Enterprise CIO Forum - Thriving in a technology-enabled world http://www.enterprisecioforum.com/en/ContentVault en MA5680T http://www.enterprisecioforum.com/en/blogs/justina/ma5680t <p>Can I use Huawei MA5680T main control board SCUN as uplink so as to save the uplink board cost? Does huawei OLT SCUN load balance support this well?<br /><br />Yes, you can, but we don't suggest, as Huawei OLT SCUN load balance is not well supported, so most people are using SCUN in active/standby mode, if there's something wrong with OLT , which SCUN will work as the active SCUN will be randomly, which may affect service, also if the link is down, the active SCUN will not shift to the standby SCUN (it will only shift when SCUN board is down), then service may get affected also.</p> http://www.enterprisecioforum.com/en/blogs/justina/ma5680t#comments Technology IT Infrastructure Blog-post Tue, 28 Apr 2015 02:26:02 +0000 Justina 22566 at http://www.enterprisecioforum.com How should your IT strategy relate to your corporate strategy? http://www.enterprisecioforum.com/en/blogs/mylessuer/how-should-your-it-strategy-relate-your <p>I am hoping that your answer is much like a 1990’s Valley Girl “totally”. COBIT 5 confirms the affirmative as well when it says that the management of IT strategy is all about aligning strategic IT plans to business objectives. For this reason, COBIT 5 suggests IT strategic options should be identified, structured, and integrated with business plans. To ensure IT strategy ties well to corporate strategy, COBIT 5 recommends that enterprises create a “goals cascade” which explicitly maps enterprise goals to IT related goals. To assist in evaluating how well this is in fact working, COBIT 5 provides the following goals to IT organizations:</p><p>1)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; All aspects of IT strategy should be aligned with the enterprise strategy</p><p>2)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; IT should be a value driver for the enterprise</p><p>3)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The IT strategy should be cost-effective, appropriate, realistic, achievable, enterprise-focused and balanced</p><p>4)&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Delivery of IT services should be in line with business requirements</p><p>So if IT strategy needs to be aligned to business strategy. How radically different should IT organizations look from business to business? Let’s answer this by evaluating IT against business strategy options.</p><h2>What is the nature of your enterprise?</h2><p>Clearly, the nature of a business should drive tangible differences within IT strategy. For this reason, IT leaders need to determine first whether they live in an enterprise that shares elements including customers between its business units or that does not share elements between its business units. In the latter case, the businesses within an enterprise are completely unrelated. So in sum, the question is does the business consist of a portfolio of related or unrelated businesses?</p><h3>Portfolio of related businesses</h3><p>If the portfolio consists of related businesses than IT investment will often be focused on the core set of business capabilities that create an overarching right to win. In this case, there can be a centralized IT organization with a centralized global CIO. More will be shared on this later.</p><h3>Portfolio with shared customers</h3><p>Moving from here, do you have distinct businesses but potentially overlapping customers between one or more business? While the businesses are distinct, there can be a <a href="https://www.informatica.com/solutions/total-customer-relationship.html#fbid=pswTpZBgyJs" rel="nofollow">business advantage to sharing customer data in order to maximize cross sell and upsell</a>. Financial Services and Insurance are great examples of this requirement. Here you can have an overarching CIO supporting all businesses or you can have a shared services group that runs for lower cost, infrastructure and shared business services like accounting. Clearly, these shared services groups are being challenged increasing by cloud service providers. Other than financial systems in these entities typically everything is run by business CIOs.</p><h3>Portfolio of disconnected businesses</h3><p>Finally, you can have a disconnect portfolio. Here the business as a whole is often practicing management by one of the below portfolio methods.</p><h2>An enterprise portfolio of unrelated businesses</h2><p>Portfolio approaches are used by management teams to consider how to invest and manage within a group of unrelated businesses. <a href="http://www.bcg.com/" rel="nofollow">Boston Consulting Group</a> (BCG) and <a href="http://www.mckinsey.com/" rel="nofollow">McKinsey</a> both developed strategic approaches that can be used to evaluate a company’s portfolio of businesses or products. In BCG’s case, they focus upon making portfolio investment decisions based upon the potential for cost leadership. Their approach plots “the business growth rate” and the “relative market share of a business against the largest competitors” to determine the cash flow needs for products or businesses and where to invest or where not to invest.&nbsp; McKinsey took this model and added more options and dimensions. With these, they plotted market attractiveness versus business position. This allowed their version to support additional overarching business strategies including differentiation and focus.</p><h2>An enterprise portfolio of related businesses</h2><p><a href="http://www.strategyand.pwc.com/anzsea/home" rel="nofollow">Booz and Company</a> (which is now part of PWC) developed a strategic approach for a portfolio of related businesses. Booz looked at companies that win within their marketplaces and determined that they win by having a <a href="http://www.strategyand.pwc.com/global/home/what-we-think/cds_home" rel="nofollow">set of business capabilities</a> that are relevant to each and every business within their organization. Where relevance to these capabilities is lacking, businesses are divesting. Here, organizations need to be focused on sustaining or improving the capabilities that enable the enterprise to continue to have the “<a href="http://www.strategyand.pwc.com/global/home/what-we-think/cds_home" rel="nofollow">right to win</a>” within its market. This means that a business needs to determine what is the basis for their right to win within the markets that they serve.</p><h2>Implementation of IT strategy</h2><p>For each of these business strategies, the foundation for execution is increasingly the IT infrastructure and digitizing business processes automating a company’s core capabilities. “Digitizing business processes requires making clear decisions about what capabilities are needed to succeed” (<a href="http://www.amazon.com/Enterprise-Architecture-Strategy-Foundation-Execution-ebook/dp/B004OC07EE" rel="nofollow">Enterprise Architecture as Strategy, Jeanne Ross, page 5</a>). The foundation for execution results from these strategies is” carefully selecting which processes and IT systems to standardize and integrate” (<a href="http://www.amazon.com/Enterprise-Architecture-Strategy-Foundation-Execution-ebook/dp/B004OC07EE" rel="nofollow">Enterprise Architecture as Strategy, Jeanne Ross, page 8</a>). Management in making the above decisions needs to decide on the appropriate level of business process standardization.</p><p>In general, complexity of IT has not added value. Therefore, given the above business decisions, organizations need to determine how much is managed by global IT or divisional IT. “Implementing standardized, digitized processes carries costs, particularly those associated with organizational change, but the benefits are simpler technology environments, lower-cost operations, and greater agility” (<a href="http://www.amazon.com/Enterprise-Architecture-Strategy-Foundation-Execution-ebook/dp/B004OC07EE" rel="nofollow">Enterprise Architecture as Strategy, Jeanne Ross, page 11</a>).</p><p>Clearly, “standardization of business processes and related systems means defining exactly how processes will be executed regardless of who is performing the process or where it is completed” (<a href="http://www.amazon.com/Enterprise-Architecture-Strategy-Foundation-Execution-ebook/dp/B004OC07EE" rel="nofollow">Enterprise Architecture as Strategy, Jeanne Ross, page 27</a>). Integration links the efforts of organizational units through shared data. This enables end to end transaction processing or across processes to allow the company to present a single face to customers where this is needed. There are four IT operating models that fit with the above business strategies.</p><p><strong>Coordination</strong> (shared customers, products, or suppliers). Here there are operationally unique business units. Consensus processes for designing infrastructure and how applications are made.</p><p><strong>Unification</strong>—Business units have similar or overlapping operations. Centralized management occurs for functional/process/business unit matrices.</p><p><strong>Diversification</strong>—There are few if any shared customers or suppliers. Here, it makes sense to have independent transactions, operationally unique businesses, and limited if any data standards across businesses.