and to gain IT credibility, I moved our team to an Agile methodology for developing IT systems. Below are the 3 main reasons that I took this approach, and also why I highly recommend that, if you are in Government, you consider doing the same.</p><ol><li><p><strong>Visibility and Engagement:</strong> With a product owner from the business unit and sprint reviews every 4 weeks, all interested parties are fully aware of what the team is building and can participate in the build. Also, with the product owner on board, we get total buy-in from the business, and daily and timely engagement to facilitate a faster build.</p></li><li><p><strong>Accountability and Teamwork:</strong> This is very important (especially if there are problems to overcome). Each developer on the team stands up every day to talk about what they did the day before and what they are going to do today to make the project successful. They are accountable to themselves, the team, and the project. The business also is accountable to get timely answers and make decisions to keep the project moving. Not only does this increase the teamwork between the technology team members, it also increases teamwork between IT and the business. IT truly is seen as a highly valued, trusted partner!</p></li><li><p><strong>Adaptability and Business Value:</strong> As a result of iteratively developing software, we are able to adapt to changing business needs and requirements throughout the development process. This makes our constituents very happy and it builds trust and engagement, and buy-in of the delivered product. When we deploy to production, our business partners truly feel that the business needs have been met and that the product that we deliver truly brings business value.</p></li></ol> http://www.enterprisecioforum.com/en/blogs/bryant-young/why-agile-development-government#comments CIO Leadership Applications Blog-post Agile development; application development Thu, 24 Jul 2014 21:08:48 +0000 Bryant Young 9276 at http://www.enterprisecioforum.com A Look Ahead: The Cloud Rises http://www.enterprisecioforum.com/en/blogs/waynewhitcomb/look-ahead-cloud-rises <div class="field field-name-body field-type-text-with-summary field-label-hidden view-mode-full"><div class="field-items"><div class="field-item even"><p>The cloud has gone mainstream. According to the&nbsp;<a href="http://bit.ly/FutureCloud14" target="_blank" rel="nofollow">2014 Future of Cloud Computing Survey</a>&nbsp;conducted by&nbsp;<a href="http://www.nbvp.com/" target="_blank" rel="nofollow">North Bridge Venture Partners</a>, in conjunction with&nbsp;<a href="http://research.gigaom.com/" target="_blank" rel="nofollow">Gigaom Research</a>&nbsp;and a number of additional collaborating organizations, 49 percent of respondents stated they use the cloud for new business and revenue streams. And 45 percent stated they want to—or already do—run their company in the cloud.</p><p>And why not? The cloud is proving itself in mission critical applications that support engagement between consumers and their retail brands (as just one example).</p><p>The cloud also gives enterprises control over their solutions. By leveraging a cloud platform – also referred to as platform-as-a-service, or PaaS – enterprises can customize solutions to meet their most complex needs, ensuring the company can deliver on both business goals and customer expectations. The results illustrate this, as well, with data pointing to the increase in usage and adoption of PaaS as one of the driving factors that has helped unlock the efficiencies of developing custom applications in the cloud.</p><p>As a result, enterprise tech teams are increasingly becoming advocates for the cloud. They’re recognizing that cloud-based solutions enable them to better serve the needs of their business, and in some cases, realize a faster time-to-value. In fact, Demandware client&nbsp;<a href="http://img.en25.com/Web/DemandwareInc/%7Bad842ca6-b7a1-4d3f-a5e2-9867f0d85f83%7D_dmdw_American_Golf_100614_gp.pdf" target="_blank" rel="nofollow">american golf</a>&nbsp;has stated that, as a result of our cloud-based commerce platform, the company has been able to quickly take advantage of new features as soon as they’re developed. This lets them focus more of their time on pursuing strategic business goals.</p><p>The reality is that today, the cloud offers so many new opportunities beyond its intended purpose that it gives enterprises the freedom to explore innovative business solutions because they’re spending less time worrying about “keeping the lights on.” And all of the opportunities the cloud transformation presents stem from the fact that, to truly reap the benefits of a cloud-based platform, the organization as a whole must run in the cloud.</p><p>Modern communication between applications is required, and this highlights a cool side effect of cloud transformation: ease of information exchange. In the past, business applications required a very specific integration behind the corporate firewall, precisely designed to ensure ‘Application A’ could talk to ‘Application B.’ As soon as ‘Application C’ entered the mix, a new integration point was required to allow the applications to share information.</p><p>Applications developed and implemented via the cloud, however, can easily integrate with each other. They are built on newer and open technologies that facilitate the exchange of information, giving enterprises the opportunity to pursue new ideas and opportunities.</p><p>So what does the future of the cloud really look like?</p><p>We can expect this cloud transformation to continue to gain adoption as the preferred solution for mission critical applications, both on the front-end (i.e. customer-facing activities) as well as the back-end. We’ll also see new means of application integration emerge to create more engaging customer experiences; where the cloud provider can invest in the delivery of common capabilities, technology partners can create augmenting solutions, enabling the enterprise to drive toward greater differentiation and engagement with customers.</p></div></div></div> http://www.enterprisecioforum.com/en/blogs/waynewhitcomb/look-ahead-cloud-rises#comments Technology Cloud Blog-post Apps Cloud cloud computing customer experience Enterprise Technology Thu, 24 Jul 2014 20:01:12 +0000 WayneWhitcomb 9271 at http://www.enterprisecioforum.com The Confidence Gap: Is Your Data Quality Suspect? http://www.enterprisecioforum.com/en/blogs/priya-singh/confidence-gap-your-data-quality-suspect <p>How many times have you felt a nagging sensation when making important business decisions – be it market planning or placing inventory orders – that your data does not feel quite right?</p><p>You aren’t alone. According to a recent <a href="http://www.informationdifference.com/" rel="nofollow">Information Difference survey</a>, only 12 percent of companies consider the quality of their data to be very good or excellent. It’s clear there is a big confidence gap in organizations when it comes to trusting the accuracy of their data. Still, many continue to rely on analytics and business intelligence (BI) to make key decisions and set strategy without fully trusting their data.</p><p>The trustworthiness of BI and analytics – and actionable insights derived from them – will be greatly enhanced by ensuring the accuracy, completeness, timeliness, and consistency of multiple domains of enterprise data across systems, functional areas, and organizations. Master data management (MDM) provides a foundation for supporting trusted data and transforming data into a strategic asset and competitive differentiator.</p><p>Closing the confidence gap in data and increasing its value for analytics using MDM can come with some pitfalls. The most common among them is the siloed approach, in which MDM is considered an IT initiative with too much attention on technology and architecture and too little focus on organizational and cultural aspects of sharing data.</p><p>MDM is also not just about data and processes. It depends on an alignment and partnership between business and IT, because both groups are critical to maximizing the value of MDM.</p><p>The business has to sponsor and guide the implementation and use of MDM to ensure alignment with overall corporate strategy and goals; IT has to build and operate the MDM architecture, and draws on its’ experience to guide the selection of technologies and partners. Information management success requires a focus on people, processes, and practices, as well as technology that binds unique organizational needs and business rules to successfully manage information and leverage it for analytics. &nbsp;</p><p>It’s always a good idea to start with the question, “Do I trust my data?”— no matter what stage of the data management cycle you are in.</p><p>This infographic asks a set of relevant questions that can help you to deliver successful data quality and MDM initiatives. A set of questions with logical next steps can provide you with a great, quick assessment of your data management needs and potential opportunities for improvement. Find out your trust level with your data today and get started with closing the confidence gap using the infographic guide.</p><p>For more detailed information on implementing successful master data management projects and learning about common pitfalls, read the white paper “<a href="http://www.informationbuilders.com/about_us/whitepapers/download_form/13796" rel="nofollow">The 8 Worst Practices in Master Data Management and How to Avoid Them</a>.”&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/priya-singh/confidence-gap-your-data-quality-suspect#comments Business Issues Big Data Blog-post Big Data Business Intelligence data analysis data integrity Master Data Management MDM Thu, 24 Jul 2014 18:28:46 +0000 Priya Singh 9266 at http://www.enterprisecioforum.com Why Enterprise Architects Need to Think About Data First? http://www.enterprisecioforum.com/en/blogs/mylessuer/why-enterprise-architects-need-think-abo <p>Enterprise Architects (EAs) are increasingly being asked to think 3-5 years out.&nbsp; This means that they need to take an even more active part in the strategy process, and to help drive business transformation.&nbsp; A CIO that we talked to recently said;</p><p><em>&nbsp;“Enterprise Architecture needs to be the forward, business facing component of IT.&nbsp; Architects need to create a regular structure for IT based on the service and product line functions/capabilities. They need to be connected to their business counterparts. They need to be so tied to the product and service roadmap that they can tie changes directly to the IT roadmap. Often times, I like to pair a Chief Business Strategist with a Chief Enterprise Architect”.</em></p><p>To get there, Enterprise Architects are going to have to think differently about enterprise architecture. Specifically, they need think “data first” to break through the productivity barrier and deliver business value in the timeframe that business requires it.</p><p><strong>IT is Not Meeting the Needs of the Business </strong></p><p>A <a href="http://www.mckinsey.com/insights/business_technology/it_under_pressure_mckinsey_global_survey_results" rel="nofollow">study by McKinsey and Company</a> has found that IT is not delivering in the timeframe that business requires.&nbsp; Even worse, the performance ratings have been dropping over the past three years.&nbsp; And even worse than that, 20% of the survey respondents are calling for a change in IT leadership.</p><p>Our talks with CIOs and Enterprise Architects tell us that the ability to access, manage and deliver data on a timely basis is the biggest bottleneck in the process of delivering business initiatives.&nbsp; <a href="%20My%20take,%20Nov.%202012%20Dinesh%20Chandrasekhar" rel="nofollow">Gartner predicts</a> that by 2018, more than half the cost of implementing new large systems will be spent on integration.</p><p><strong>The Causes: It’s Only Going to Get Worse</strong></p><p>Data needs to be easily discoverable and sharable across multiple uses.&nbsp; Today’s application-centric architectures do not provide that flexibility. This means any new business initiative is going to be slowed by issues relating to finding, accessing, and managing data.&nbsp; Some of the causes of problems will include:</p><ul><li><strong>Data Silos:</strong> Decades of applications-focused architecture have left us with unconnected “silos of data.”</li><li><strong>Lack of Data Management Standards:</strong> The fact is that most organizations do not <a href="http://blogs.informatica.com/perspectives/2013/05/30/the-biggest-application-is-not-what-you-think-it-is/" rel="nofollow">manage data as a single system</a>. This means that they are dealing with a classic “spaghetti diagram” of data integration and data management technologies that are difficult to manage and change.</li><li><strong>Growth of Data Complexity:</strong> There is a coming explosion of <a href="http://www.informatica.com/us/potential-at-work/architects/3-reasons-you-need-to-reevaluate-your-information-strategy.aspx" rel="nofollow">data complexity</a>: partner data, social data, mobile data, big data, Internet of Things data.</li><li><strong>Growth of Data Users:</strong> There is also a coming explosion of new data users, who will be looking to self-service.</li><li><strong>Increasing Technology Disruption:</strong>&nbsp; Gartner predicts that we are entering a period of <a href="https://www.gartner.com/doc/2602915" rel="nofollow">increased technology disruption</a>.</li></ul><p>Looking forward, organizations are increasingly running on the same few enterprise applications and those applications are rapidly commoditizing.&nbsp; The point is that there is little competitive differentiation to be had from applications.&nbsp; The only meaningful and sustainable competitive differentiation will come from your data and how you use it.</p><p><strong>Recommendations for Enterprise Architects</strong></p><ol><li><strong>Think “data first”</strong> to accelerate business value delivery and to drive data as your competitive advantage. Designing data as a sharable resource will dramatically accelerate your organization’s ability to produce useful insights and deliver business initiatives.</li><li><strong>Think about enterprise data management as a single system</strong>.&nbsp; It should not be a series of one-off, custom, “works of art.”&nbsp; You will reduce complexity, save money, and most importantly speed the delivery of business initiatives.</li><li><strong>Design your data architecture for speed first</strong>.&nbsp; Do not buy into the belief that you must accept trade-offs between speed, cost, or quality. It can be done, but you have to design your enterprise data architecture to accomplish that goal from the start.</li><li><strong>Design to know everything about your data</strong>. Specifically, gather and carefully manage all relevant metadata.&nbsp; It will speed up data discovery, reduce errors, and provide critical business context.&nbsp; A full complement of business and technical metadata will enable recommendation #5.</li><li><strong>Design for machine-learning and automation</strong>. Your data platform should be able to automate routine tasks and intelligently accelerate more complex tasks with intelligent recommendations.&nbsp; This is the only way you are going to be able to meet the demands of the business and deal with the growing data complexity and technology disruptions.</li></ol><p>Technology disruption will bring challenges and opportunities.&nbsp; For more information see <strong>“</strong><a href="http://bit.ly/1hK6hM8" rel="nofollow"><strong>Think “Data First” to Drive Business Value</strong></a><strong>”</strong></p> http://www.enterprisecioforum.com/en/blogs/mylessuer/why-enterprise-architects-need-think-abo#comments CIO Leadership IT Performance Blog-post Data Management Enterprise Architecture Thu, 24 Jul 2014 17:57:05 +0000 myles.suer 9261 at http://www.enterprisecioforum.com Moving to the Cloud: Lessons from Jason Segel & Cameron Diaz http://www.enterprisecioforum.com/en/blogs/ben-stephenson/moving-cloud-lessons-jason-segel-cameron <p>As you probably know, Jason Segal and Cameron Diaz recently came out with a new movie called “Sex Tape.” In the movie, Segel and Diaz play a couple who decide to make an adult home movie, and it accidently gets released online.