</p><p><strong>Replication</strong>—Once again, there are few if any shared customers. Independent transactions are aggregated at a higher level. There are operationally similar businesses. Yet, there are autonomous business unit leaders. Here, it makes sense to centralized control over business process design and to standardize data definition.</p><h2>Real time versus Monthly</h2><p>Once the enterprise strategy and architecture have been determined, the next question is what type of enterprise do you have? This can depend on the above enterprise strategies and the need for coordination between businesses. I have two interesting experiences to share here. The first was with a large telecom company. This company had kiosks and stores in malls selling phones. The divisional manager for this business noticed that sales varied with unusual patterns. Given this, he took point of sales system performance data and related it to sales and saw a strong correlation between both results. IT performance, in this case, drove sales performance. Meanwhile, a franchise business that I got to know had the exact the opposite situation. Once a quarter, the franchises would modem up their results for the business. These would then be used to create business results. In this latter business, IT was utility that only needed to operate well occasionally.</p><h2>Parting thoughts</h2><p>In this post, I have shown that there needs to be a strong relationship between business and IT strategy. I have discussed how the latter should be molded by the former. There is more to say here, but this is a good starting point.</p><p><strong>Solution Briefs</strong></p><p><a href="https://www.informatica.com/solutions/total-customer-relationship.html#fbid=pswTpZBgyJs" rel="nofollow">Bringing customer data together from disparate businesses</a></p><p><a href="https://www.informatica.com/architecture.html#fbid=pswTpZBgyJs" rel="nofollow">Enterprise Architecture as a strategic foundation</a></p><p><strong>Related Blogs</strong></p><p><a href="http://ow.ly/LfNZt" rel="nofollow">#Analytics and the #CIO. #CIOChat answers.</a></p><p><a href="http://ow.ly/ICoqN" rel="nofollow">Today's #CIOs need to be service brokers &amp; service integrators</a></p><p><a href="http://infa.media/1xe5F98" rel="nofollow">What is the Role of the #CIO in Driving Enterprise #Analytics?</a></p><p><a href="http://ow.ly/CW2Xo" rel="nofollow">#Slideshare on Why #CIOs Need to Harness #Data for #Business #CompetitiveAdvantage </a>&nbsp;</p><p><a href="http://bit.ly/XndXeL" rel="nofollow">#CIOs share on their key #challenges</a></p><p><a href="http://bit.ly/V1qVgy" rel="nofollow">#CIO explains the importance of #BigData to #healthcare</a></p><p><a href="http://bit.ly/V1sE5o" rel="nofollow">#CIOs listen up: You are what you measure!</a></p><p><a href="http://ow.ly/Gbr8j" rel="nofollow">#CIOs: It is All About the “I”</a></p><p><a href="http://infa.media/1BMAVNL" rel="nofollow">The Secret to Being a Successful #CIO</a></p><p><a href="http://infa.media/1JejYN6" rel="nofollow">Driving IT/Business Alignment: One CIOs Journey</a></p><p><a href="http://infa.media/1uo4TQn" rel="nofollow">The #CIO Challenged</a></p><p><strong>Author Twitter</strong>: <a href="https://twitter.com/MylesSuer" rel="nofollow">@MylesSuer</a></p> http://www.enterprisecioforum.com/en/blogs/mylessuer/how-should-your-it-strategy-relate-your#comments CIO Leadership IT Performance Blog-post Booz and Company Boston Consulting COBIT 5 Corporate Strategy IT Strategy McKinsey Tue, 28 Apr 2015 01:50:39 +0000 myles.suer 22561 at http://www.enterprisecioforum.com Information Governance: How IG Got Slanted, Distorted, & Mangled http://www.enterprisecioforum.com/en/blogs/robertsmallwood/information-governance-how-ig-got-slante <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The Long Strange Trip Toward Defining IG </div> </div> </div> <div class="row"><div class="col-md-12 "><div class="article-body" dir="ltr"><p>I spoke to a few groups last week, from small to large, on the west and east coast. Each group was a key target audience for information governance (IG) education, products, and services and each time I asked if anyone in the audience had a clear, one sentence definition of IG -- no one volunteered.</p><p>So I asked those in one of the smaller groups to anonymously write down their definition of IG on a piece of scratch paper. I read them aloud and a few were pretty good but what struck me is that in a room of 25, there were 25 definitions of IG.</p><p><em>That's not good for business, IG players!</em></p><p>How did the definition of IG get so fuzzy, so unclear? There are a few reasons:</p><p>1)<strong> Trade organizations co-opted IG</strong> - and slanted the definition of IG to fit their existing community. In the records management (RM) field, IG became nearly synonymous with RM. Many records managers brushed off IG as something they had been doing for years. In fact, the scope of IG duties is much greater. In the legal community, IG became synonymous with e-discovery, so much so that if you read articles published in legal journals you will find the terms used almost interchangeably. And e-discovery conferences and retreats latched on to the hot IG moniker and added it without changing or expanding their content to include true IG;</p><p>2) <strong>Records management &amp; e-discovery software companies co-opted IG -</strong> virtually overnight records management software and e-discovery software became re-branded with the new fancier, more popular IG tag. If you walked along the aisles of any major RM or legal technology show you could see the change in signage in the last couple of years although no real change was made to the software;</p><p>3) <strong>Major analyst firms mangled the definition of IG -</strong> further confusing the market. Here is an example, <a href="http://www.gartner.com/it-glossary/information-governance/" rel="nofollow" target="_blank" rel="nofollow"><strong>Gartner's definition</strong>,</a> which is so verbose it becomes obtuse:</p><blockquote>"Gartner defines <strong>information governance</strong> as the specification of decision rights and an accountability framework to ensure appropriate behavior in the valuation, creation, storage, use, archiving and deletion of information. It includes the processes, roles and policies, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals."</blockquote><p>I think most people would agree the above definition is foggy.&nbsp; Not an elevator pitch.</p><p>4) <strong>Major media outlets and analyst firms continue to confuse data governance with IG - </strong>data governance (DG) involves data quality and ensuring you have clean, unique (not duplicated) data in your databases so that downstream reports and analyses are accurate. IG is about managing not only that roughly 10% of information that organizations must manage which is structured (databases), but also that 90% which is unstructured (or semi-structured), including email, word processing documents, PDFs, presentations, and the like. <strong><a href="https://www.capgemini.com/blog/insights-data-blog/2015/04/how-to-measure-progress-in-your-information-governance-program" rel="nofollow" target="_blank" rel="nofollow">This 'expert' at a major consultancy has apparently conflated IG with DG</a></strong>;</p><p>5) <strong>Books confused IG with DG</strong> - some authors decided to do a quick 'search and replace' to make their data governance book about the hot new topic of IG. Just search books for "information governance" on Amazon.com or similar sites. You will find books published by a major vendor with a DG agenda. Take a look at the Table of Contents and you'll see;</p><h3>So how do we get it right?&nbsp; How do we get to a clear definition of IG?</h3><p>Here is a solid definition from the IG Initiative:</p><blockquote>"Information governance is the activities and technologies that organizations employ to maximize the value of their information while minimizing associated risks and costs."</blockquote><p>To distill it down further, minimizing risks has to do with information security and control; control of information helps reduce potential breaches but also reduces redundant, outdated or trivial (ROT) information, and therefore costs; and optimizing information means leveraging it to gain new value while keeping costs minimized.&nbsp;</p><p>So we can come to a succinct definition, that IG is:</p><blockquote><strong>"Security, control, &amp; optimization of information."</strong></blockquote><p>This is a definition people can remember. Let's break it down a little.</p><p>This definition means that information is <strong>secure</strong> in its three states: at rest, in transit, and in use. It means that your organizational IG processes <strong>control</strong> <em>who </em>has access to <em>which </em>information, and <em>when. </em>And it means that garbage information is destroyed and the most valuable information is leveraged to provide new insights and value. In other words, it is <strong>optimized</strong>.</p><p>I'd love to continue the dialogue and debate. Feel free to reach out and connect here, by email, or on Twitter.</p><h3><strong>Industry-leading Information Governance Training Courses</strong></h3><p>Check out our upcoming certificate courses in IG. Classes are interactive and are held live, online, in HD video. Our <strong><a href="https://www.igtraining.com/our-faculty.html" rel="nofollow" target="_blank" rel="nofollow">expert faculty</a></strong> teaches the most comprehensive and in-depth IG classes in the world. We leverage my <strong><a href="http://www.wiley.com/WileyCDA/Section/id-302475.html?query=Robert+F.+Smallwood" rel="nofollow" target="_blank" rel="nofollow">comprehensive IG textbooks</a></strong> along with updated information, case studies, and current developments.</p><p>Students see live software demonstrations and we hold white board discussions. You'll take short quizzes as memory prods and to see how you are progressing. And you don't walk away with just some PowerPoint slides that are meaningless in a few months. You still will have that comprehensive, highly-researched and heavily-documented 442-page IG book with not only my work but also the contributions of 9 leading IG subject matter experts as a reference at your desk.</p><p>Advanced courses in IG are coming up in May and June. Basic courses begin later in the summer. There are no prerequisites. ICRM credits are available for CRMs. Visit <a href="https://www.igtraining.com/" rel="nofollow" target="_blank" rel="nofollow"><strong>here</strong></a> for class schedules and course syllabuses.</p><p><em>Enroll today and up your IG IQ!</em></p><p>--------------------------------------------------------------------------------------------------------</p><p><strong>Robert Smallwood</strong> is an author, educator, speaker, and consultant. He is Managing Director of the Institute for IG at IMERGE Consulting, at <strong><a href="http://www.IGTraining.com" target="_blank" rel="nofollow">www.IGTraining.com</a></strong>. He teaches comprehensive courses on IG and E-records management for corporate and public sector clients. He is the author of 3 leading books on Information Governance: <strong><a href="http://www.wiley.com/WileyCDA/Section/id-302475.html?query=Robert+F.+Smallwood" target="_blank" rel="nofollow"><em>Information Governance: Concepts, Strategies. and Best Practices</em> (Wiley, 2014); <em>Managing Electronic Records: Methods, Best Practices, and Technologies</em> (Wiley, 2013); and <em>Safeguarding Critical E-Documents</em> (Wiley, 2012)</a></strong>.</p><p>Follow Robert on Twitter @RobertSmallwood and if we are not connected - please feel free to reach out!</p><p><a href="http://www.amazon.com/Information-Governance-Concepts-Strategies-Practices/dp/1118218302/ref=la_B006LTJ39S_1_1?s=books&amp;ie=UTF8&amp;qid=1402087681&amp;sr=1-1#reader_1118218302" rel="nofollow" target="_blank" rel="nofollow"><img class="left" src="https://media.licdn.com/mpr/mpr/shrinknp_400_400/AAEAAQAAAAAAAAJxAAAAJGQ5ZmVlYjBmLWM2YjQtNDJmYi04MmIyLTkwYWE1Yzg0ZDY1OQ.jpg" alt="" data-loading-tracked="true" height="346" width="243" /></a></p></div></div></div> http://www.enterprisecioforum.com/en/blogs/robertsmallwood/information-governance-how-ig-got-slante#comments CIO Leadership Big Data Blog-post #infogov #recordsmanagement #infosec Mon, 27 Apr 2015 20:36:40 +0000 RobertSmallwood 22556 at http://www.enterprisecioforum.com Stranger in a Strange Land: An Entrepreneur’s Sojourn in the Academy http://www.enterprisecioforum.com/en/blogs/davidjhinson/stranger-strange-land-entrepreneur%E2%80%99s-soj <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> You don’t always wind up where you thought you were going. </div> </div> </div> <div class="page" title="Page 1"><div class="section"><div class="layoutArea"><div class="column"><p><strong>Stranger in a Strange Land: An Entrepreneur’s Sojourn in the Academy</strong></p><p><em>Keynote Address: Consortium for Computing Sciences in Colleges Conference April 10, 2015</em></p><p><em>This work is licensed under a&nbsp;<a title="Share and Share Alike" href="https://creativecommons.org/licenses/by/3.0/us/" target="_blank" rel="nofollow">Creative Commons Attribution 3.0 United States License</a>.</em></p><p>I want to thank Dr. Gabriel Ferrer and CCSC, for allowing me to share a small portion of my professional journey, and how -­ quite improbably -­ I found myself in the role as an senior administrator at a residential liberal arts college.</p><p><strong>Welcome to the Academy</strong></p><p>When I came to Hendrix as their first Chief Information Officer in 2011, unschooled in the ways of how Colleges actually worked… I knew that I had to come up to speed -­ and up to speed, fast. I sought out advice from one of my new colleagues, who had spent his entire lifetime in service to higher education.</p><p>I asked him:&nbsp;<strong>What is it that academics want?</strong></p><p>He said it’s simple:&nbsp;<strong>Academics just want to be left the hell alone.</strong></p><p><em><strong>Duly noted.</strong></em></p><p>My topic tonight is an&nbsp;<em>Entrepreneur’s Sojourn in the Academy</em>. My choice of the word&nbsp;<em>sojourn</em>, in relating my experience in higher education, is quite intentional.</p><p>According to that invaluable academic resource,&nbsp;<a title="Wikipedia" href="https://www.wikipedia.org/" target="_blank" rel="nofollow">Wikipedia</a>, a&nbsp;<strong>sojourner</strong>&nbsp;is<em>a person who resides temporarily in a place</em>. That’s how I see myself. A sojourner, someone who doesn’t stay in one place for very long.</p><p>It is In this spirit of being an non­academic, itinerant, dyed­-in-­the-­wool entrepreneur -­ and with sincere apologies to Robert Heinlein ­- that I relate my journey, as an&nbsp;<em><strong>entrepreneurial stranger in a strange academic land</strong></em>.</p></div></div></div></div><div class="page" title="Page 2"><div class="section"><div class="layoutArea"><div class="column"><p>Before going further, I want to freely admit my bias as an administrator, having served the “Dark Side”, in the telling of my “life among the academics”; the overwhelming bulk of my professional experience has been spent in the company of creatives, designers, developers and startups. I will endeavor to be as honest as I can -­ sometimes even painfully so-&nbsp;in the telling of my sojourn&nbsp;in the academy.</p><p>With those caveats in place, let’s begin, with…</p><p><strong>My Entrepreneurial Origin Story</strong></p><p>I grew up in a company town, Old Hickory, TN. My father, uncles, aunts, and grandfathers on both sides of the family all worked their entire lives for the DuPont Company. We jokingly called Old Hickory the “Land that Time Forgot.” And, in many ways, it was, and even still is today.</p><p>It was a town that, until 1954, had no private ownership of homes -­ everything was built and owned by the company. It had it’s own company owned police force and company fire brigade, it’s own recreation center, movie house, and post office. Even geographically, it was isolated on a Bend of the Cumberland River (Hadley’s Bend); it was a world of its own. The insulation and isolation of the community, while affording what was in retrospect an idyllic childhood, was also intellectually and economically a gravity well to be escaped, for those wanting something ­- something more.</p><p>I am ­who I am ­today because of that caring, loving community; and, I have many friends and family still living there today. Without Old Hickory, there would be no David Hinson.</p><p>But, watching how hard my friends and relatives struggled, just to get by, made me decide two things very early on in life: one, that I would never work in a factory, and two, that I would do everything I could to have control over my destiny.</p><p>My mom is the single person in my life who nurtured my nascent entrepreneurial leanings. A talented artist, she found ways to make money that would impress Barnum. She created costumes. She painted signs for small businesses. She worked on floats for the Orange Parade. She did piece work as a seamstress. And, ultimately, she started her own small monogramming business, where I helped on weekends.</p><p>She did all of this while raising three hellion children, and with no formalized training, other than the lessons life had taught her.</p><p>Let me tell you ­- loading up a 200 pound commercial monogramming machine into the back of a 1978 Monte Carlo and driving it all across the South to monogram purses at shopping malls every Sunday doesn’t sound like the typical Silicon Valley entrepreneurial success story. Because it isn’t. But, it is my story.</p></div></div></div></div><div class="page" title="Page 3"><div class="section"><div class="layoutArea"><div class="column"><p>As a teenager, I spent much of the free time I wasn’t engaged in sports or working with my mom by hanging around the local Radio Shack. I was a nerd before they were called nerds ­ I just knew I loved all things technical. I took apart television sets, bicycles, radios ­ you name it. I wanted to see how stuff worked. Admittedly, I broke a lot more than I fixed in those days.</p><p>But soon, I was fixing more things than I broke. I learned how to solder, without burning myself, or my house down. I taught myself how to read electronic diagrams. I could even decode resistor color codes on sight (don’t test me ­ I’ve long since forgotten). I built Heathkit radios. I built a strobe lights. I even built a Theremin (one of those devices that made spooky Sci­Fi noises in 1950s Flying Saucer Movies).</p><p>And so, with these formative experiences in electronic creation in tow, I went off to college.</p><p>Where I knew ­-&nbsp;<em><strong>I JUST KNEW</strong></em>&nbsp;-­ that I was destined to be an electrical engineer.