</p><p>I saw the trailer a couple of weeks ago and one clip from it grabbed my attention. After Jason and Cameron realize the tape has been released, they start to panic. The clip shows the two driving in a frenzy talking about how the tape got released (you can watch the clip <a href="https://www.youtube.com/watch?v=3TYIpFx66Bg" rel="nofollow">here</a>). </p><p>&nbsp;</p><p>Cameron: “How do you forget to delete your sex tape?”</p><p>Jason: “It kept slipping my mind, and then the next thing I knew it went up…it went up to the cloud.”</p><p>Cameron: “And you can’t get it down from the cloud?”</p><p>Jason: “Nobody understands the cloud. It’s a mystery”</p><p>&nbsp;</p><p>This got me thinking about some companies’ abruptness to go to the cloud without fully understanding the consequences. IT decision makers are under increasing pressure from CEOs &amp; CFOs to utilize the benefits of cloud. If your IT department doesn’t have a well thought out strategy, however, chances are you’re not going to be successful. You don’t want to move to the cloud for the sake of moving to the cloud and then be in a frenzy if something goes wrong. I spoke with one of our bloggers, and cloud expert, <a href="http://www.journeytothecloud.com/author/john-dixon/" rel="nofollow">John Dixon</a> to get his take on what organizations need to consider before deciding to move to the cloud. Here’s what John had to say:</p><p><strong>Not everything is a great fit for cloud</strong></p><p>Have some high-end CAD desktops? Not a great fit for cloud (at least right now). Just setup a new ERP system on new hardware? Not a great fit for cloud at the moment. Testing some new functionality on your website or a new brand entirely? Now we’re talking — setup the infrastructure, test the market, scale up if needed, take everything down if needed.&nbsp;</p><p><strong>Benefits of cloud are potentially huge, but hard to measure</strong></p><p>Back in the datacenter consolidation days, the ROI of doing a virtualization project was dead easy. Consolidate at least 10 physical servers down to 1, and you have instant savings in power, cooling, floor space, administrative burden, etc. Some nice features came from having virtualized infrastructure, like the ability to provision servers from templates, easier DR, etc. Infrastructure teams were the big winners. In short, you could easily calculate the financial benefit of virtualizing servers. With cloud, this is not the case. If you look closely, there is limited benefit in just “moving” servers to the cloud. In fact, it may cost you more to host servers in the cloud than it does in your physical datacenter. However, IaaS clouds allow you to do things that you couldn’t do on your own. A pharmaceutical company can “rent” 10,000 servers to run a 2 day simulation; an online school can build infrastructure in a cloud datacenter in Australia to test a new market in APAC; a startup can use cloud to run ALL of its technical services (with no capital investment). In short, you’ve got to understand your existing costs, your use cases, and the benefits you are seeking. Jumping in to cloud without this mindset may comprise the benefits of doing so.&nbsp;</p><p><strong>Portability or optimization? Especially in Amazon Web Services</strong></p><p>As of now, you can’t have both. Choose wisely. Optimizing your application for cloud (for example, in AWS) by making use of RDS, SNS, SQS, Cloudformation, Autoscaling, Cloudwatch, etc. can deliver some amazing benefits in terms of scalability, supportability, and reliability. However, doing so destroys portability and any hope of brining that application back in house. On the flip side, VMware vCHS offers awesome portability, but the opportunities for optimization are fewer.</p><p>&nbsp;</p><p>So, lessons for the kids out there? Don’t upload certain home videos online and have a well thought out cloud strategy before jumping into anything you may regret.</p> http://www.enterprisecioforum.com/en/blogs/ben-stephenson/moving-cloud-lessons-jason-segel-cameron#comments Business Issues CIO Leadership Cloud Blog-post Cloud Thu, 24 Jul 2014 14:28:32 +0000 Ben Stephenson 9256 at http://www.enterprisecioforum.com Driving School in Toronto Prepares You for Challenges on the Road http://www.enterprisecioforum.com/en/blogs/richardmanning/driving-school-toronto-prepares-you-chal-0 <p>If you have bought a car recently or have been gifted one by your loved one, you need to learn how to drive. Now this is where you need to make a very important decision on where to learn driving from. There are many friends and family members who might volunteer on teaching you this skill. However you have to keep in mind that it is a very important skill and concerns your safety and those of your co-occupants. Joining a professional <a href="http://www.todaysdriver.ca/about.php" rel="nofollow">driving school in Toronto</a> would be the perfect choice in this regard. A comprehensive training program would prepare you for all the challenges that lay ahead of you on the road.</p><p>&nbsp;</p><p><strong>Undergoing Tests</strong></p><p>First things first to drive a vehicle on the road you would need to possess a valid license. In Toronto you would need to possess G category license which allows you to drive cars, vans and small trucks. There are two classes in this category G1 and G2. G1 license allows you to drive the vehicle accompanied by a fully licensed driver with at least four years driving experience while G2 allows you to drive the vehicle all alone. For both these licenses you need to undergo tests and a professional school would train you for these tests and ensure you possess the skills and knowledge to pass these tests. Apart from training and preparing you an MTO approved school they also facilitate your appearance in these tests.</p><p><strong>Learn the Art of Defensive/Pro-Active Driving</strong></p><p>Good driving skills is not about doing the expected on the road but dealing with the unexpected. There are dozens of vehicles around you on the road with some being driven by people with bad driving skills. Accidents are always waiting to happen and you need to avoid being a part of it. This is where defensive or pro-active driving skills come to your rescue. You will be taught to keep safe distance from other vehicles and how to react in an emergency circumstance and bring your vehicle to a halt. Defensive driving skills would also help you foresee different scenarios on the road and keep your vehicle a harm’s way.&nbsp;</p><p><strong>Weather and Road Conditions</strong></p><p>As a driver you need to be prepared to drive in different kinds of road and weather conditions. Talking about roads, driving in the city is quite different from driving on the highway or through the narrow roads in the country side. Similar is the weather, as a driver you would have to drive in rain and snowy conditions. Each of these scenarios is different and hence requires adjustments in how you drive. This is something you would only learn in a driving school. They conduct training programme in a well-organized manner using a standard curriculum and this teach you the minutes of dealing with varying weather and road conditions.&nbsp;</p><p>Thus you can clearly see the benefits of joining a driving school and how it can prepare you for all the challenges that lie ahead of you. Before you enrol for a course program make sure the school is approved by the Ministry of Transportation, Ontario as this will ensure they meet all the guidelines set by the MTO. This will also make you eligible for an Insurance Discount Certificate.</p> http://www.enterprisecioforum.com/en/blogs/richardmanning/driving-school-toronto-prepares-you-chal-0#comments Business Issues Services Blog-post Driving School Driving School in Toronto Driving School Toronto Thu, 24 Jul 2014 08:06:01 +0000 Richard_Manning 9251 at http://www.enterprisecioforum.com Innovating Disruption http://www.enterprisecioforum.com/en/blogs/jkhawaja/innovating-disruption <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Breaking the Marketplace to Win </div> </div> </div> <p>I’ve always been a big fan of visionaries.&nbsp; The top of my list is Albert Einstein, unarguably the greatest mind of the 20<sup>th</sup> century.&nbsp; I’m also a huge fan of Elon Musk, Nicolai Tesla, Galileo, Louis Pasteur, those crazy fools over at DARPA, and the entire Google[x] team; brilliant scientists and inventors that believed that dreams were the stuff of innovation.&nbsp; They turned the world upside down with their theories, their mathematics, their world-advancing inventions, many times in spite of mockery, disdain, and even threats to their lives and means of income. The word <em>passion</em> rings hollow when their achievements are considered; achievements that did not just <em>disrupt</em> society; it fundamentally <em>transformed</em> it.&nbsp;&nbsp; They <em>elevated</em> it.</p><p>I’m not fond of lionizing individuals; we all know that no matter how brilliant a person may be, people are still people.&nbsp; We all have quirks, beliefs, behaviors, and actions that do not conform to what popular opinion demands of us.&nbsp; Beethoven was a well-known misogynist and misanthrope.&nbsp; Tesla was romantically linked to a pigeon and was an ardent supporter of eugenics.&nbsp; These comments are not meant to denigrate; rather, they are designed to oppose the principle of lionization.&nbsp; Fawning adoration of an archetype is a disservice to both an individual and to the collective consciousness of society.</p><p>Audacity of ideas is not an uncommon enough trait to resonate with me; many people have audacious ideas that never see the light of day.&nbsp; Great ideas are not necessarily in abundance, but they do represent merely the starting point.&nbsp; My inspiration comes from those who have the ability to convert those ideas into a value proposition that society simply cannot not dismiss.&nbsp; It is more than starting a company or building the next best must-have device; it is instead predicated upon a vision that inspires.&nbsp; Look at Elon Musk - he did not come up with a rocket engine; instead, he crafted a vision of human exploration of Mars and made us all believe that he could do it; that we could do it.&nbsp; Not with money or technology; with American elbow grease and a “go-to-hell” rejection of the entrenched interplanetary business/scientific model of the last half century.&nbsp; Musk’s vision was not limited to ferrying cargo to the space station or creating the next generation launch vehicle.&nbsp; No; <em>he wants to take us to Mars</em>.&nbsp; That’s his vision.&nbsp; It’s so out of the bounds of consideration that one might be tempted to ridicule the man behind the vision.&nbsp; If that man was not Elon Musk. He made us want more.&nbsp; He has made us <em>aspire</em>.</p><p>As a technologist, I am enamored of cool gadgets, disruptive technology, and pretty much anything that requires batteries or needs to be plugged in.&nbsp; I get bent out of shape whenever Microsoft or Google or IBM release new technology, and I’m always looking for something different.&nbsp; But nothing – <em>nothing</em> – enthuses me more than a well-articulated vision from an inspired leader.&nbsp; Elon Musk’s audacity is compelling, but not nearly as much as his ability to project a vision that inspires, and his track record of achieving the impossible only serves to whet the imagination with the possibilities of what tomorrow may bring with him at the helm. Already he has invested in three different industries – solar power, automotive, and space, each with multibillion dollar success stories. He does not have the Midas Touch; rather, he projects a Midas Vision.&nbsp; Instead of looking for an underserved market to exploit or bringing one more “disruptive” technology to the masses, leaders like him construct a vision that is much grander, much more encompassing.&nbsp; The goal line is further out than the billions of dollars they make or the tools and technologies they bring to the market.&nbsp;</p><p>I want to leave you with a few words of advice from Elon Musk:</p><p>&nbsp;</p><ul><li>Seek out and listen to negative feedback: This is the only way to make your self, your company, and your product stronger.&nbsp; It’s not enough to listen to the admirers.&nbsp; You need to know the gaps.</li><li>Innovation requires thinking: It’s much harder to start with principles and work your way to a conclusion than it is to rely on analogy. Instead of binding yourself to previous experience, start with rudimental knowledge and construct reasoning from there.</li><li>Work hard: 80 to 100 hours a week.&nbsp; There’s no such thing as working smarter, not harder. If you can work smarter, you should still keep working harder too.</li><li>Personality before talent: The ability to work with someone is more important than the skills they bring to the table.</li><li>Focus on detail: That’s what differentiates good from great.</li><li>Tenacity: Give up only when you are forced to give up.</li><li>Chaos: There must be room for failure, error, and doing things wrong or differently in order to accommodate innovation.</li></ul><p>&nbsp;</p><p>For the aspiring entrepreneur, I ask you not to think of disrupting the marketplace.&nbsp; Instead, I ask you to break it. Destroy it.&nbsp; Create something completely new.&nbsp; Don’t let your vision be fettered to the shackles of market dynamics; create your own market and define your own dynamics. Do away with conventional wisdom and forget what can be achieved.&nbsp; Inspire me with your audacity.&nbsp; Make me believe.</p><p>&nbsp;</p><p>Jamal Khawaja<br /> Follow me on <a href="http://www.twitter.com/CIOTitan" rel="nofollow">Twitter</a> or <a href="http://www.facebook.com/CIOTitan" rel="nofollow">Facebook</a>.</p> http://www.enterprisecioforum.com/en/blogs/jkhawaja/innovating-disruption#comments CIO Leadership Services Blog-post Elon Musk Innovation Leadership Wed, 23 Jul 2014 17:26:51 +0000 jkhawaja 9241 at http://www.enterprisecioforum.com Fail Fast http://www.enterprisecioforum.com/en/blogs/tonyvelleca/fail-fast <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Visualization is key to successful innovation. </div> </div> </div> <p>Wouldn’t you want to know, before writing a single line of code, whether or not your app will be something people actually want to use?</p><p>Especially considering the challenges facing CIOs today. The demands on the CIO have evolved over the past two years from “give me ROI” to “get these apps out faster” to “give my users a better experience.”</p><p>To be relevant, the CIO needs to have a dynamic, fast-moving IT organization that can build apps that either save the company money or create a competitive advantage in an industry.</p><p>The only way to do that is to fail fast.</p><p>I’m talking about those micro-failures experienced during every project. It’s the stage at which you learn what’s working and what’s not. If a typical process looks like this:</p><p>Think -&gt; Plan -&gt;Build -&gt;Verify -&gt;Run<br /> <br />Then, in the past, those micro-failures happened during the build stage, once people could start playing around with the software. Any changes that come at that later stage are expensive.</p><p>But thanks to new visualization capabilities, we’re able to shift left – that is, move the micro-failures to the left along that process line to the think and plan stages.</p><p>We’re now able to fail fast and early. And that’s essential in today’s app-centric enterprises.</p><p><strong>There are new rules for creating useful apps.</strong></p><p>Almost everyone in the industry can talk about the transition from applications to apps, and can readily describe the differences:</p><p>• Applications = the old way: lots of functionality, annual releases, Windows-based, many different users.</p><p>• Apps = the new way: right functionality for user, right device – generally mobile, frequent updates, no training, personalized for the user.</p><p>Likewise, everyone’s got access to the same tools and technology.</p><p>But on the front lines, most companies are still trying to figure out how to put that knowledge and those tools to use when designing and building apps.</p><p>As Stephanie Overby says in her article for <a href="http://www.cio.com/article/2379397/it-skills/5-hybrid-it-roles-your-business-needs-to-succeed-in-2014.html" rel="nofollow">CIO.com article</a> “5 Hybrid IT Roles Your Business Needs to Succeed in 2014”:</p><p><em>“The differentiator will not be the technology itself, but the business value it delivers – or doesn't.”</em></p><p>This quote from the same article takes it even further:</p><p><em>“The technologies are a side show to a lot of what's really critical," says David Foote, chief analyst at IT labor research and analyst firm Foote Partners. "It's IT's ability to do something meaningful with them that's important.”</em></p><p>One of the hybrid roles businesses need in 2014 is described by Foote as software engineers who take it upon themselves “not just to program or develop but to bring business strategy into focus to create unique customer experiences."</p><p>I couldn’t agree more. But knowing that doesn’t mean it’s easy to put it into practice when designing and building apps.</p><p>An app will only be successful if it functions the way users actually want to use it. The design of apps is less software engineering and more data and behavioral science.</p><p>Think of the difference between working with the typical ERP system and Facebook. Imagine how much more pleasant and efficient your work would be if you could love your ERP system like you love your favorite social networking site.</p><p><strong>What turns a good app into a great app?</strong></p><p>It all comes down to the user experience. It has to be so <strong>easy to use</strong> it requires no training. The functionality is intuitive and people just get it. It should also be <strong>contextual</strong> – taking into account the context of how and when it will be used. If you know it will be used on a phone or tablet, then it should be designed to take advantage of any available information:</p><p>Knowing:<br />• the user’s location <br />• what WIFI networks are nearby<br />• what is on the user’s calendar<br />• the user’s relationships (boss, peers, direct-reports)<br />• the user’s job function<br />• the user’s vital signs<br />• the information about the devices nearby<br />• the device orientation, motion and acceleration<br />• the user’s thumbprint<br />• public information</p><p>Being able to:<br />• capture information with the camera<br />• collaborate via video, chat or voice<br />• send location easily<br />• show information with rich graphics and motion<br />• use rich experience layer to engage</p><p>A good app might allow an oil company technician to fill in information about the quality of oil during a pick-up from an oil well.</p><p>A great app takes into account current location and upcoming appointments and captures most of this information automatically – and reminds the technician to submit it. It might also incorporate the mobile device’s camera – enabling the user to take a picture of safety documentation and submit reports in real time.</p><p>It takes a lot of testing and experimentation to get that right.</p><p>Play before you build.</p><p>Using visualization, we can create a working replica of an app that people can play around with – before writing a single line of code. In turn, we learn how people want to use it. We learn what works and what doesn’t – early enough in the process to adapt the design without skyrocketing costs and missed deadlines.</p><p>That’s the beauty of failing fast.</p> http://www.enterprisecioforum.com/en/blogs/tonyvelleca/fail-fast#comments Technology Applications Blog-post Application Modernization,Technology Applications fail fast IT Tony Velleca UST Global Wed, 23 Jul 2014 15:51:33 +0000 Tony_Velleca 9236 at http://www.enterprisecioforum.com What is the reality for Big Data? http://www.enterprisecioforum.com/en/blogs/mylessuer/what-reality-big-data <p><strong>Business leaders share with Fortune Magazine their view of Big Data</strong></p><p>Fortune Magazine recently asked a number of business leaders about what Big Data means to them. These leaders provide three great stories for the meaning of Big Data. Phil McAveety at Starwood Hotels talked about their oldest hotel having a tunnel between the general manager’s office and the front desk. This way the general manager could see and hear new arrivals and greet each like an old friend. Phil sees Big Data as a 21<sup>st</sup> century version of this tunnel. It enables us to know our guests and send them offers that matter to them. Jamie Miller at GE says Big Data is being about transforming how they service their customers while simplifying the way they run their company. Finally, Ellen Richey at VISA says that big data holds the promise of making new connections between disperse bits of information creating value.</p><p><strong>Everyone is doing it but nobody really knows why?</strong></p><p>I find all of these definitions interesting, but they are all very different and application specific. This isn’t encouraging. The message from Gartner is even less so. They find that “everyone is doing it but nobody really knows why”. According to Matt Asay, “the gravitational pull of Big Data is now so strong that even people who haven’t a clue as to what it’s all about report that they are running Big Data projects”. Gartner found in their research that 64% of enterprises surveyed say they’re deploying or planning to deploy Big Data projects. The problem is that 56% of those surveyed are struggling trying to determine how to get value out of big data, and 23% of those surveyed are struggling at how to define Big Data. Hopefully, none of the latter are being counted in the 64%. . Regardless, Gartner believes that the number of companies with Big Data projects is only going to increase. The question is how many of projects are just a recast of an existing BI project in order to secure funding or approval. No one will ever know.</p><p><strong>Managing the hype phase of Big Data</strong></p><p>One CIO that we talked to worries about this hype phase of Big Data. He says the opportunity is to inform analytics and guiding and finding business value. However, worries whether past IT mistakes will repeat themselves. This CIO believes that IT has gone through three waves. IT has grown from homegrown systems to ERP to Business Intelligence/Big Data. ERP was supposed to solve all the problems of the homegrown solutions but it did not provide anything more than information on transactions. You could not understand what is going on out there with ERP. BI and Big Data is trying to &nbsp;go after this. However, this CIO worries that CEOs/CFOs will soon start complaining that the information garnered does not make the business more money. He worries that CEOs and CFOs will start effectively singing the Who song, “We won’t get fooled again.”</p><p>This CIO believes that to make more money, Big Data needs to connect the dots between transactional systems, BI, and planning systems. It needs to convert data into business value. This means Big Data is not just another silo of data, but needs to be connected and correlated to the rest of your data landscape to make it actionable. To do this, he says it needs to be proactive and cut the time to execution. It needs to enable the enterprise to generate value different than competitors. This, he believes mean that it needs to orchestrate activities so they maximize profit or increase customer satisfaction. You need to get to the point where it is sense and response. Transactional systems, BI, and planning systems need to provide intelligence to allow managers to optimize business processes execution. According to Judith Hurwitz, optimization is about establishing the correlation between streams of information and matching the resulting pattern with defined behaviors such as mitigating a threat or seizing an opportunity.”</p><p><strong>Don’t leave your CEO and CFO with a sense of deja vu</strong></p><p>In sum, Big Data needs to go further in generating enough value to not leave your CEO and CFO with a sense of deja vu. The question is do you agree? Do you personally have a good handle on what Big Data is? And lastly, do you fear a day when the value generated needs to be attested to?</p> http://www.enterprisecioforum.com/en/blogs/mylessuer/what-reality-big-data#comments Business Issues Big Data Blog-post Big Data CIO Gartner Hype-Cycle Wed, 23 Jul 2014 15:13:39 +0000 myles.suer 9231 at http://www.enterprisecioforum.com Converged Infrastructure: what is it and why it's important http://www.enterprisecioforum.com/en/blogs/jdodge/converged-infrastructure-what-it-and-why <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> That&#039;s what we Twitter chat about Thursday, 2-3 p.m. EDT </div> </div> </div> <p>Converged Infrastructure is one of those fuzzy but self-defining technology terms. Let's dissect the term.</p><p><strong>Converge: "come from different directions and meet at (a place)" or "gradually change so as to become similar or develop something in common." (source: The Internet, unnamed)</strong></p><p><strong>Infrastructure: "The basic physical and organizational structures and facilities (e.g., buildings, roads, and power supplies) needed for the operation of a society or enterprise." (source: The Internet, unnamed)</strong></p><p>I think the most significant definition is the second one under converge because it suggests infrastructure operating as a single entity. That's the goal, after all, right?</p><p>As such, converged infrastructure is more than just data center consolidation. Then there's "hyper-converged infrastructure." What's that?</p><p>We'll tackle many of these questions in Thursday's Twitter, hashtag #CIOchat . We chat 2-3 p.m. EDT. It should be fun.</p><p>Click on the links below for a mini-tutorial on converged infrastructure.</p><p><em><a href="http://www.twitter.com/thedodgeretort" rel="nofollow">Follow me</a> on Twitter.</em></p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/converged-infrastructure-what-it-and-why#comments Business Issues Converged Infrastructure Blog-post CIO Converged Infrastructure Data center IT Server storage Tue, 22 Jul 2014 19:06:08 +0000 jdodge 9216 at http://www.enterprisecioforum.com Dynamic Data Integration Part I http://www.enterprisecioforum.com/en/blogs/gabriellowy/dynamic-data-integration-part-i <p>Distributed architectures with more fragmented data sets beget the need for a dynamic data integration platform that is flexible and scalable to bridge existing enterprise infrastructure to newer apps developed for cloud and mobility.&nbsp; Data quality and master data management (MDM) are vital components of data integration to ensure consistency and reliability for upstream analytics.&nbsp;</p><p>But in order to succeed, firms need to first establish and commit to an ongoing data governance program with clear objectives endorsed by senior management.&nbsp; Line of business users must be involved throughout the process – from training on required data entry procedures and formatting to model testing, validation and analysis.&nbsp; In this post, we’ll focus on data quality.&nbsp; Part II will look at MDM and the link between the two.&nbsp; A data governance committee comprised of leaders from different functional areas, including IT, helps ingrain data quality best practices into company operations, processes and culture to identify the root cause of bad data and assure better data integrity.</p><p>Most companies are still struggling with how to integrate their existing data to gain more meaningful insights across data silos to better leverage their BI and analytics applications.&nbsp; An institutionalized data governance program should drive data integration strategy.&nbsp; The first step to successful data integration is to audit existing systems to discover what data they contain.&nbsp; Then, after mapping the data to its location, applications and owners, the company can begin to assess the quality of their data.</p><p>Structured data from traditional databases and document handling systems are commonly stuck in file systems and archives that are rarely, if ever, accessed after 90 days from their creation.&nbsp; Add to this the tsunami of unstructured text or semi-structured machine data, such as pdfs, tweets, videos, Web logs and sensors that potentially holds a new trove of valuable information.&nbsp; This precipitates the need for a data integration platform that can accommodate <em>all</em> of a company’s data – whether it comes from existing OLTP and analytics databases and storage infrastructures or from NoSQL databases, Hadoop clusters or cloud-based services.</p><p>Moreover, as big data becomes more pervasive, it becomes even more important to validate models and the integrity of data.&nbsp; A correlation between two variables does not necessarily mean that one causes the other.&nbsp; Coefficients of determination can easily be manipulated to fit the hypothesis behind the model.&nbsp; As such, this also distorts the analysis of the residuals.&nbsp; Models for spatial and temporal data would only appear to complicate validation even further.</p><p><strong>Data Quality is Job #1</strong></p><p>Bad data is the bane of any organization.&nbsp; It is not just an IT problem either.&nbsp; Missing data, misfielded attributes and duplicate records are among the causes of flawed data models.&nbsp; These in turn, undermine the organization’s ability to execute on strategy, maximize revenue and cost opportunities and adhere to governance, regulatory and compliance (GRC) mandates.&nbsp; It also undermines MDM efforts when enterprises discover how much bad data is in their files during profiling.&nbsp;</p><p>Data quality is the key to building better models and algorithms.&nbsp; Despite their deterministic nature, algorithms are only as good as the data their modelers work with.&nbsp; From high frequency trading, credit scores and insurance rates to web search, recruiting and online dating, flawed algorithms and models can cause major displacements in markets and lives.</p><p>Integrating different types of data from a growing variety of sources exponentially increases the probability of skunk data polluting modeling assumptions.&nbsp; In turn, this will skew the R squared during model validation, resulting in hypotheses that may or may not be correct and wonky predictions of future possible outcomes.&nbsp; In financial markets, flash crashes tied to algorithmic trading, incorrect post-trade reconciliations and funds transfers to wrong parties are all manifestations of bad data. &nbsp;</p><p>Preparing data for analysis is an arduous task.&nbsp; This is true for traditional data warehouses, where structure is so important that if your model is not valid, the analysis cannot be done.&nbsp; It is also true, however, if you’re working with Hadoop, where data is structured after ingestion.&nbsp; Either scenario involves data movement.&nbsp; The principal difference is whether the data is extracted, transformed and then loaded (ETL) into a data warehouse for analysis or whether it is extracted, loaded and then transformed (ELT) in a Hadoop cluster where it is analyzed.&nbsp; And nowadays, the data can be analyzed in SQL, NoSQL or a converged environment.&nbsp;</p><p><strong>Conclusion</strong></p><p>In order to become more agile and nimble in decision-making so that outcomes improve consistently enough to sustain competitive advantage, firms must take a more holistic approach to data integration.&nbsp; This requires a shift in emphasis from merely integrating data manually to adopting a highly automated data integration platform that incorporates data quality and master data management.</p><p>The excessive focus on volume, velocity and variety of data and the technologies emerging to store, process and analyze it are rendered ineffectual if the algorithms result in bad decision outcomes or abuses.&nbsp; For these sources and types of data to be useful in data modeling and analytics goes beyond mere integration to ensure the data is accurate, secure and auditable.&nbsp; A holistic approach that treats <em>all </em>data as big data will facilitate integration efforts.&nbsp; Moreover, while most of the big data hype revolves around the volume, velocity and variety of newer data formats, we have proposed that the real 3Vs of all data should be validity, veracity and value.</p><p>Whether the aim to generate alpha in high-frequency trading operations, improve customer service and retention rates, or develop products and services to meet faster changing consumer preferences and behavior, such an approach is suitable throughout the organization – from the most latency-sensitive applications to the most mundane back-office processes.&nbsp; After all, bad data at the speed of light is still bad data.