</p><p>I dove into my studies, made good grades… and after a few years realized - I hated what I was doing. I hated the labs. Hated slogging through the course work.</p><p>It was my first existential crisis -­ the one thing I thought I knew I wanted to do for all my life, with 100% certainty, was actually something I hated.</p><p>Was my “crisis” caused by laziness? Boredom? I didn’t know. I didn’t really have the intellectual tools at the time to critically examine it. What I did do, however, was look at my coursework and ask “what the heck do I need to take to get out of here, with a college degree?”</p><p>I realized that I had taken a metric ton of math through my engineering coursework, had somehow managed to keep a solid A average, and needed only a handful of senior level classes to graduate.</p><p>And so, that was how I came to graduate with a Math degree. Now -­ I hesitate to admit my choice of degree was simply by default -­ though, that’s really the truth of it.</p><p>I received my Bachelors of Science in Mathematics from Tennessee Technological University in Cookeville, TN, in 1985. I was the first person in my family to receive a college degree.</p></div></div></div></div><div class="page" title="Page 4"><div class="section"><div class="layoutArea"><div class="column"><p>This was my first -­ and perhaps most important -­ professional life lesson:<em><strong>you don’t always wind up where you thought you were going</strong></em>.</p><p>One may reasonably ask ­”<em>how in the heck does a redneck boy from Old Hickory, TN, get to be a CIO in Toad Suck, Arkansas?</em>”</p><p><em><strong>Practice</strong></em>.</p><p>With my freshly minted degree in my pocket, I took a job as an actuarial student with a local insurance company (now AIG). For those that don’t know, an Actuary is like an accountant, but without the sense of humor.</p><p>In reality, an Actuary is a business professional who deals with the financial impact of risk and uncertainty. As I said -­ like an accountant, but without the sense of humor.</p><p>And what happened next was another data point in a recurring pattern in my short professional life: I became bored.</p><p>My first “real” boss recognized this, and was smart enough to give a project to keep my idle hands from becoming the Devil’s workshop. He gave me an assignment to work with a couple of consultants from McKinsey and Company, to model our company’s product mix to determine (a) why we weren’t making the money we should have been making and to (b) project what this meant for the future of our company if we continued on our then current path.</p><p>Man, oh man. Did THIS cure my boredom. We created a Lotus 123 financial model for the ages (remember ­ this was 1985, Visicalc was still a thing, and Lotus 123 was the new hotness). The model itself took HOURS to run on an IBM AT (Advanced Technology &lt;snicker&gt;).</p><p>The consultants and I came up with our answer (we were compensating agents to pull our customers out of long term, persistent, profitable products into low persist, low margin, unpredictable interest sensitive products, and they were “churning” commissions) ­ and I discovered that my real passion wasn’t technology per se; it was problem solving. I became hooked on the consulting lifestyle.</p><p>Another&nbsp;<em><strong>you don’t always wind up where you thought you were going</strong></em>milestone.</p><p>I soon left my life as an Actuary Student and I started my first startup. On day 2 of our existence, the Stock Market dropped 500 points, and I got to operate a small business through my first major recession. I learned more in that eighteen months, managing a new business in an adverse business environment, than I had learned in all my experiences prior. It was in retrospect, a great education. But much more fantastic in retrospect than in the actual living of it.</p></div></div></div></div><div class="page" title="Page 5"><div class="section"><div class="layoutArea"><div class="column"><p>For the next several years, I worked with a handful of other startups, going from founder stage to going concern. Some I left out of wanderlust and boredom; some I left because the business had gone as far as it could go. Some were bought. And some, I simply got tired of getting projects solely because I had a unique knack for “fixing” problem projects.</p><p>I didn’t want to clean up other people’s messes. I wanted to make my&nbsp;<em>own</em>messes.</p><p>And so, after finding myself “acquihired” in a second company in two years, I decided it was time not to spend another moment proving myself to yet another set of owners, for their benefit and profit. It was time to go solo again.</p><p>I started Sumner Systems Management in 1996, a contract programming agency, timed perfectly with the birth of the internet. I triple booked myself to get things off the ground. My wife and I quit our jobs. And the business took off.</p><p>We started out developing back office and desktop applications for large companies like Hospital Corporation of America. When overseas developers began driving contracted programing rates into the dirt, we began specializing in telecommunications, so that we could keep our hourly rates ­ and margins ­ up. We engaged Bank of America to develop engineering software to design and rollout hundreds of new bank branches in bulk ­ software still in use today. When the inevitable cycle of “insourcing vs outsourcing” began working against us, we started creating social media applications for Facebook, for organizations like Sears, the Detroit Red Wings, and Intel. Facebook eventually phased out their app platform, and we looked for new markets.</p><p>In 2007, the Apple iPhone was introduced, and I recognized that this new platform meant another opportunity for us to differentiate ourselves, and to maintain high billing margins.</p><p>It was through our reputation for creating mobile applications, like Cheap Gas! (two million downloads and counting!) that we were contacted by Hendrix College in the Spring of 2010, to come and advise the College on the need to create one or more mobile applications for the school.</p><p>To be entirely transparent, I had also known then President Tim Cloyd since adolescence. We had lost touch for the previous fifteen years, so it was nice to be able to reconnect professionally.</p></div></div></div></div><div class="page" title="Page 6"><div class="section"><div class="layoutArea"><div class="column"><p>I spent a week on campus at Hendrix, talking with anyone and everyone that I could, to try and get a sense of what the actual needs of the College were, and to attempt to get a handle on whether they really needed a mobile app developed at all.</p><p>My report turned out to be rather straightforward ­ the school didn’t need a mobile app, nor the expenditure of tens of thousands of dollars to create such an app. The school had many needs, to be sure ­ but the primary need was to simply make the existing web content more mobile accessible, and that could be done with a responsive, mobile first design, using their existing staff.</p><p>I submitted my report, which was met with thunderous…&nbsp;<em><strong>silence</strong></em>.</p><p>I subsequently spent the next six months, in the firm knowledge that I had talked myself out of a lucrative consulting gig, had insulted a life­long friend, and had perhaps made my one and only trip to Conway, Arkansas.</p><p><em><strong>You don’t always wind up where you thought you were going.</strong></em></p><p>January 2nd of 2011, I received an email from President Cloyd. It said that Hendrix College was looking to create a new Chief Information Officer position, and that they wanted to talk to me about my interest in the job. I looked at the timestamp of the email ­- written in the wee hours of the new year ­- and archived the message without comment. This was clearly not a serious offer.</p><p>A week later, I received a call from President Cloyd. Yes, the offer was real.</p><p>I now had many things to consider: a move across country, from a city with three million people (Orlando, FL) to a state with two million people; moving children 1,000 miles away from friends and familiar places; taking on a role in an industry that I knew virtually nothing about, aside from my time as a student in the 1980s, and from a brief stint as an adjunct faculty member in the 1990s.</p><p>And so ­- like the typical entrepreneur -­ I took a leap of faith.</p><p>In May of 2011, I became Hendrix College’s first ever CIO.</p><p><em><strong>You don’t always wind up where you thought you were going.</strong></em></p><p><strong>Being CIO</strong></p><p>In all jobs, there is a natural disconnect between your preconceptions about what you think a job will be like, and the actual reality on the ground once you begin work in earnest. My beginnings at Hendrix were no different.</p></div></div></div></div><div class="page" title="Page 7"><div class="section"><div class="layoutArea"><div class="column"><p>As an entrepreneur, I was used to working twelve hour work days, weekends, and having people respond promptly when I reached out to them, at any and all hours. I was used to decision making on the fly, independent action, and freedom of expression on social media and in the press.