</p> http://www.enterprisecioforum.com/en/blogs/gabriellowy/dynamic-data-integration-part-i#comments Technology Big Data Blog-post Big Data Analytics Data Integration Data Quality Tue, 22 Jul 2014 16:05:57 +0000 Gabriel_Lowy 9211 at http://www.enterprisecioforum.com What is converged infrastructure and where does it rank in your 2014 priorities? http://www.enterprisecioforum.com/en/question/what-converged-infrastructure-and-where http://www.enterprisecioforum.com/en/question/what-converged-infrastructure-and-where#comments Business Issues Converged Infrastructure CIO Questions Tue, 22 Jul 2014 13:44:28 +0000 jdodge 9206 at http://www.enterprisecioforum.com Our Cloud reference model and projects road map http://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/our-cloud-reference-model-and-projects-r http://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/our-cloud-reference-model-and-projects-r#comments Quick Post Blogs Tue, 22 Jul 2014 11:07:24 +0000 Friedkin Companies CIO 9201 at http://www.enterprisecioforum.com Are we heading to glocal cloud? http://www.enterprisecioforum.com/en/blogs/rickblaisdell/are-we-heading-glocal-cloud <p dir="ltr">“What a small world!” – How many times did you hear or said this phrase? Well, I for sure say it often. The truth is the world isn’t small, but the way we communicate and do business at a global scale sure makes it look that way.</p><p>In IT, the development goes fast and the last couple of years the technology of virtualization has been transforming the way we build the IT infrastructure. We now have the possibility to launch new services fast, without exhausting implementation projects, huge investments and the overwhelming risks. The cloud offered us the potential to make our companies more cost efficient and the ability to quickly adapt to market changes.</p><p>However, with the world becoming “smaller” than ever, the right strategy and planning becomes even more important when brands go global. Reaching new markets and adapting to cultural implications and audience mindsets can be challenging, but it is achievable.</p><p><strong>The need for glocal cloud</strong></p><p>In the near future, companies will increasingly need to think and act globally while servicing partners, customers and employees locally. This combination of global and local created the “Glocal” cloud. Glocalization is the concept that in a global market, a product or service is more likely to succeed when it is configured for the locality or culture in which it is sold. It is similar to internationalization.</p><p>Basically, glocalization refers to the necessity of balancing local with global systems and processes. So, as global companies adopt to the cloud with greater frequency, the demand for localized treatment increases, and a more diverse and extensive workforce requires the cloud to service all parts of the whole equally well.</p><p>Why is it so important to have a glocal cloud network? Here are 3 of the most important reasons:</p><ul><li><strong>Speed</strong>&nbsp;– Businesses want to deliver information, interactions and insights to their employees and customers without delay. Even a fraction of a second can interrupt the flow of business or spoil the fun of watching a video online. To avoid inactivity, it’s vital to move data and processing closer to the user. Thus, by positioning cloud data centers in countries around the world, you will be able to assure the speediest performance for all involved.</li><li><strong>Security</strong>&nbsp;– Many countries have created regulations calling for special security measures to be applied to digital medical records and other sensitive personal information. In some cases, that includes storing the information within the borders of the country. So, by locating data centers in a large number of countries you can comply with local laws while providing local clients with all of the benefits of cloud computing.</li><li><strong>Stability</strong>&nbsp;– Having data centers distributed around the globe isn’t enough. They also have to be interconnected in ways that make it possible for companies to operate wherever they’re doing business. That means the same applications and information that are available in New York are also available in Sydney. It also means that if computers in one country go off line, mirrored computers in another country can pick up the slack.</li></ul><p><strong>When you go cloud, go all the way</strong></p><p>Cloud computing means much more than just providing something that works on the internet. It means servicing customers at the local level and that is where most cloud based companies hit a wall. There is a great number of cloud solutions appearing every hour but only a handful make it, mainly because they lack a solid go-to-market strategy outlining how the service will be leveraged internationally or, more precisely, how the company intends to go truly global. This is why cloud developers need to adopt the glocal concept if they want to own their respective niches.</p><p>Photo credit: www.flickr.com/photos/12836528@N00/2737698737/</p> http://www.enterprisecioforum.com/en/blogs/rickblaisdell/are-we-heading-glocal-cloud#comments Business Issues Cloud Blog-post cloud computing cloud computing benefits glocal cloud Tue, 22 Jul 2014 06:58:36 +0000 RickBlaisdell 9196 at http://www.enterprisecioforum.com Kenne deine Kunden, beleuchte deine Produkte, schaffe Vertrauen - Teil 2 http://www.enterprisecioforum.com/en/blogs/harryweimer/kenne-deine-kunden-beleuchte-deine-produ <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Autor: Jean-Michel Franco, Product Marketing Director - Talend </div> </div> </div> <p><em>Dies ist der zweite Teil meines Posts über Stammdatenverwaltung, der anhand von Amazon.com den Wert verdeutlichen soll, den das Verwalten und Darstellen von Referenzdaten über zentrale Assets wie Kunden oder Produkte hat. Lesen Sie in Teil 1 die ersten zwei Punkte über Kunden und Artikelstammdaten.</em></p><p>&nbsp;</p><p>Drittens: <strong>Amazon schafft Vertrauen durch Information. </strong>Das war der Schlüssel, um den Erfolg des Marktplatzes voranzutreiben und generell für Amazons „long tail“ Ansatz: Wenn Sie Amazon besuchen, ein Produkt suchen und finden, ist es sehr unwahrscheinlich, dass es nicht vorrätig ist. Aber natürlich kann Amazon nicht die Kosten dafür tragen, Millionen von Produkten in seinem Bestand zu haben. Daher hat es seinen Katalog für Dritte geöffnet. 2013 wurden weltweit mehr als eine Milliarde Produkte über Amazon bei Marktplatz-Verkäufern bestellt, und Analysten schätzen, dass der Amazon-Marktplatz heute mehr als ein Drittel aller Amazon-Verkäufe ausmacht.</p><p>Dieser Marktplatz nutzt den Kunden eindeutig, aber es gibt eine Herausforderung: Wie können Kunden einem Verkäufer vertrauen, von dem sie noch nie gehört haben, und mit dessen Zuverlässigkeit sie keine Erfahrung haben. Das Vertrauen geht Hand in Hand mit der Verkäufer-Bewertung, die Amazon anzeigt, wenn man ein Produkt kaufen möchte. Wenn Sie schon mal etwas über den Amazon-Marktplatz gekauft haben, wissen Sie, dass Amazon den Kunden immer kontaktiert, um den Verkäufer zu bewerten, sobald das Produkt ausgeliefert wurde. Durch diesen wichtigen Schritt im Prozess, beteiligt Amazon den Kunden und vermittelt ihm, dass man diesen Bewertungen trauen kann. Nochmal: Informationen wirken sich auf Amazons Wachstum aus.</p><p>Was können wir also daraus lernen? Zunächst zeigt es, wie wertvoll es ist, gemeinsam nutzbare und vertrauenswürdige Informationen über zentrale Assets zu verwalten - in diesem Beispiel Kunden, Produkte und Anbieter<strong> </strong>- und diese dann eng mit den Prozessen zu verknüpfen - in diesem Beispiel kundenorientierte Prozesse. Diese datengesteuerten Einkäufe scheinen ein langer und steiniger Weg zu sein, aber obwohl Amazon seit den 90ern Kundenidentitäten in all seinen kundenorientierten Prozessen verwaltet, sind die meisten Unternehmen 20 Jahre später nicht dazu in der Lage, und nur sehr wenige Software-Lösungen bringen dies standardmäßig mit.</p><p>Sehen wir uns zum Beispiel die One-to-One-Kundenpersonalisierung an. Heutzutage verwalten die meisten Unternehmen ihre Online-Interaktionen als Clickstream oder unbekannte Besucher, anstatt als Einkäufe von bekannten oder zukünftigen Kunden. Weil sie wissen, dass der Umgang mit unbekannten Besuchern nicht die beste Voraussetzung für einen effizienten Verkaufsprozess ist, verwenden sie ironischerweise Artefakte, um “das Unbekannte kennenzulernen”, und erhöhen so allgemein die Bedenken ihrer Besucher, die sich von ihnen beobachtet fühlen. Die Art und Weise wie Amazon Kundenidentitäten und Kundendaten durch Online-Transaktionen nutzt, scheint viel transparenter und ein Win-Win-Ansatz zu sein, wenn es um den Umgang mit Online-Kundeninteraktionen geht.</p><p>Übrig bleibt die Frage, wann man dies als Best Practice anstatt als Next Practices betrachtet, mit denen nur ein paar Vorreiter umzugehen gelernt haben. Tatsächlich haben Vorreiter gezeigt, dass datenbasierte Ansätze Differenzierung im Wettbewerb vorantreiben. Aber in Branchen, die schon früh von digitalen Transformationen getroffen wurden, so wie Medien, Gastgewerbe und Reise, oder Einzelhandel, ist es genauso eine Frage des Überlebens geworden.</p> http://www.enterprisecioforum.com/en/blogs/harryweimer/kenne-deine-kunden-beleuchte-deine-produ#comments Business Issues Services Blog-post BI Big Data bigdata BPM Business Intelligence data driven Data Governance Data Integration Data Quality Datenintegration Datenmanagement Datenqualität Enterprise Information Management ESB ETL INternet Master Data MDM Objects Objekte Open Source Profiling SOA Stammdaten Things Vertrauen Tue, 22 Jul 2014 06:52:45 +0000 HarryWeimer 9191 at http://www.enterprisecioforum.com Know your Customers, Illuminate your Products, Build Trust - Part 2 http://www.enterprisecioforum.com/en/blogs/ymontcheuil/know-your-customers-illuminate-your-prod-0 <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Author: Jean-Michel Franco, Product Marketing Director - Talend </div> </div> </div> <p><em>This is second part of my post on Master Data Management, using well-known Amazon.com to illustrate the value of managing and exposing reference data about key enterprise assets such as customers, products or suppliers. See also part 1 for the first two talking points on Customer and Product Master Data.</em></p><p>Third,&nbsp;<strong>Amazon builds trust through information</strong>. This was key to drive the success of its marketplace and more generally to Amazon’s “long tail” approach: when you visit Amazon searching for a product and find it, there are very few chances that you face an out of stock situation. But obviously, Amazon wouldn’t be able to support the costs of having those millions of products in their inventory, and that is why then opened their catalog to third parties. In 2013, more than a billion units worldwide were ordered on Amazon from Marketplace Sellers, and analysts estimate that Amazon marketplace now represents more than one third of Amazon sales.</p><p>This marketplace clearly brings value to customers, but this comes with a challenge:&nbsp; how can customers trust a seller that they’ve never heard of, and have no experience related to his reliability? Trust comes together with the “Amazon Seller Rating” that Amazon highlights when you’re about to purchase the product.&nbsp; If you have experienced buying through Amazon marketplace, you know that Amazon always contacts you to rate the supplier once the product has been delivered.&nbsp; Through that important process step, Amazon engages you and therefore drives your perception that those ratings are trustable. Once again, information is impacting Amazon’s growth.</p><p>So what can we learn from this? First, it shows the value and power of managing deep, shareable and trustable information about your key assets – customers, product and suppliers in this example – and then linking it tightly to your processes – customer facing processes in this example. Those data driven journeys may seem like a long and winding road, though: although Amazon manages customer identity across all their customer facing processes since the 90s, most companies aren’t able to do that twenty year later, and very few software solutions are delivering this “out of the box”. Look at customer one-to-one personalization for example: today, most companies manage their online interactions as clickstreams or unknown visitors, rather than as ongoing journeys with known or soon to be known customers. Ironically, because they know dealing without unknown visitors is not the best situation for an efficient sales process, they use artifact to “know the unknown” and are a result generally raise privacy concern from their customers that feel that there are being tracked on their behalf. The way Amazon uses customer identity and customer data across online transactions appears to be a much more transparent and win-win approach when dealing with online customer interactions.&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;</p><p>The remaining question is when should you consider that as a best practice rather than next practices that only some pioneers have learned to deal with? Indeed, pioneers have shown that data driven approaches can drive competitive differentiation. But in industries that have been early to be hit by digital transformations, such as media, hospitality and travel, or retail, it has become as well a matter of survival.</p> http://www.enterprisecioforum.com/en/blogs/ymontcheuil/know-your-customers-illuminate-your-prod-0#comments Business Issues Services Blog-post BI Big Data bigdata BPM Business Intelligence data driven Data Governance Data Integration Data Quality Datenintegration Datenmanagement Datenqualität Enterprise Information Management ESB ETL INternet Master Data MDM Objects Objekte Open Source Profiling SOA Stammdaten Things Vertrauen Tue, 22 Jul 2014 06:50:06 +0000 YMontcheuil 9186 at http://www.enterprisecioforum.com How Big Data Drives Economic Growth http://www.enterprisecioforum.com/en/blogs/ricknotsodelgadogmailcom/how-big-data-drives-economic-growth <p><br /></p><p dir="ltr">From small communities, to entire states, to countries, and even to the entire world, big data has the potential to shape and grow the economy. Big data has proven itself to be incredibly useful in many different industries, so it stands to reason that its influence can and will be felt in nearly every sector of the economy. Getting to the point where big data is a central area of focus will still take some time, but already there has been remarkable progress as businesses and communities come to understand the powerful impact it can have. As economies around the world continue to stutter and stagnate, big data might be just the thing to pull communities and nations out of the doldrums and into a new era of economic prosperity.</p><p><br /></p><p dir="ltr">Economic growth can be driven in a number of different ways. In order for that growth to happen, however, certain changes in infrastructure have to take place first. Of particular importance is the need for high-speed networks with broadband capabilities, but such changes can be expensive for communities to implement. This obstacle can be overcome as people and organizations see that big data has the ability to transform businesses and economies, effectively making companies better suited to meet their customers’ needs and deliver a better product. Once communities have the desire to use big data, broadband adoption will be a top priority. This is already seen in what are being called <a href="http://www.forbes.com/sites/ciocentral/2013/01/18/faster-sooner-why-the-u-s-needs-gigabit-communities/" rel="nofollow">gigabit communities</a>. These are communities that install high speed networks to connect all businesses, organizations, and people. Some examples of gigabit communities include Chattanooga, Kansas City, and Lafayette, Louisiana. In Chattanooga, the adoption of a gigabit fiber network attracted major businesses like Amazon and Volkswagen, which created thousands of jobs. Installing broadband networks capable to utilizing big data along with the storage to handle all that data, particularly <a href="http://www.dell.com/learn/us/en/04/campaigns/compellent-storage-center" rel="nofollow">flash array storage</a> systems, helps drive innovation and investment, eventually spurring economic growth.