</p><p>I now had to learn to work within the confines of shared governance ­- real, and imagined. I had to work under strict institutional rules and procedures. I had to adjust my expectations of working within a budget, where the income comes only once a year, where needs are identified in increments of months and years, not days and hours. I was now working in an environment where our customers and clients -­ our students -­ were with us 24/7, with the requisite expectations of continuous uptime, trying to serve steak service on baloney budgets.</p><p>The truth is, my experience as an entrepreneur was my biggest asset in learning how to live, work, and thrive in a higher education setting. To use a sports metaphor, “the ball slowed down so I could see it.” I was used to dealing with a demanding private sector clientele, in real time… in internet time -­ dealing with those same issue in academic time? A luxury. Expectations and timeframes are protracted. There’s much more soak time to consider strategies. There’s time to anticipate. Time to be proactive. Time to think about, what you really need to think about.</p><p>It was important as CIO that I led the institutional conversation about technology to the President, the Board, and to the Leadership of the College. At many schools, the CIO (if a school even has one) often reports to the Provost, or to the CFO -­ and as a result, technology at those schools is usually subservient to all other institutional priorities. To their credit, President Cloyd and the Board were quite forward thinking, recognizing the importance of having the CIO present as an equal partner at the leadership table, in order to be an effective institutional advocate for technology, and to be an effective institutional clearinghouse for technology.</p><p>This foresight allowed us to invest $450,000 in normalizing over fifty teaching spaces with uniform technology ­ software, hardware, projectors, and podiums. It enabled us to build two new computer labs, and to rebrand our department’s name from “Information Technology” to “Technology Services”, in order to emphasize a systemic focus on service above all else.</p><p>We consolidated our media center, IT operation, and classroom support into a single area, so that we were able to leverage and share staff and a common knowledge­-base, rather than silo staff and responsibilities. We moved our Help Desk to the Student Life and Technology Center, extended our service hours, and vastly improved technical access to faculty and students, affording a much more convenient service point for everyone.</p></div></div></div></div><div class="page" title="Page 8"><div class="section"><div class="layoutArea"><div class="column"><p>When I arrived at Hendrix, we had a 100Mbit internet circuit, serving 1,400 students, 125 faculty, and 300 staff members. It was woefully inadequate and under supplying the community. In my final year, we installed a 1Gbit circuit that now comfortably services campus, and rarely has been more than 60% utilized since being turned up.</p><p>If I had one thing that I was most proud of during my tenure at Hendrix, it was that we were able to “move the needle” with regard to changing the perception of the IT area, from being viewed as largely non­responsive and opaque, to being seen as communicative, transparent, and customer­service driven.</p><p>When I departed Hendrix, the Technology Services area had approval ratings in the high 80 percentile range. Quite the improvement from where we started. We didn’t get 100% of the way to where we needed to be -­ be we did get significantly closer.</p><p>Now, I don’t want to falsely portray my time at Hendrix as an unmitigated, unbroken string of successes. Because it wasn’t. This isn’t intended to be a hagiography.</p><p>I came to understand that I was hired at the end of a long ­- and sometimes contentious ­- Presidential term, with significant faculty unrest, fatigue, and distrust. There were some who questioned my hire, simply by virtue of who had hired me. And, serving under three presidents in three years, came with its own sets of challenges and ever­shifting priorities.</p><p>But all one can reasonably do, is the best that they can, with the tools, talents and circumstances that they find at their disposal. To be a Mensch. To be a Professional.</p><p>Even with all of this -­ being CIO at Hendrix was hands down the best job that I have ever had. I gave Hendrix my professional -­ and personal ­- best. And I’m sincerely grateful that I had the opportunity.</p><p>I would certainly be remiss if I didn’t acknowledge my deep appreciation to the colleagues who gave me the benefit of their experience and wisdom during my time here at Hendrix. We certainly spent a lot of time in the foxhole together. Sometimes, laughing… Sometimes, praying… Sometimes, cursing. But always supporting one another. I couldn’t have asked to work with a finer group of people.</p><p><strong>Lessons Learned</strong></p><p>So – ­What&nbsp;<em>did</em>&nbsp;I learn during my Sojourn in the Academy? These are my personal observations and opinions, and may not reflect reality as actually experienced by real academics.</p></div></div></div></div><div class="page" title="Page 9"><div class="section"><div class="layoutArea"><div class="column"><p><em><strong>That there is a vast difference between Internet Time, and Academic Time.</strong></em></p><ul><li>Shared governance, as practiced in higher education, is complex; to practice effectively within the academy, it takes time. The time it takes, is the time it takes.</li><li>Does that mean that every project and initiative at colleges and universities has to happen at an “academic time” pace?</li><li>Absolutely not. There are any number of projects and initiatives that can be executed at whatever pace administrators and campus leaders desire to drive them (within the constraints of their budgets and institutional priorities, naturally). I daresay that a lot of innovation on campuses isn’t deterred so much by budgetary restraint or priorities or governance as it is by the lack of incentives to perform any better. “Atta boy / girl” only goes so far.</li><li>Even with all that said, one of the favorite parts of being a CIO at a small liberal arts college was that it was my&nbsp;<strong>job</strong>&nbsp;to think and act innovatively. By coming to realize precisely where shared governance began and ended, I was able to be effective, by owning all the agency my position permitted me to have.</li><li>This carried with it the quite serious responsibility of balancing actions and perceptions of inclusiveness in my decision making, being careful not break faith with the intended purpose of shared governance; By not sacrificing trust and faculty amity, solely for the urgent pull of delivering projects in accelerated time (at least, accelerated as perceived by the academy).</li><li>Besides: Urgency is entirely dictated by the beholder.</li><li>In my life as an entrepreneur, my urgent need to be paid on time was not felt as strongly by the accounts payable clerk on whose desk my check had sat for two weeks, unsent. In my “role” as a job seeker, my urgent desire to be in a new job isn’t the same urgency shared by those considering my candidacy.</li><li>The time it takes, is the time it takes.</li><li>Find a way to be effective in whatever system of governance you find yourself. Or, work as hard as you can to change the system entirely.</li><li>Either way, your mastery over the perception of time will influence how effectively you perform on the job, and how satisfied you will be – personally and professionally.</li></ul></div></div></div></div><div class="page" title="Page 10"><div class="section"><div class="layoutArea"><div class="column"><p><em><strong>That Academics have tremendous governance power that remains largely unexercised, either through choice, through workload, or through predetermined outcomes presented as “options.”</strong></em></p><ul><li>Sadly, faculty exercise too little voice in setting institutional priorities. Too often they are disengaged from the process of governance, until decisions are already far down the road to being made. Faculty workloads – advising, teaching, research – have significant impact on their levels of participation in the process of governance.</li><li>And yet ­ it is vitally important that faculty remain engaged at the institutional level, if a true semblance of shared governance is to be maintained – and believed. Truth be told Faculty can wield a tremendous amount of power and responsibility in helping set institutional priorities, but their influence currently remains largely underrepresented, unactualized, and unacted upon. Faculty disengagement effectively abdicates their role in the institutional governance process. I say this not as an indictment of Administration or Faculty, but simply a recognition of a serious challenge to effective and inclusive governance.</li></ul><p><strong>That Influencing and maintaining engagement in the strategic planning process of colleges and universities is hard work, and presents an ongoing challenge for establishing trust among all college stakeholders.</strong></p><ul><li>By their very nature, strategic initiatives are long-­lived in scope and execution. Needless to say, it is exceedingly difficult to maintain focus, when projects span multiple funding years, experience drastic changes in leadership, or undergo significant changes to scope over their lifetimes. Missed enrollments or surprise drops in retention only add stress to an already stressful process of budgeting and planning.</li><li>And yet, reacting to such stresses presents a key risk; that poor decision making may creep in, when tactical expediency overrides institutional planning and strategy, thoughtfully put into place over many months and years. But, worse than that, a pattern of this type of cyclical disintermediation may sabotage all future efforts at getting broad based institutional buy­in for long range objectives. Keeping the main thing, the main thing, is a lot harder than it looks.</li></ul></div></div></div></div><div class="page" title="Page 11"><div class="section"><div class="layoutArea"><p><em><strong>&nbsp;And ­- finally -­ That the academy is full of people of goodwill, with the common aim of having their institution succeed, but challenged at finding the best way forward, together ­- transparently and honestly.</strong></em></p><ul><li>It seems to be complicated. But it’s not, really. The key to fully realized institutional agency, is to maintain high levels of engagement at all stages of the institutional decision making process. Without prolonged and intentional exercise of shared governance by everyone ­ most importantly faculty ­ lasting and sustainable strategic efforts will be seen as dictatorial, rather than collaborative – and will ultimately lead only to further disengagement.</li></ul><p><strong>It’s a Wrap</strong></p><p>In the end, we are all but sojourners in our professional journeys; constantly moving from one waystation to another ­- intellectually, professionally, spiritually, personally. For some of us, this time stopped along the way is measured in decades. For others, months. But, eventually, we all move on; for we are all sojourners here.</p><p>If you will allow me this small bit of additional indulgence, I’d like to offer the following advice; whether you are an academic, an entrepreneur, or somewhere in­between in your professional journey:</p><ul><li><strong>Be open to new opportunities, in whatever guise they present themselves;</strong></li><li><strong>Be willing to put yourself at some risk, for personal and professional growth;</strong></li><li><strong>Be open to personal reinvention; and remember,</strong></li><li><em><strong>You don’t always wind up where you thought you were going.</strong></em></li></ul><p>Thank you for your time, your patience ­-&nbsp;and your&nbsp;<em>perseverance</em>&nbsp;-­ this evening.</p></div></div></div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/stranger-strange-land-entrepreneur%E2%80%99s-soj#comments CIO Leadership Security Blog-post CIO Educational Technology higher education Mon, 27 Apr 2015 18:14:23 +0000 davidjhinson 22551 at http://www.enterprisecioforum.com Factors to keep in mind for Mobile Application Development in 2015 http://www.enterprisecioforum.com/en/blogs/sandysap/factors-keep-mind-mobile-application-dev <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Recent years have seen a surge in the mobile application development industry. Recently, it has evolved from serving smart-phones alone, to tablets and then including certain wearable devices. </div> </div> </div> <p>Recent years have seen a surge in the mobile application development industry. Recently, it has evolved from serving smart-phones alone, to tablets and then including certain wearable devices. Besides, more attention was given to analysis of apps, as well as marketing through mobile applications. These incidents generally point to a list of trends for the coming year. Mobile app development companies are expected to incline toward the following factors:</p><p><strong>&nbsp;</strong></p><p><strong>1. Swift development</strong></p><p>It is fishing time with very less fish in the sea, but a lot of fishermen. Similarly, there are many existing <a href="http://www.technoduce.com/mobile-application-development" rel="nofollow"><strong>mobile app development service</strong></a> company, with many more propping-up. The competition is huge and companies face an up-hill task of remaining in the race to woo customers. </p><p>Hence, all businesses will try to out-do each other, and launch their products, faster and better. The developers of mobile apps are likely to concentrate on shortening the span of time for development, and also swiftly progress from an “idea” to the actual launch.</p><p>&nbsp;</p><p><strong>2. Cloud Computing</strong></p><p>This innovative method will surely make a sound presence in mobile app development for the year. Most of the news related to mobile devices have cornered around an upswing in the use of mobile-phones and related devices, including wearable ones. Mobile app developing companies hence will have to pay attention on creating apps that can be synchronized and operated on multiple devices. This can be done only through cloud computing technology.</p><p>&nbsp;</p><p><strong>3. Secure applications</strong></p><p>There have been several instances of hacking and information leaks in the past few years. This is a huge concern, also taking into account that the number of hackers are expected to rise even more in 2015. Such hackers take advantage of the loopholes in the programming of such apps. Therefore, app developers need to strongly pay attention to design hack-proof mobile applications.</p><p>&nbsp;</p><p><strong>4. Say Hi to Wi-Fi</strong></p><p>The recent introduction of the Beacon Technology named iBeacon, has opened new boundaries in mobile marketing and advertising. Mostly used in iOS systems, this technology can alert other iOS devices within a distance, of their presence. </p><p>&nbsp;</p><p>This has bee made possible with the induction of Wi-Fi, which offers a lot more features than just internet access. This is the reason many business are investing in Wi-Fi services, rather than simple direct-line access to the net. After the customers install apps on their devices, businesses will be able to locate the customers' exact locations through Wi-Fi. This can play a very important role in marketing, as the corresponding strategies and offers can be provided to the customer, making the perfect demand-based sales.</p><p>&nbsp;</p><p><strong>5. Devices that can be worn</strong></p><p>&nbsp;</p><p>Wearable devices in the form of watches, rings and wrist-bands are the latest rage in the communications industry. They have made an impact on a large group of enterprise, including fashion, health care and fitness. Hence, mobile app developers will definitely shift their attention from solely smart-phones to wearable applications, to target business clients.</p><p>&nbsp;</p><p><strong>6. M-commerce</strong></p><p>&nbsp;</p><p>Mobile commerce is springing up wildly and is expected to rise even more in 2015. Recent studies show that people prefer to pay through mobile phones instead of using debit or credit cards. Mobile app developers will therefore invest more in building apps that can process such transactions.</p><p>&nbsp;</p><p><strong>7. Internet of Things (IoT)</strong></p><p>This refers to the practice of a growing number of people staying connected with each other though multiple devices. Hence mobile applicatiions need to be and most probably will be built to be integrated on multiple connected devices. Developers are predicted to rode the wave and devise according apps in 2015.</p><p>&nbsp;</p><p><strong>8. Big Data and App Analytics</strong></p><p>As Internet of Things and Wearable market grows, the need of app performance tracking and analysis will grow among the decision makers in various enterprises. There will be more focus on big data and analytics in 2015. Mobile app developers will continue to focus on adding new data collection methods in their apps to get more insights and actionable items to meet their client’s expectations and make more engaging and successful apps.</p><p><strong>&nbsp;</strong></p><p><strong>9. App Marketing</strong></p><p>Several new mobile marketing techniques are devised each year, with 2014 seeing a larger focus on engaging the users, rather than wooing new customers. The arrival of beacon technologies and Wi-Fi services make it more simple for businesses to reach their target customers, with adequate promotions.</p><p><strong>&nbsp;</strong></p><p><strong>10. Mobile Gaming</strong></p><p>The last year has seen a shift from single player games to multiplayers at different locations, using different devices. This once again highlights the importance of cloud computing and frequent updating of the games. The management of every mobile app company will watch this sector also closely.</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=8iGsFevUEF4 </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/sandysap/factors-keep-mind-mobile-application-dev#comments Technology Mobility Blog-post Enterprise Mobile App Development mobile app development mobile app development company Mon, 27 Apr 2015 07:05:33 +0000 sandysap 22546 at http://www.enterprisecioforum.com Technical Debt http://www.enterprisecioforum.com/en/blogs/davidjhinson/technical-debt <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Technical Debt is nothing more than the eventual consequence of every design decision you&#039;ve put into a codebase. </div> </div> </div> <p>If you've been a developer&nbsp;for any significant amount of time, you've run across the concept of "<em><strong>Technical Debt</strong></em>."