</p><p><br /></p><p dir="ltr">On a statewide level, big data also can play an important role in stimulating an economy. Even more so than for a community or city, this requires a great degree of collaboration among government officials, business leaders, and even educational institutions. This is the case for the state of New Jersey, which recently started what it calls a <a href="http://www.njtechweekly.com/art/1647-big-data-alliance-big-deal-for-economic-growth-in-new-jersey/#" rel="nofollow">big data alliance</a>. The idea behind this alliance is to grow the economy by better connecting education and research programs to businesses and governmental organizations. New Jersey’s big data alliance is in part a response to other states’ big data initiatives, like those from New York, Massachusetts, and Arkansas. State leaders decided they needed to be more competitive and looked to grow industries that stand to gain the most from big data use--industries like pharmaceuticals, foods, and energy. New Jersey is also home to many healthcare and telecom organizations, where big data can solve a number of issues hindering growth. By pooling resources and fostering collaboration among universities, technical institutions, businesses, and government offices, New Jersey leaders hope to show that big data capabilities are achievable, thereby bringing more businesses to the state and growing the economy.</p><p><br /></p><p dir="ltr">Big data’s influence in growing an economy can extend beyond communities and even states. Whole nations all over the world can benefit from big data, in particular those in the <a href="http://www.wired.com/2013/03/big-data-the-key-to-economic-development/" rel="nofollow">developing world</a>. As these nations slowly develop, they’re also generating data of their own. The increase in data leads to more confidence for businesses to move or sell goods there, which can increase economic growth. This practice, however, usually required a few enterprising companies to take a risk and do business there first before any data could be gained. But now big data can come from emerging markets first. For example, many developing nations are skipping communication technologies and going straight to wireless devices, which produce more data for businesses to use. Companies are looking at that big data, and from it they can determine the best ways to penetrate the market. In doing so, the businesses will be helping a developing economy grow at a much faster rate.</p><p><br /></p><p dir="ltr">Big data means big things for economic growth. In the U.S., <a href="http://blog.gopivotal.com/pivotal/p-o-v/mckinsey-on-big-data-analytics-the-1-key-to-us-economic-growth" rel="nofollow">big data analytics</a> has the potential to raise GDP by up to $325 billion in retail and manufacturing alone. If companies and organizations are able to harness that potential, a national and global economic boom might just be right around the corner. Big data may hold the key to a prosperous future for people all over the world.</p><p><br /></p><p dir="ltr">(<a href="https://twitter.com/home?status=Big%20data%20analytics%20may%20raise%20U.S.%20GDP%20by%20up%20to%20$325%20billion%20in%20retail%20and%20manufacturing.%20%23big%20data%20%23economy" rel="nofollow">Tweet This</a>: Big data analytics may raise U.S. GDP by up to $325 billion in retail and manufacturing. #big data #economy)</p><div><br /></div> http://www.enterprisecioforum.com/en/blogs/ricknotsodelgadogmailcom/how-big-data-drives-economic-growth#comments Business Issues Big Data Blog-post Mon, 21 Jul 2014 21:22:13 +0000 ricknotsodelgado@gmail.com 9181 at http://www.enterprisecioforum.com Seven Deadly Sins of Data Analysts http://www.enterprisecioforum.com/en/blogs/abreakey/seven-deadly-sins-data-analysts <p>With business success increasingly dependent on effective data management, expectations are set pretty high for BI analysts these days. Rising pressures often lead to cutting corners and invalid data. Not good! Especially because some of these offenses can put your organization in deadly peril. Tread carefully and be mindful that you aren’t guilty of the seven deadly sins of data analysts:</p><p><strong><em>1. Worshipping False Idols</em></strong><strong>: Poor Data Quality.&nbsp;</strong>You may be the high priest of your organization’s data but are you misleading your flock with unreliable, unverified data? You’d better sharpen up your act before users discover your feet are made of clay.</p><p><br /><strong><em>2. Gluttony</em></strong><strong>: Too Much Data to Swallow.&nbsp;</strong>If you’re overwhelmed with data coming at you from multiple sources, the prospect of accessing and correlating it all must be daunting. But, if different data sources aren’t reconciled, you can end up with mismatched facts and misinterpreted information. This is one of the deadliest data sins as it can result in perilous business decisions.</p><p><br /><strong><em>3. Avarice</em></strong><strong>: Not Enough Data.&nbsp;</strong>Do you feel you always need more data than you’ve got? In today’s highly-connected world, take a tip from Gordon Gekko: greed is good. Analysts that just rely on the data that’s easily available instead of gathering data from all sources aren’t giving their users the full picture.</p><p><br /><strong><em>4. Hubris</em></strong><strong>: Inflexible Reports.&nbsp;</strong>When you believe your reports are already perfect and you’re churning out the same format month after month, you’re evidently too proud to talk to your users about what they really want. Maybe you’re secretly afraid to change them because you’re stuck with a reporting system that can’t adapt? If you can’t deliver reports that meet the needs of ordinary mortals, then you are no angel.</p><p><br /><strong><em>5. Sloth</em></strong><strong>: Poor Feedback Cycles.&nbsp;</strong>It’s easy to become reluctant to fulfill user requests when little tweaks turn into frequent late-night sessions battling with the reporting tool.</p><p><br /><strong><em>6. Wrath</em></strong><strong>: Stale Data.&nbsp;</strong>Effective decisions are made with fresh, real-time data. It’s not good when your A/B testing tells you that A is better than B when the campaign is already over.</p><p><br /><strong><em>7. Envy</em></strong><strong>: Arms-Length IT.&nbsp;</strong>Many data specialists find they’re cut off from the IT resources they need to get things done. They throw their requests over the wall at IT, but often it takes weeks or months for results to come back. Disconnect between analysts and the IT department can lead to an office plagued with resentment.</p> http://www.enterprisecioforum.com/en/blogs/abreakey/seven-deadly-sins-data-analysts#comments Technology Big Data Blog-post Big Data data analysts data analytics data connectivity Mon, 21 Jul 2014 18:51:57 +0000 ABreakey 9176 at http://www.enterprisecioforum.com Gartner's Magic Qudrant on converged infrastructure http://www.enterprisecioforum.com/en/blogs/jdodge/gartners-magic-qudrant-converged-infrast <p><a href="http://www.crn.com/slide-shows/storage/300073282/gartner-converged-infrastructure-magic-quadrant-whos-in-who-didnt-make-the-list.htm" rel="nofollow">CRN's slideshow</a>&nbsp;about Gartner's new "Magic Quadrant" on converged infrastructure does a nice job indentifying the leaders, challengers, visionaries and niche players. The vertical axis is ability to execute and the horizontal axis is completeness of vision.</p><p>The slideshow also addresses "<a href="http://www.techrepublic.com/article/hyper-converged-systems-what-you-need-to-know-about-this-hot-virtualization-topic/" rel="nofollow">hyper-converged infrastructure</a>" which takes a modular approach to expanding servers and storage. The Slideshow reviews each vendor in the quadrant -- for instance, <a href="http://www.crn.com/slide-shows/storage/300073282/gartner-converged-infrastructure-magic-quadrant-whos-in-who-didnt-make-the-list.htm/pgno/0/6" rel="nofollow">HP on slide 7</a>.</p><p>What's also interesting is that the stable of CI players are traditional IT vendors such as HP, IBM, Dell, Unisys and Cisco with a smattering of startups. Of course, there are CI startups, but often they get snapped up by the bigger IT supplier to fill a hole in their product lineups.</p><p><em><a href="http://www.twitter/com/thedodgeretort" rel="nofollow">Follow me</a> on Twitter.&nbsp;</em></p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/gartners-magic-qudrant-converged-infrast#comments Business Issues Technology Converged Infrastructure Blog-post CIO Converged Infrastructure Data center HP IT servers storage Mon, 21 Jul 2014 17:55:02 +0000 jdodge 9171 at http://www.enterprisecioforum.com The Pain Curve http://www.enterprisecioforum.com/en/blogs/greg-bruno-phd/pain-curve <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The Complexity of Clusters and Why Clusters are So Different </div> </div> </div> <p>I've been building clusters for my entire professional career and I've known that clusters are different, but never could quite articulate why. Until now.</p><p>After having many conversations with operations team members from a broad cross-section of enterprises, I now have a handle on why clusters are so different from farms of single-purpose servers that reside in traditional data centers.</p><p>For every organization that operates a cluster with traditional data center tools, there is what I call a "Pain Curve" (see diagram). It is difficult to quantify the number of servers required to reach the pain threshold, which is dependent on the size and quality of the operations staff. But one thing is certain – for those who don't have an automated solution that can address the cluster requirements of uniform software stacks, consistent service configurations, and total server awareness, real pain is coming and failure is inevitable.</p><p>Due of the rise of Hadoop and OpenStack, many enterprises are now deploying their first small clusters of 10 to 20 servers. At this small scale, the complexity of operating the cluster looks and feels like 10-20 general data center servers – that is because we are on the far left side of the operational complexity graph below. It is not until the clusters scale, as they inevitably do, when the pain caused by the exponential complexity becomes apparent. We've seen this problem occur time and time again.</p><p>&nbsp;</p><p><strong>One Painful Hadoop Cluster</strong></p><p>Consider one real-world example involving a top-tier financial services company. They were building a Hadoop cluster, and their projected production cluster was scoped to be 100 servers. They had plenty of experience running 100-server clusters before, and they felt they had the situation under control. As they did in the past, they cobbled together a home-grown project to manage their small cluster.</p><p>Soon-after they put the 100-server cluster into production and, once operational, the machine generated so much value for the business that demand for it skyrocketed and they had to scale the cluster. The cluster was expanded to 350 servers, but somewhere between 100 and 350 is where the home-grown project failed. All 350 servers went down – the cluster effectively became a multi-million dollar paperweight.</p><p>They had crossed the pain threshold, and they recognized that their home-grown project had landed them in the “Failure Zone.”</p><p>Finally, after months of pain and inevitable failure, this company utilized an automated solution that was meticulously designed to manage clusters at scale. The company was able to put all 350 servers back online again with a sustainably configured architecture in just 36 hours.</p><p><strong>&nbsp;</strong></p><p><strong>Clustered Servers See the World Differently</strong></p><p>Why did this global financial services firm have such trouble solving this seemingly simple problem? Because the worldview of a single-purpose server in a traditional data center is that it accepts external requests, processes those requests, then responds to the requester. It is like a thoroughbred wearing blinders in the Kentucky Derby. Such a detached server has no notion of any of the other hundreds or thousands of servers that are happily churning through requests in the adjoining racks. As new servers are added to the data center, they are racked and stacked, installed and configured, then brought online -- the existing servers remain untouched.</p><p>The worldview of a server in a cluster is vastly different.&nbsp;By definition, each server in a cluster must be aware of every other server in the cluster. This is so the servers in the cluster can “collectively” accept external requests, process those requests, and then respond to the request – as a team.</p><p>At the absolute minimum, each server in a cluster must know about all the other servers in the cluster. Additionally, each cluster service (e.g., Hadoop services) must be configured with the awareness of the other services on all the cluster servers. And, more often than not, each service must be executing on top of the exact same software stack on each cluster server in order to produce consistent and correct results.</p><p>In short, all cluster servers must: 1) have the exact same bits on each server; 2) have the exact same software configuration; and 3) have total awareness of each of the cluster servers. As new servers are added to a cluster, the new servers must satisfy all three of the above requirements (same bits, same configuration and total awareness). Moreover, the existing clustered servers must now be aware of the newly added servers.</p><p>Back to the single-purpose servers in the data center. Since each server is an island, as new servers are added, the complexity added to the operations team increases by a “linear” amount. If I'm wearing my computer science hat, the complexity of operations for the general data center servers is O(N), where N = number of servers. It is linear because new servers do not require configuration changes to the existing servers.</p><p>Contrast this with the total awareness requirement for cluster servers. Newly added servers increase the burden on the operations team by an “exponential” amount because the existing servers must be reconfigured to be made aware of the new servers. In other words, the complexity of operating clusters is O(N<sup>2</sup>).</p><p>This level of coordination is what makes clusters the obvious choice for next-gen Big Data platforms like Hadoop and cloud architectures like OpenStack. Clusters deliver vastly greater speed, power, and agility, but as we now know it is what also makes clusters too complex to manage without an automated solution. &nbsp;</p> http://www.enterprisecioforum.com/en/blogs/greg-bruno-phd/pain-curve#comments Business Issues Big Data Cloud Blog-post Automation Big Data Big Infrastructure Cloud clusters complexity Hadoop openstack servers single-purpose StackIQ stacks Fri, 18 Jul 2014 19:54:17 +0000 Greg Bruno Ph.D. 9166 at http://www.enterprisecioforum.com Cloud and Mobile, Two Sides of the Same Coin http://www.enterprisecioforum.com/en/blogs/anoj-willy/cloud-and-mobile-two-sides-same-coin <p>By Anoj Willy, Trace3 Cloud Practice Director</p><p>&nbsp;</p><p>In a very real sense, mobile and cloud computing are quickly becoming two sides of the same coin. Mobile computing is how users experience technology, while cloud computing is the platform from which the experience is delivered.</p><p>As the term cloud defines the next evolution of the data center, mobile defines the end-user experience. Users are rapidly migrating off stationary PCs to consume services through phones, tablets, and wearable devices. This mobile trend is radically reshaping the landscape for CIOs and IT managers. Those who thought they had their BYOD strategy figured out are now encountering wearable devices like Google Glass and the trend is only just beginning.</p><p>This explosion of devices is the birth of what the market calls the Internet of Things (IoT), in which millions of disparate objects are being equipped to “talk” to each other and send and collect data about their surroundings. This IoT trend is already underway, with devices such as smart-TVs, Nest thermostats, and Fitbit sensors becoming more widespread. The idea of connected real estate is much closer to reality, where a central computer knows if a light bulb goes out in a building and needs to be replaced, or if food is going bad and the fridge needs cleaning.