</p><p><em>Technical&nbsp;Debt&nbsp;</em>is nothing more than the eventual consequence of every design decision you've put into a codebase.</p><p>At the end of the day, we all have to ship our projects; we all have to deliver a product.</p><p>Technical debt represents the amount of work, at any given point in the project plan, to finish your project, and make it deliverable.</p><p>If we've made poor refactoring practices part of our design process, if we have paid too little attention to infrastructure design, if we have made a bet - a poor bet - on a software tool, or a software language, or a software platform - all that goes into building up your technical debt.</p><p>Now, when you look at large scale projects that have failed (when they don't fail for lack of vision, or lack of project management), the next most visible cause is trying to pay down too much technical debt at any given time.</p><p>So, when you see a version going from 1.0 to 2.0 to 3.0, typically what is happening during those transition periods is the paying down of technical debt; refactoring modules, redesigning software, redeploying platforms.</p><p>Technical debt&nbsp;<em>can</em>&nbsp;be manageable, when taken in small bites.</p><p>In order to minimize the impact of technical debt on your project, you need to have good testing practices, you need to have good design practices, you need to have good infrastructure practices, and you need to have good refactoring practices in place.</p><p>It's an ongoing process. You don't incur all of your technical debt overnight, all in one fell swoop - and you shouldn't expect to pay technical debt all at one time.</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=GndtW1MKyvs </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/technical-debt#comments Technology Applications Blog-post 2 Minutes 300 Words Technical Debt Sat, 25 Apr 2015 14:13:19 +0000 davidjhinson 22541 at http://www.enterprisecioforum.com Have you tried these tools? http://www.enterprisecioforum.com/en/blogs/vghariharan3/have-you-tried-these-tools http://www.enterprisecioforum.com/en/blogs/vghariharan3/have-you-tried-these-tools#comments Applications Quick Post Blogs Fri, 24 Apr 2015 16:00:51 +0000 vghariharan3 22536 at http://www.enterprisecioforum.com IT infrastructure discussion starts with the hybrid cloud http://www.enterprisecioforum.com/en/blogs/jdodge/it-infrastructure-discussion-starts-hybr <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Looking up, one builds on the other. </div> </div> </div> <p>In the world of enterprise technology, there's a lot of overlapping or should I say connective terms.</p> <p>Two terms where the circles deeply intersect are hybrid cloud and IT infrastructure. They both overlap and connect.</p> <p>Why is this important? Because IT infrastructure at a higher level forms hybrid clouds.&nbsp;<span>IT Infrastructure is the nuts and bolts of the hybrid cloud. They are the servers, networks and related gear that makes hybrid clouds happen. What's more, all this physical gear can be anywhere and owned by someone other than the entities that use them.</span><span style="line-height: 1.4em;">&nbsp;</span></p> <p><span>In terms of how IT infrastructure influences the migration to a digital enterprise, the discussion with the hybrid cloud happens first. The hybrid cloud discussion starts with the business and strategic rationale. In between those two are discussions about business processes, ROI and apps.&nbsp;</span></p> <p><span>If only determining which key IT initiatives to fund was this neat and tidy. But this is the general hierarchy from the top down: strategic, business rational, business process and apps, hybrid cloud and IT infrastructure. Looking up, one builds on the other. &nbsp;</span></p> <p><a href="http://searchcloudcomputing.techtarget.com/definition/hybrid-cloud">Techtarget defines the hybrid cloud</a> in&nbsp;the most general terms:</p> <blockquote> <p>"A hybrid cloud is a cloud computing environment in which an organization provides and manages some resources in-house and has other provided externally."</p> </blockquote> <p><span>&nbsp;</span><a href="http://www.techopedia.com/definition/29199/it-infrastructure" style="line-height: 1.4em;">Techopedia defines IT infrastructure</a><span style="line-height: 1.4em;"> this way:</span></p> <blockquote> <p><span>"IT infrastructure refers to the&nbsp;</span><a href="http://www.techopedia.com/definition/29199/it-infrastructure#" class="kLink" id="KonaLink0"><span style="color: blue;"><span class="kLink">composite</span></span></a><span>&nbsp;hardware, software, network resources and services required for the existence, operation and management of an enterprise IT environment. It allows an organization to deliver IT solutions and services to its employees, partners and/or customers and is usually internal to an organization and deployed within owned facilities."</span></p> </blockquote> <p><span>Perhaps it's painfully obvious that any discussion about IT infrastructure invariably includes if not starts with the role of the hybrid cloud in the digital enterprise. But it's worth repeating. How do you connect IT infrastructure and the hybrid cloud?</span></p> <p><em>Follow <a href="http://www.twitter.com/ecioforum">@ecioforum</a> and <a href="http://www.twitter.com/thedodgeretort">@thedodgeretort</a> on Twitter.&nbsp;</em></p> http://www.enterprisecioforum.com/en/blogs/jdodge/it-infrastructure-discussion-starts-hybr#comments Business Issues Technology Cloud IT Infrastructure Blog-post CIO hybrid cloud IT IT infrastructure Networks servers Fri, 24 Apr 2015 15:15:55 +0000 jdodge 22531 at http://www.enterprisecioforum.com Digital transformation and its effect on IT infrastructure http://www.enterprisecioforum.com/en/blogs/genedelibero/digital-transformation-and-its-effect-it <p>If you’re in the IT world, you’re well aware that the need for <a href="http://www.enterprisecioforum.com/en/article/top-use-cases-infrastructure-transformat" rel="nofollow">digital transformation</a> is vital and will only continue. Planning for digital transformation that fits your organizational needs <em>and</em> is agile enough to provide for the ever-changing digital era to come – while maintaining current productivity levels – is challenging. Providing for the organization’s needs today and tomorrow means implementing infrastructure that everyone can utilize – in a smooth transitional process.</p><p><a href="http://www.enterprisecioforum.com/en/article/top-5-characteristics-infrastructure-lea" rel="nofollow">IT leaders</a> are most likely in the know about the various options out there for them – so the trick becomes finding the new infrastructure systems that serve your needs most effectively. From cloud systems to network functions virtualization, flash-based storage and software defined networks, you have your pick of newbies that promise to offer you the ability to move your digital functionality into a whole new realm – and one that will communicate effectively with your current system, while allowing productivity to continue (and even improve!).</p><p>Cost, according to IDG Research, is a huge barrier to being able to make the digital transformation. <a href="http://www.enterprisecioforum.com/en/video/getting-new-style-it" rel="nofollow">The second biggest issue is time</a> – the IT team is integral and inherently necessary to a successful digital transformation, but if they’re mired down in mundane tasks, they can’t strategize, plan, and implement new IT infrastructure. Implementing a <a href="http://www.enterprisecioforum.com/en/whitepaper/devops-and-software-defined-infrastructu" rel="nofollow">DevOps model</a> – where IT operations and developers work together –&nbsp;can provide some relief to the time issue. DevOps can make a digital transformation faster and more efficient – because creating time and productivity might alleviate budgetary concerns and open doors to further discussion about implementing change effectively.</p><p>Keep in mind, too, that you need to focus on the people involved in a digital transformation – everyone will need training and maybe some hand-holding along the way. As the term “Digital Transformation” implies, this is transformative for your organization – and means a learning curve must be addressed. Invest in a vendor who’s willing to train on-site and offer follow-up assistance. Ask them what kind of training process they’ll offer your enterprise as part of the package, and who/when/where/how they’ll be available for questions after implementation. Your IT or DevOps team will be instrumental in the communication process about new infrastructure as well.</p><p>How has Digital Transformation affected your IT Infrastructure?</p> http://www.enterprisecioforum.com/en/blogs/genedelibero/digital-transformation-and-its-effect-it#comments CIO Leadership Technology IT Infrastructure Blog-post digital transformation IT infrastructure Thu, 23 Apr 2015 13:02:37 +0000 @genedelibero 22521 at http://www.enterprisecioforum.com Maintain the performance of your Mobile POS http://www.enterprisecioforum.com/en/blogs/mathewed/maintain-performance-your-mobile-pos <p>An organization using mobile POS, will have very less work left for its s taff members. The POS system handles everything from the placement of orders to the final deliveries. These Mobile POS systems are normally designed, to be resistant to wear and tear. However, there still are certain steps that one can take to increase its longevity:</p><ul><li><p>Return to charger – keep charging the device constantly when not in use. These mobile POS systems come with their own chargers, and you are advised to keep them in a safe place.