</p><p><strong>How Developers Can Cash In On This Trend – Three Major Changes</strong></p><p>The cloud enables developers to gain immediate access to the resources they need to start building meaningful code. This agility is dramatically increasing the speed at which new features, versions, and new applications are being built. On the consumer side, what used to require manual intervention to get the latest feature is now happening automatically across smart devices. Users now access and try new features without the laborious install and reload process that we became accustomed to with PCs. As cloud and mobile bring developers and consumers closer together, product managers and enterprise architects must take strategic steps to maximize the value of this two-sided coin.</p><p>Three essential changes are underway for developers in the cloud today. The first is the emergence of distributed service dependencies; second is maintaining coherency across devices; and finally, and most importantly, is the evolving user experience.</p><p><strong>Distributed Service Dependencies</strong></p><p>In the past, an application’s core services generally existed within the data center and were a known quantity. Developers would code interactions between these services to exchange data and communicate with each other. What used to be file and character transfers between tightly integrated systems has given way to web services that are more loosely connected. Application Programming Interfaces (APIs) describe ways for systems to communicate with each other in a manner that is more flexible and less fragile than was previously available. This allows developers to integrate new systems without the worry of breaking existing dependencies, making development much faster and less fragile. &nbsp;&nbsp;<strong></strong></p><p>Now with the emergence of cloud-based data and tools, a tremendous number of options exist for developers to tap into. Developers are readily leveraging these external services when creating applications, instead of coding them from scratch. While this dramatically reduces the development lifecycle, oftentimes you may not know where a service is going to reside – it might be in your data center, or in a public provider such as Amazon Web Services. This additional complexity can prove challenging as an application matures and gets promoted through the software development lifecycle process.</p><p>Developers and product managers need to leverage application performance management (APM) tools that show the relationship between the application, the underlying infrastructure, and the external services it is dependent on. Good APM tools allow developers and IT to quickly gain an understanding of their applications in real-time and locate any problems that might be affecting performance, right down to the mobile end-point.</p><p><strong>Driving Towards a Unified Platform</strong></p><p>Picture all the mobile data and applications out there floating on a new cloud platform. The cloud appears to as an immense data repository, or a big application storefront. Most current app stores are segmented by different types of user devices. In the future, we expect app stores to evolve into more converged systems that will help users manage their apps across different devices.</p><p>Mobile application software developers have to consider a lengthy array of screen sizes, hardware specifications and configurations because of intense competition in mobile software and changes within each of the platforms.</p><p>This is where the concept of coherency between devices becomes very important for users, and hence, for developers too. As users interact with more devices and manipulate their data, they expect those changes to be reflected across all their devices. If you make a change on one device, or upload data, all your other devices should know that.</p><p>Netflix is a great example of this. The company supports hundreds of devices from smart TVs to set-tops to mobile devices, with a version developed specifically for each device. Users can start watching a movie on their TVs, stop the movie, drive somewhere, and continue watching where they left off on a completely different device.</p><p>This type of coherency will only become more critical as users move from one digitally enabled environment to another. A user working from home will expect access to their work and data from their office environment and even their car. As devices proliferate and developers strive to enable and support these devices, they should look towards companies like Netflix and see what parts of that model make sense for them. Then they should make sure they understand what parts of their application captures the essence of what a user wants, and make that universal across all device platforms.</p><p><strong>The Evolving User Experience</strong></p><p>Applications are increasingly being developed in the cloud. They begin life there, and how long they stay there depends entirely on the use case. Most older companies still have large enterprise workloads stuck on older dedicated infrastructure, but new app development tends to be cloud-first.</p><p>Cloud is an ideal platform for application development. Yet designing a service experience is still a foreign concept to most IT shops. Mobile user interface design goals primarily focus around user-friendly interfaces that consider a user’s limited attention, lack of keyboard, and the underlying device limitations. Now with wearables like Google glass and smart devices, the device is completely changing the way users interact with applications.</p><p>What’s most important for developers is to deliver more than just what users see on their screens and devices – it’s delivering a seamless, secure experience across multiple devices and environments. We don’t need or want so many flashy features on our mobile devices; rather, we crave an elegant user experience. Developers and product managers are going to have to think beyond the confines of typical devices and start extending the capabilities of their applications to take advantage of digitally enriched environments. In doing so, however, they need to make sure the application experience is unified and non-disruptive as users transition between devices and environments.</p> http://www.enterprisecioforum.com/en/blogs/anoj-willy/cloud-and-mobile-two-sides-same-coin#comments Technology Cloud Mobility Blog-post app development Applications Cloud developers Mobile mobile application Fri, 18 Jul 2014 19:48:24 +0000 Anoj Willy 9161 at http://www.enterprisecioforum.com A decade of change led us to infrastructure convergence. Do you really understand it? http://www.enterprisecioforum.com/en/blogs/duncan-campbell/decade-change-led-us-infrastructure-conv <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Sift through the confusion and gain some clarity </div> </div> </div> <p>Based on some of the comments I’ve read in my last few blog posts where there is still some confusion about infrastructure convergence, so I thought it was time to level-set. Like many of you, I’ve been in IT since the 1980s, and it seems to me the focus of computing infrastructure changes about every decade. This type of shift happens once every 10 to 15 years – like the shift from the mainframe to the client server… from the client server to Web 1.0… from Web 1.0 to mobile and web services. And now we’re deeply rooted in the era of convergence.</p><p>Each shift has raised questions and true for convergence. <em>What is convergence really? What do I need to know? How does it affect me? What do I and my team need to do?</em> Coming up with questions on this topic is easy—but I am finding that the answers often complicate things. Different experts use different terms to mean the same thing or the same term to mean different things. Because these questions still keep coming up, I thought I would share this book authored by myself and my colleague Helen Tang: <strong><em>“HP Converged Infrastructure for Dummies - 2<sup>nd</sup> edition”. </em></strong>But don’t be fooled by the Wiley branding; these books are really for intelligent IT leaders like you</p><p>The book explains what converged infrastructure is, why the industry has been driven to it, and why now. It describes the design and architectural principles underlying converged infrastructure and tells you what to look for as you evaluate offerings. The eBook even drills down into how converged infrastructure will affect you as an IT executive, architect, planner, or in an IT functional role. Of course, it also talks about HP Converged Infrastructure solutions and the outcomes it delivers to real businesses like yours.</p><p>If there’s a single takeaway, it’s that converged infrastructure is a journey to help IT become a service broker in a hybrid cloud environment. I think this journey thing is what makes convergence a bit confusing. But the fact is one size simply won’t fit all workloads and priorities; which means there are different places to start. Because there is no single converged infrastructure solution that’s right for all organizations or workloads, HP is very exact in creating a broad portfolio of <a href="http://h17007.www1.hp.com/us/en/converged-infrastructure/index.aspx#.U34XlrHn9D8" rel="nofollow"><strong>HP Converged Infrastructure</strong></a> solutions that include the rapidly growing world of pre-integrated, pre-tested, and workload-optimized integrated systems (delivered by HP with the&nbsp;<a href="http://h17007.www1.hp.com/us/en/converged-infrastructure/converged-systems.aspx#.U34Ux7Hn9D8" rel="nofollow"><strong>HP ConvergedSystem</strong></a> for the cloud, virtualization, Big Data, Scale-out, and others).</p><p><strong>As I continue to bring industry insights into the world of convergence, I invite you to </strong><a href="http://media.wiley.com/assets/7214/77/9781118759929_custom.pdf" rel="nofollow"><strong>Read this eBook</strong></a><strong> to help you understand what infrastructure convergence really is, and what it can do for your business.</strong></p><p>I hope this is helpful.<br />Duncan</p> http://www.enterprisecioforum.com/en/blogs/duncan-campbell/decade-change-led-us-infrastructure-conv#comments CIO Leadership Converged Infrastructure Blog-post Converged Infrastructure HP Convergence HPCI Fri, 18 Jul 2014 16:08:55 +0000 Duncan Campbell 9156 at http://www.enterprisecioforum.com Know your Customers, Illuminate your Products, Build Trust http://www.enterprisecioforum.com/en/blogs/ymontcheuil/know-your-customers-illuminate-your-prod <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Author: Jean-Michel Franco, Product Marketing Director - Talend </div> </div> </div> <p>Turning Enterprise Information Management - such as Master Data Management, Data Governance or Data Quality - into a value proposition for lines of business is not an easy game. But, the reward may be huge.</p><p>Amazon is a poster child in this discipline; over the years, they have established next practices. By next practices, I mean that the way that they fuel their process with a data driven approach is so disruptive that it takes years before their peers adopt them as best practices. This is why Amazon is under scrutiny by many people, from competition to business consultants and industry thought leaders. Even most importantly, those approaches are also directly visible and deliver value to each of us, as customers, making it an excellent and easy to understand example to illustrate how a sound information management strategy can translate into measurable business outcomes.</p><p>&nbsp;</p><p>First,&nbsp;<strong>Amazon knows its customers</strong>, and makes this knowledge actionable to personalize all interactions with them accordingly, in real time. Since the very beginning, the Amazon.com site deals with identified customers, rather than online visitors. In 1999, they patented the so-called one click purchase: because they were able to uniquely identify customer as soon as they connect to the Amazon.com site, without an explicit login process, they were able to create a frictionless checkout process, with no intermediate steps to get the data necessary to fulfill payment and shipping. Indeed, this approach not only helps to provide a better experience for Amazon customers. It also results in dramatically better transformation rates for transactions happening with customers that opted for this one click option, representing a large proportion of amazon.com sales. Add to this the fact that fraud management is much more efficient when applied to known customers that with anonymous visitors, since payment data is associated with other data and used on a repetitive basis. Lastly, Amazon personalizes the interactions with their customers, provides recommendations, and focuses on prolonging customer journeys with up-sales once a sales transaction has been fulfilled… All those data driven activities translate into billions of dollars in terms of Amazon revenue, and into sustainable business benefits due to increased customer loyalty.&nbsp;&nbsp; &nbsp;</p><p>Second,&nbsp;<strong>Amazon illuminates its product portfolio</strong>. Not only they excel at referencing their products, but they augment the factual information they give on products with multiple value added features: customer reviews, similar articles, lists, etc. As a result, Amazon.com has become over the years a reference catalog not only for Amazon.com customers but for consumer goods product data as a whole. As an illustration, even if I almost never buy music albums anymore now that I became customer of a subscription based streaming service, I regularly visit Amazon.com to get information about the latest album releases. Amazon.com catalog has proven to be so powerful in terms of attracting customer demand that search engines, price comparators and recommendation services are struggling to find a place in categories where Amazon excels, contrary to other domains where Amazon is weaker or absent such as hospitality, travel and transportation (with Trip Advisor, e-bookings, Yelp, etc.). As an illustration, some of us may remind that Kelkoo, a product price comparator was acquired by Yahoo for $475 million in 2004… and then sold four years later for a fraction of this price ($100 million). Now imagine how challenging it has become for Amazon competitors to attract visitors on their own web site, avoiding that their own customers use their physical shops for Showrooming or drive key processes such as defining their product price policy, now that Amazon has become the de facto standard for product information?</p><p><em>To be continued:&nbsp;<a href="http://www.talend.com/blog/2014/05/21/know-your-customers-illuminate-your-products-build-trust-part-2" rel="nofollow">part 2</a>.</em></p> http://www.enterprisecioforum.com/en/blogs/ymontcheuil/know-your-customers-illuminate-your-prod#comments Business Issues Services Blog-post BI Big Data bigdata BPM Business Intelligence Data Governance Data Integration Data Quality Datenintegration Datenmanagement Datenqualität Enterprise Information Management ESB ETL INternet Master Data MDM Objects Objekte Open Source Profiling SOA Stammdaten Things Vertrauen Fri, 18 Jul 2014 10:27:51 +0000 YMontcheuil 9146 at http://www.enterprisecioforum.com 3 mistakes that will get you fired http://www.enterprisecioforum.com/en/blogs/terencengai/3-mistakes-will-get-you-fired <p>Many enterprises know they need to move to the cloud, but they don’t have a sense of how to get there. While you hear a lot about the advantages of cloud, there’s risk associated with doing it wrong or going in without a plan. You may want the faster time-to-market and increased agility that cloud can deliver, but how do you navigate the pitfalls and get to that desired state?&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;</p><p>Moving to the cloud is not for the fainthearted. You need help to define your strategy and roadmap. You can’t just buy something, plug it in, and expect it to work. You need to consider a number of questions:</p><ul><li>How do I manage change?</li><li>What skills does IT need to possess?</li><li>How do I transition from my existing infrastructure and applications?&nbsp;</li></ul><p><br />If IT can’t deliver what the lines of business need, those users may turn to outside service providers such as Amazon to purchase cloud on their own. IT needs to find a way to head off these rogue clouds and maintain control. But if you don’t properly train your people and put the appropriate governance in place, ultimately you’ll fail to deliver the business outcome the CEO expects.&nbsp;&nbsp;</p><p><strong>Mistake #1—Not putting the needs of the business first</strong></p><p>One of the biggest mistakes companies make is to see cloud as purely a technological solution, rather than as a business solution. To ensure the best results, you need to first create a strategy, developed with people who have knowledge of your business and can help you leverage cloud in a way that makes sense for your situation.&nbsp;</p><p>IT needs to work with business unit leaders to jointly define the desired business outcomes and get alignment on key areas. By focusing efforts on agreed-upon targets, IT can apply technology to drive the business forward in a measurable and quantifiable way, demonstrating value to the business.&nbsp;</p><p><strong>Mistake #2—Keeping the cloud separate from traditional IT environment</strong></p><p>No cloud should be an island. Neglecting to integrate cloud with your existing IT environment can generate systemic waste, in the form of siloed resources that often end up unnoticed due to a lack of control and transparency.&nbsp;</p><p>Instead, you should view cloud as a complement to and an extension of your traditional IT environment. This hybrid approach enables you to implement unified management and security controls, rather than juggling disparate management tools and security policies for two separate environments.<strong>&nbsp;</strong></p><p><strong>Mistake #3—I’ll figure it out all by myself</strong></p><p>According to a 2013 study conducted by HP, 43 percent of enterprises surveyed indicated that they wanted strategic guidance on deploying cloud. A managed service provider can help ensure that your transition goes smoothly, and that your implementation aligns with business goals.&nbsp;</p><p>One such organization, BT Engage IT, an IT services business focused on the U.K. corporate midmarket, partners with HP to provide an infrastructure-as-a-service platform. According to company CEO Rich Lowe, clients moving to cloud are starting from a brown field environment, not a green field environment. Customers need to keep their businesses up and running while they make the transformation to a hybrid IT solution that incorporates both legacy IT and cloud.&nbsp;</p><p>BT Engage IT works to protect customers’ interests to ensure that people who are starting from differentiated states end up in the right place, as a managed, gradual transition. Because the needs from an IT perspective are complex and the demands from the business on IT are huge, customers often require outside help to get where they need to go.&nbsp;</p><p><strong>Secure, optimized solution&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong></p><p><a href="http://www8.hp.com/us/en/business-services/it-services.html?compURI=1079571#.U7WcibGNDxA" rel="nofollow">HP Helion Managed Virtual Private Cloud</a> combines secure, scalable technology with professional services to help you move, optimize, and manage mission-critical applications. By choosing a managed solution, you can remove much of the risk from your transition to the cloud and better meet the goals of the business.&nbsp;</p><p>Watch this video for more on how BT Engage IT helps smooth customers' path to the cloud:</p><div class="field field-type-emvideo field-field-video"> <div class="field-items"> <div class="field-item odd"> http://www.youtube.com/watch?v=wNsPfwM9O0Y </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/terencengai/3-mistakes-will-get-you-fired#comments CIO Leadership Cloud Blog-post HP Helion Hybrid IT managed cloud Fri, 18 Jul 2014 06:49:44 +0000 terencengai 9141 at http://www.enterprisecioforum.com The four stages of an IT turnaround http://www.enterprisecioforum.com/en/blogs/jdobbs/four-stages-it-turnaround <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> There is no happiness except in the realization that we have accomplished something. – Henry Ford </div> </div> </div> <p>Last month I wrote about the <a href="http://www.enterprisecioforum.com/en/blogs/jdobbs/you’re-new-cio-now-what" target="_blank" rel="nofollow"><strong>first steps</strong></a> a new CIO should take when assuming the role.&nbsp; In this post I want to expand on the “new CIO” theme and discuss the four stages of an IT turnaround.</p><p>Many new CIOs are brought in to fix a bad situation.&nbsp; In my career as a CIO several of my jobs were turnarounds.&nbsp; In all of these cases the primary issue had been a loss of confidence in the previous leadership as well as a record of poor service, failed implementations, and questions about the ability of IT to support the future needs of the business.&nbsp;&nbsp; In one case there were serious concerns about the value the company was receiving from their significant financial investments in IT. &nbsp;Fixing any organization is a challenge but IT, with its many complexities and high degree of visibility, presents special challenges.&nbsp; Having a plan and the ability to stick with it is essential for success.</p><p>Recently, McKinsey &amp; Company published a short article by Marcus Muller titled <strong><a href="https://alumni.mckinsey.com/public_content/500171213" target="_blank" rel="nofollow">How I restructured Deutsche Telekom’s IT</a>. </strong>&nbsp;In the short article Marcus outlines his seven factors for success in an IT restructure.&nbsp; There is some great advice here and his seven factors are worth reproducing in their entirety as an introduction to IT turnarounds.&nbsp; Here they quoted directly from the article.</p><p>&nbsp;</p><p><strong>1.) Regain confidence in IT.</strong> The business functions must work in partnership with IT, and must lay out measurable outcomes: stability , delivery, and cost reduction.</p><p><strong>2.) Create effective management structures.</strong> In order to properly lead an organization, Markus says, "I need to have access to the people and need to direct them."&nbsp;Markus started by joining local IT business units, corporate IT, and T-Systems. After creating a single 9,000-person team, he then divided it into an organization structure with seven areas, each responsible for the complete value chain – from planning through implementation to operation – along Deutsche Telekom's IT domains. "If there is a problem, I want to have someone in charge I can get in touch with directly," he explains.</p><p><strong>3.) Manage costs in a transparent way.</strong> Markus says that all costs can be listed in a simple table, including cost category and allocation of resources. In his case, he allocated the IT budget to&nbsp;three areas – projects, running of the application, and overhead – with each employee assigned to one of these categories.</p><p><strong>4.) Create flexible IT architecture.</strong> “We have to turn off old applications, otherwise we will have high operating costs, and lack the funds for new projects," he points out. During his tenure, he has improved the ratio of operating to development costs. This “housecleaning” has amounted to €25 million in savings each year, he says, adding, "If you build something new, you have to clean up." High savings also result from the introduction of a layered architecture; currently, Telekom’s IT moves all its products to an IP architecture. "We want to have our products independent from the infrastructure," Müller says, adding that customers also benefit. "If you move houses, you can keep your connection with plug and play."</p><p><strong>5.) Introduce demand management.</strong> Markus has prioritized IT business requirements, with the project budget distributed accordingly. "One of my roles is to do smart pushback; to say no in a friendly but firm manner."</p><p><strong>6.) Develop staff.</strong> While there was an overall reduction of staff, Markus needed to create 150 new jobs in the short term to fill in missing qualifications and skills.</p><p><strong>7.) Keep stability in mind.</strong> Monitoring and controlling are&nbsp;necessary evils. "We strive for a zero-defect tolerance," says Markus. "This year we want to increase stability by another 20 percent."

Any downtime of the systems now, he says, are caused by hardware malfunctions, with failures caused by lack of attention “a story of the past.”</p><p>&nbsp;</p><p>Whether you are brought in from the outside or promoted into the position internally, all successful turnarounds will pass through four stages. These will overlap in places but understanding and preparing to navigate these in advance will serve any turnaround CIO well.</p><p><strong>Stage 1- Engagement</strong></p><p>In most instances the new CIO will assume the role with limited knowledge of the true nature of the challenge.&nbsp; The first steps involve getting oriented and making an initial assessment.&nbsp; Meet with key peers and quickly identify where the bleeding is.&nbsp; This initial triage is critical to establishing quick wins that will help to buy both time and credibility.&nbsp; Understand that any new executive will have a “honeymoon” period where they will be given time to adjust and will get an extra dose of patience from their colleagues.&nbsp; The length of this period is directly proportional to how well this first step is managed.&nbsp; Quickly grasping and acknowledging the problems combined with quick action to address the most pressing ones will buy the new CIO a longer honeymoon.&nbsp; Failing to acknowledge and address pressing issues, making excuses, blaming others or studying everything to death will guarantee a short honeymoon and likely a brief and rocky marriage!</p><p><strong>Stage 2- Team building</strong></p><p>In his classic business bestseller <em>From Good to Great</em>, Jim Collins observes, “The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they <em>first</em> got the right people on the bus (and the wrong people off the bus) and <em>then</em> figured out where to drive it.” Quickly finding out who needs to stay and who needs to go is something successful turnaround CIOs start working on from day one.&nbsp; There will be some good people who were poorly managed and frustrated with the previous leadership but there will also be people who have been major contributors to the problems of the past.&nbsp; Identifying these two groups and getting the wrong ones off of the bus quickly will serve the organization well and will remove a lot of distractions. Start with the senior team (the CIO’s direct reports).&nbsp; Finalize this group and take them off site for a day or two of orientation and teambuilding.&nbsp; Then task this group to work through their respective organizations and get the right people on their busses. Be fair but be fast.&nbsp; Don’t drag this out.</p><p><strong>Stage 3- Chart a course and make it happen.</strong></p><p>With the serious bleeding stopped and a new, committed team in place, it is time to create a new future.&nbsp; Creating a strategy for moving forward should be undertaken in close partnership with the rest of the business and should be crisp, focused and actionable.&nbsp; Don’t develop a lengthy narrative that no one will read.&nbsp; Identify 4-6 critical strategic imperatives that the organization must get right over the next 12-24 months in order to support the business.&nbsp; For each of these develop goals necessary to achieve each one and for each goal develop a timeline that defines who will do what by when.&nbsp; This should be openly shared with everyone and all involved should be held accountable for their pieces. I recommend posting these either on your website or on bulletin boards in your area, or both.&nbsp; Regularly update progress against goals and milestones and celebrate successes and learn from, and correct, failures and setbacks. &nbsp;Continuously reassess your priorities in light of changing business conditions.&nbsp; Don’t become a slave to the plan if the environment changes. Adapt!&nbsp;</p><p><strong>Stage 4- Continuous renewal</strong></p><p>Most organizations grow and prosper to a point and then either become complacent and stop developing, or they are disrupted by a competitor. In the case of many IT organizations this competitor is a new technology such as smartphones, cloud computing or wearable devices.&nbsp; These creep into the organization and IT finds itself playing defense instead of leading.&nbsp; Successful CIOs don’t let that happen.&nbsp; They continue to keep an open mind about new and evolving technologies and, through sound relationships with their peers, work together with business colleagues to evaluate and implement leading edge technologies that make sense for the company. &nbsp;They also refresh their organization’s strategies on an ongoing basis, always looking ahead 18-24 months and always alert for new opportunities to use technology for strategic advantage.</p><p>Turnarounds present some of the most challenging situations a CIO will ever undertake.&nbsp; Managed properly, successful turnarounds can be one of the most rewarding experiences you will ever have.</p><p>&nbsp;</p><p>Follow me on <a href="https://twitter.com/JoelHDobbs" target="_blank" rel="nofollow">Twitter</a></p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdobbs/four-stages-it-turnaround#comments CIO Leadership IT Performance Blog-post CIO Leadership Organizational Change Wed, 16 Jul 2014 22:01:50 +0000 jdobbs 9131 at http://www.enterprisecioforum.com Files, Files, Everywhere Files! http://www.enterprisecioforum.com/en/blogs/matt-karash/files-files-everywhere-files <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Innovation for the Next Phase of File Management </div> </div> </div> <p>The arrival and rapid expansion of public cloud and other new file storage options offers many potential benefits for CIOs and the workers that they support.&nbsp; Achievable gains include cost savings, better support for BYOD and mobile work models and automatic sync/backup capabilities to name a few.&nbsp; But with the expanding set of possibilities comes complexity.&nbsp; The rapid rise of public cloud storage and expansion of file storage options have yielded productivity gains, but&nbsp;some of those gains are being offset by the inefficiencies and productivity leaks created by the challenges of a new work environment that I like to call “Files, files, everywhere files!”&nbsp; </p><p>The number of places where files and documents reside has expanded significantly.&nbsp; This is happening both voluntarily and involuntarily.&nbsp; Seeking the benefits of the latest technology, CIOs and their teams are transitioning to or at least running pilot programs for hybrid and multi-cloud storage models.&nbsp; At the same time, the workers that they support are, with and without IT’s blessing,&nbsp;using cloud storage services to augment the formal IT offerings from their companies.&nbsp; And individual professional workers who&nbsp;provide their own IT support are voraciously adopting new file management and collaboration tools seeking productivity gains and support for an increasingly BYOD and mobile work environment.&nbsp; Finally, software companies with file/document-intensive products are mostly just scrambling to understand how and to what degree they must support the growing number of places where files and documents reside.</p><p>Along this path to innovation, the cost of raw storage is rapidly racing toward zero.&nbsp; The number of possible architectures and implementations has skyrocketed.&nbsp; In the next few years, the real innovation will not be on the raw storage side.&nbsp; The direct cost of storage is&nbsp;becoming so small that it is almost irrelevant.&nbsp; And while there will always be new storage architectures, new whiz-bang revolutionary architectural approaches to hybrid&nbsp;storage are likely to yield only incremental gains.&nbsp; But the volume of new storage models now possible does point to the real problem to be solved to unleash the maximum productivity gains.&nbsp;&nbsp;&nbsp;</p><p>Put simply, it is managing it all.&nbsp; </p><p>In this “Files, files, everywhere files!” world, enterprises will need to support hybrid and multi-cloud storage models that bring productivity features like mobility but also include the security, control and administration that are the hallmarks of the CIO and his/her organization.&nbsp; Individual professional workers, especially those who must collaborate across different storage systems, will require a single control panel that takes files stored across a variety of storage services and renders them as if they are still neatly tucked in a single folder and file structure from the C-drive of year’s past.&nbsp; And finally, file/document-intensive software providers desperately need a way to retrieve files from and return files to their different locations without these connectivity needs sucking up half of their product development resources.</p><p>The companies that can take the broadly dispersed and seemingly complex set of file storage options and render them to enterprises, individual users and file-centric software vendors in a way that is transparent and make “where a file lives” will enable maximum productivity gains and lead the next phase of file and storage management.&nbsp; The company that I work for, CloudFuze (<a href="https://www.cloudfuze.com/" rel="nofollow">https://www.cloudfuze.com</a>), does exactly that.</p><p>&nbsp;</p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/matt-karash/files-files-everywhere-files#comments Technology Cloud Blog-post cloud storage hybrid storage multi-cloud storage public cloud storage storage management Wed, 16 Jul 2014 13:36:07 +0000 Matt Karash 9126 at http://www.enterprisecioforum.com Why 2014 Will Be the Significant Year for Wearable Technology? http://www.enterprisecioforum.com/en/blogs/sophinadillard/why-2014-will-be-significant-year-wearab <p><br /> 2014 will mark a significant growth for wearable technology. As per the industry predictors, the wearable technology will grow by 350% this year which is HUGE to say the least. Currently, wearable devices are a very small part of technology industry but this notion is all set to change.<br /> <a name="more" rel="nofollow"></a><br /> Big players such as Samsung, Sony etc. have already launched their wearable devices in terms of smart watches. Apple is launching its smart watch in September 2014 which is likely to bring some new competition in the market. The shipment of apple smart watch is likely to break all records by 2014 end. The main focus of this watch will be health and fitness.<br /> <br /> As per the records, 1.6 million fitness bands have been shipped in the second half of 2013. Over 200,000 smart bands have been shipped in the first half of the year. There is no doubt that the growth is tremendous. It is more than 700% in just mere span of 6 months. Hence, one can easily say that the future is golden for the wearable devices.<br /> <br /> If the prediction are to be believed than over 8 million units of fitness bands will be shipped in 2014 and about 23 million will be shipped by 2015. The numbers does not only end here as per the <a href="http://www.canalys.com/newsroom/16-million-smart-bands-shipped-h2-2013" rel="nofollow" rel="nofollow">Canalys</a>- the shipment of fitness bands would reach the soaring number of 23 million by the end of 2017.</p><div class="separator"><a href="http://1.bp.blogspot.com/-z37a4C5Nujc/U8UtVdBJghI/AAAAAAAAAqU/Kp4kFWm3X9I/s1600/wearable+brand+statistic.png" rel="nofollow"><img src="http://1.bp.blogspot.com/-z37a4C5Nujc/U8UtVdBJghI/AAAAAAAAAqU/Kp4kFWm3X9I/s1600/wearable+brand+statistic.png" alt="" border="0" /></a></div><p><br /> Currently only fitness companies are putting their focus on this technology but gradually media and healthcare professionals are also understanding its importance and giving due though to this technology. The accuracy which can be found through these wearable devices in medical field is something which is not imaginable. These bands are able to record every action which can lead to great accuracy in predicting the patient health.<br /> <br /> Wearable technology is a next huge thing because it’s not slowing down. It is spreading its wing and now the companies are also experimenting with the clothes in order to give an edge to their product. Couple of companies have launched the smart clothing line in order to record and maintain the first hand user breathing experience as well as they are working towards providing more accuracy.<br /> <br /> This technology is also giving new expansions to the developers, vendors, manufactures. Now they also have to come with an ideas/application which are well synced as well as workable with the wearable devices. If all the above data is to be believed, we will see some tremendous growth in the wearable technology. Although some cool and useful applications are always welcomed in the tech industry!!</p><p><a href="http://omniesolutions.blogspot.com/2014/07/why-2014-will-be-significant-year-for.html" rel="nofollow">Original</a></p> http://www.enterprisecioforum.com/en/blogs/sophinadillard/why-2014-will-be-significant-year-wearab#comments Technology Big Data Blog-post technology trends 2014 wearable device wearable technology Wed, 16 Jul 2014 06:39:13 +0000 sophinadillard 9121 at http://www.enterprisecioforum.com Reward or Punish? Motivating Employee Compliance with BYOD http://www.enterprisecioforum.com/en/blogs/ricknotsodelgadogmailcom/reward-or-punish-motivating-employee-com <p dir="ltr">The prospect of implementing a <a href="http://www.dell.com/learn/us/en/555/mobility-byod" rel="nofollow">Bring Your Own Device</a> (BYOD) policy has many businesses either eager to get started if they haven’t already, or fearful of the negative consequences that might arise. In theory, BYOD can lead to many desired benefits, like improved proficiency, more satisfied employees, and lower costs. These can all be results of allowing employees to use their own devices for work, but even with these benefits, there is still a great deal of concern over security, much of it not without reason. In an <a href="http://www.cio.com/article/752524/Should_CIOs_Use_a_Carrot_or_a_Stick_to_Rein_In_BYOD_Workers_?page=1&amp;taxonomyId=600007" rel="nofollow">AdaptiveMobile survey</a> of 500 companies, of the 80% who had BYOD programs, about half of them had experienced some sort of security breach within the past year. These security breaches can be costly, with one company saying a database hack ended up costing them $80,000. At the root of many of the security concerns is mistakes and lapses from employees. Getting workers to comply with BYOD policy and use secure practices is a goal most companies share, but there is still debate over the best way to motivate compliance.</p><p><br /></p><p dir="ltr">(Tweet This: One survey shows half of companies with #BYOD policies have experienced a #security breach in the past year.)</p><p><br /></p><p dir="ltr">There are essentially two ways to provide the proper motivation for employees to engage in safe use of BYOD policies. The first is where employees who don’t follow the rules and make security a priority are punished. The thinking behind this route is that employees don’t take security all that seriously, even if they’re using their own mobile devices. The punishments in question have a wide range of possibilities. Some companies may seek to issues <a href="http://www.hightech-highway.com/secure/should-employees-be-penalized-for-poor-cybersecurity/" rel="nofollow">reprimands</a> for employees who take part in risky behavior, like opening questionable emails, which could put the whole business at risk. Others may choose to inflict punishment on the devices themselves, using remote wipes that effectively erase all information on the device, even if it’s personal. This is sometimes referred to as the <a href="http://www.cio.com/article/752524/Should_CIOs_Use_a_Carrot_or_a_Stick_to_Rein_In_BYOD_Workers_?page=1&amp;taxonomyId=600007" rel="nofollow">kill switch</a>. The most extreme examples of punishment may even involve firing the offending employee. Whatever option is chosen, the punishment method means businesses hope to get employees’ attention through use of unfortunate consequences.</p><p><br /></p><p dir="ltr">The other way to motivate employees into practicing cyber safety is to go with rewards for good behavior. The most common method of this is through <a href="http://www.rdx.com/Blog/security/2014/05/cios-figure-out-how-to-gain-a-hold-over-byod/" rel="nofollow">stipends</a>. What this entails is that each employee will get a monthly stipend that goes to the cost of the device or devices they use. That doesn’t necessarily mean that companies will be tossing out free money to every employee. Most businesses have their workers go through a process wherein they must enroll and accept the company’s stated BYOD policies, then make sure they qualify for the eligibility requirements. Some training is likely required as well. Only afterward will the employee get a stipend, and even then, some companies will transfer that money directly into the worker’s phone bill. Any misuse or infraction of the BYOD program would simply be met by the company taking away the stipend.</p><p><br /></p><p dir="ltr">The jury is still out on which method is the best for companies to use to get the desired behavior out of their employees. Some people argue that using punishments basically defeats the whole point of adopting a BYOD program in the first place. They argue restricting people’s freedom to use their own devices by that much, and threatening to use total memory wipes, will only lead to employees not even wanting to be part of the BYOD program. Critics of the reward approach--specifically the stipend option--say that while it might be effective, it also counteracts one of the benefits of BYOD, mainly that of reduced company costs. However a company chooses to approach the problem, there doesn’t appear to be a clear answer.</p><p><br /></p><p dir="ltr">One proposal that nearly every supporter of BYOD agrees with is the need for <a href="http://www.technologyguide.com/feature/byo-security-threat-empowered-employees-able-to-ignore-policies-in-byod-era/" rel="nofollow">better communication</a> between management, IT, and employees. Many workers simply aren’t aware of the security risks that can happen due to people using their own devices. In fact, a <a href="http://www.cio.com/article/752524/Should_CIOs_Use_a_Carrot_or_a_Stick_to_Rein_In_BYOD_Workers_?page=1&amp;taxonomyId=600007" rel="nofollow">different survey</a>, this one from Centrify, showed that 15% of employees believed that don’t have any responsibility to protect the business data that’s on their devices. It’s a frightening number made possible through simple misunderstanding. Companies need to let their workers know that the future of the business might be in their hands, and that it’s up to them to make sure security is a top priorities. Where companies go from there is up to them.</p><p><br /></p><p dir="ltr">BYOD has advantages every company can certainly use, but the concern over security will remain prevalent as long as employees have more control over their devices. Getting them to act a certain way requires the right motivation, but finding that motivating factor is a major challenge for companies today. Once they do find it, they’ll see how helpful BYOD can be in creating a more efficient company and reducing costs.</p><div><br /></div> http://www.enterprisecioforum.com/en/blogs/ricknotsodelgadogmailcom/reward-or-punish-motivating-employee-com#comments Business Issues Services Blog-post Tue, 15 Jul 2014 14:48:10 +0000 ricknotsodelgado@gmail.com 9116 at http://www.enterprisecioforum.com Best Practices in Enterprise Mobility Implementation http://www.enterprisecioforum.com/en/blogs/chiragshivalker/best-practices-enterprise-mobility-imple <p>Over the years, vendors offering mobile enterprise application platform and mobile application development platforms have ruled the market place and have in a way influenced the requirements of organizations. However, the landscapes have changed and these vendors no more dictate the market.</p><p>Now, companies are smartly choosing their vendors and are dictating the terms.&nbsp;</p><p><strong>Strategic Planning and Implementation</strong><strong>&nbsp;</strong></p><p>Enterprise mobility has just got too strategic. Even after having a standardized ERP system for internal business process, organizations are open to other options. Organizations define their needs and choose their mobility solutions, platforms and toolkits accordingly.</p><p>However, the question still remains; when can a company feel empowered to choose an Enterprise Mobility Solution?&nbsp;</p><p><strong>To choose the Best Enterprise Mobility System:</strong></p><ul><li>It is imperative to first thoroughly understand the business process and systems performance.&nbsp;</li><li>It is important to correctly gauge the performance and effectiveness of the said application.&nbsp;</li><li>It is crucial to understand the work area and performance of your employees.</li></ul><p><br />Considering these factors while choosing mobility applications and platforms can be of great assistance, in making informed decisions and feel empowered. However, the fact remains that these factors are generally over looked.</p><p>Imagine a scenario, where you have designed an app with the best functionalities and features. It has probably everything that an organization/client needs. However when implemented at the clients end, it fails miserably, though it’s the best app in the world. <strong>Why?</strong></p><p>It might be due to the legacy back office systems, API’s, security systems and the business processes across the client’s organization that are way too slow to fulfill the mobility requirements and the needs of the end user. A root cause analysis of the situation depicts that the performance of all supporting systems and platforms was not measured beforehand.</p><p>In several cases, firms do not update their IT environments and still follow the old fashioned patterns. As a result, these IT environments are not compatible for mobility. Not to forget; <a href="http://www.hitechito.com/services/enterprise-solutions/enterprise-mobility/" target="_blank" rel="nofollow">Enterprise mobility solutions</a> also include suggesting client’s important upgrades and changes in their existing IT environments in order to deploy enterprise mobility. Days are gone when just developing an app was enough.</p><p><strong>As the trends are changing, and the way hosts to varied devices are being used across mobility spectrum; there are certain challenges that need to be addressed for effective implementation of enterprise mobility including:</strong></p><ul><li>Enabling Mobile Enterprise Application</li><li>Implementation of Mobility for BYOD Models (Bring Your Own Device)</li><li>Enabling Mobility Solutions for Devices such as Tablets&nbsp;</li><li>Higher Security and Risk Management</li></ul><p><strong><br />Recommendations as Best Practices for Enterprise Mobility Development &amp; Deployment:</strong></p><ul><li>Survey the IT environments in an organization, keeping mobility in mind</li><li>Do not hesitate to suggest upgrades as and where required</li><li>Measure the performance of business processes and relevant systems</li><li>Identify performance issues</li><li>As you develop the mobile app, isolate these issues</li><li>Once all issues are set then start measuring key performance indicators and workforce productivity</li><li>Based on these metrics build a mobile app that enables mobility across the enterprise, and supports its work flows to increase productivity</li></ul><p><br />These pointers would serve as best practices to be considered, while you design and develop enterprise mobility solutions. These tried and tested recommendations may help you develop a base to build your mobility solutions; while ensuring that your applications work perfectly across the platforms it is designed for, delivering the best performance.</p><p>It is important to have a focused approach to application development and deployment across various platforms and devices as per requirements. A focused approach and strategic planning would help you overcome the apparent challenges, and also help you detect mission specific challenges beforehand and device measures to overcome these challenges as well.</p><p><strong>Remember</strong>; effective implementation of enterprise mobility solutions means, increased flexibility, improved efficiency and hence better productivity.</p><p><strong>About Author</strong></p><p><a href="https://plus.google.com/101473842571696326278/about" target="_blank" rel="nofollow">Chirag Shivalker</a> is Head of Content Team at HiTechITO. With a decade long experience in technology writing and trend analysis Chirag is an expert in technology and technological trends along with business writing.</p> http://www.enterprisecioforum.com/en/blogs/chiragshivalker/best-practices-enterprise-mobility-imple#comments Technology Mobility Blog-post enterprise implementation Enterprise Mobility enterprise mobility system enterprise solutions Tue, 15 Jul 2014 11:58:35 +0000 chiragshivalker 9111 at http://www.enterprisecioforum.com