</p></li><li><p>Sensitive usage: Use the touch-screen wisely, applying only the required amount of pressure. It would be better to use a stylus or the pad of your finger, to avoid unnecessary scratches.</p></li><li><p>Keep a proper holder or lanyard attachments for your device. This is necessary in odd situations such as when you may drop your wet your mobile.</p></li><li><p>Wipe the screen of your mobile with a soft cloth, to remove dirt or sticky marks.</p></li><li><p>Explain the benefits of a mobile POS to your staff. Describe how the company, as well its staff can benefit highly from its use. This creates a healthy working environment, promoting proper return on investment.</p></li></ul><p>&nbsp;</p><p>&nbsp;</p><p>Once these steps are taken, the sales of any business will surely out-cross the charts. The costs of investing in a <a href="http://www.ducepos.com/hardware.html" rel="nofollow">android tablet POS</a> will be recovered soon enough. The first visible benefits will be the reduction of errors. The process becomes more transparent next, making the delivery of services even more rapid. Customer perception, interest and response also improves to a large extent.</p><p>&nbsp;</p><p>Modern mobiles function using the same screen and operating logic, as a fixed POS terminal. Staff members handling the mobile POS need not switch through multiple screens, and have to focus only one system. Any employee can use such a system, without any additional training.</p><p>&nbsp;</p><p>The POS designed by Technoduce Info Solutions is a good example, which has many features, but yet easy to handle. Named the <a href="http://www.ducepos.com" rel="nofollow">DucePOS</a>, it manages the sale of products, even while not connected to the internet. It is operational as a standalone application, or through cloud computing. For more details, you can visit their website.</p><p>&nbsp;</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=Kj8bNXWi4jE </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/mathewed/maintain-performance-your-mobile-pos#comments Technology Services Blog-post android tablet POS Point of Sale Thu, 23 Apr 2015 07:18:05 +0000 MathewEd 22516 at http://www.enterprisecioforum.com Pitching? Start Here. http://www.enterprisecioforum.com/en/blogs/davidjhinson/pitching-start-here <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Don’t outsource your relationship management. That is, unless you don’t care about the long term prospects of keeping your customers. </div> </div> </div> <p>I work with PR people and reporters all the time. They are an essential part of messaging, for my own personal “brand”, and for communicating what I do on the job.</p><p>In the past, I have worked with extremely talented PR folks. And, I have also worked with firms that barely qualify as professionals.</p><p>Last year, I endured one of the worst PR interactions in my career. I was contacted by a PR firm - new to me&nbsp;-&nbsp;but now representing a trusted and key vendor that we were very happy with - a vendor&nbsp;with whom I had worked previously on other PR successful initiatives.</p><p>The new PR firm reached out to me by email, with a suggested time to call, a name of a person to whom I was to speak, and a list of topics we would discuss. All good to that point.</p><p>At the agreed upon time, no call. No explanation. I had blocked out the hour, but started working on something else. When the call did come, later that afternoon, the person on the other end was not the person I was expecting, didn't know my name, the name of my organization, and didn't know the first thing about us.</p><p>Now, without publicly trying to embarrass&nbsp;anyone in particular, let me offer the following tips for a successful interaction:</p><ul><li>Call when you say you are going to call</li><li>Know my name</li><li>Know who I work for</li><li>Know why you are talking to me</li><li>Don’t send someone in your place,&nbsp;unannounced</li><li>Have your questions prepared ahead of time</li></ul><p>Entrusting key customer stories to second-rate PR is a recipe for disaffection, disengagement&nbsp;-&nbsp;and disaster for your relationship.</p><p>Don’t outsource&nbsp;your relationship management.</p><p>That is, unless you don’t care about the&nbsp;long term prospects of keeping your customers.</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=zToRWSFKhnw </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/pitching-start-here#comments CIO Leadership Services Blog-post 2 Minutes 300 Words public relations Wed, 22 Apr 2015 15:49:59 +0000 davidjhinson 22506 at http://www.enterprisecioforum.com How to Prepare Your Environment for the Software Defined Networking Era http://www.enterprisecioforum.com/en/blogs/ben-stephenson/how-prepare-your-environment-software-de http://www.enterprisecioforum.com/en/blogs/ben-stephenson/how-prepare-your-environment-software-de#comments Quick Post Blogs Wed, 22 Apr 2015 15:41:13 +0000 Ben Stephenson 22501 at http://www.enterprisecioforum.com Hackers don't need to see data to know what's there http://www.enterprisecioforum.com/en/blogs/jdodge/hackers-dont-need-see-data-know-whats-th <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> MIT researchers have developed a chip to thwart this hardware-based vulnerability, which is especially acute in the cloud. </div> </div> </div> <p>I almost never publish an entire press release, but this one about hardware based security vulnerabilities from MIT's Dept. of Electrical Engineering and Computer Science is a warranted exception. This vulnerability afflicts the cloud, in particular.</p><p>MIT researchers claim hackers can know what data is in memory by intercepting fetch patterns between the CPU and others chips with memory. They do not have to see the data to actually know what it is. The researchers have developed a chip that disguises "memory access patterns."</p><p>The second paragraph about possible cloud scenarios is particularly troubling. Also, even the most diligent users about security can be hacked by this method.&nbsp;</p><p>Read on. &nbsp; &nbsp;</p><p>CAMBRIDGE, Mass. --&nbsp;In the last 10 years, computer security researchers have shown that malicious hackers don’t need to see your data in order to steal your data. From the pattern in which your computer accesses its memory banks, adversaries can infer a&nbsp;<a href="http://mit.pr-optout.com/Tracking.aspx?Data=HHL%3d8.%3a8A6-%3eLCE9%3b4%3b8%3f%26SDG%3c90%3a.&amp;RE=MC&amp;RI=3374904&amp;Preview=False&amp;DistributionActionID=25828&amp;Action=Follow+Link" target="_blank" rel="nofollow">shocking amount</a>&nbsp;about what’s stored there.</p><p>The risk of such attacks is particularly acute in the cloud, where you have no control over whose applications are sharing server space with yours. An antagonist could load up multiple cloud servers with small programs that do nothing but spy on other people’s data.</p><p>Two years ago, researchers in the group of MIT’s Srini Devadas, the Edwin Sibley Webster Professor in MIT’s Department of Electrical Engineering and Computer Science,&nbsp;<a href="http://mit.pr-optout.com/Tracking.aspx?Data=HHL%3d8.%3a8A6-%3eLCE9%3b4%3b8%3f%26SDG%3c90%3a.&amp;RE=MC&amp;RI=3374904&amp;Preview=False&amp;DistributionActionID=25827&amp;Action=Follow+Link" target="_blank" rel="nofollow">proposed</a>&nbsp;a method for thwarting these types of attacks by disguising memory-access patterns. Now, they’ve begun to implement it in hardware.</p><p>In March, at the Architectural Support for Programming Languages and Operating Systems conference, they presented the layout of a custom-built chip that would use their scheme, which is now moving into fabrication. And at the IEEE International Symposium on Field-Programmable Custom Computing Machines in May, they will describe some additional improvements to the scheme, which they’ve tested on reconfigurable chips.</p><p>The principle behind the scheme is that, whenever a chip needs to fetch data from a particular memory address, it should query a bunch of other addresses, too, so that an adversary can’t determine which one it’s really interested in. Naturally, this requires shipping much more data between the chip and memory than would otherwise be necessary.</p><p>To minimize the amount of extra data needed, the researchers store memory addresses in a data structure known as a “tree.” A family tree is a familiar example of a tree, in which each “node” (a person’s name) is attached to only one node above it (the node representing the person’s parents) but may connect to several nodes below it (the person’s children).</p><p>Every address is randomly assigned to a path through the tree — a sequence of nodes stretching from the top of the tree to the bottom, with no backtracking. When the chip requires the data stored at a particular address, it also requests data from all the other nodes on the same path.</p><p>In earlier work, researchers in Devadas’ group were able to prove that pulling data from a single path was as confounding to an adversary as if the chip had pulled data from every single memory address in use — every node of the tree.</p><p><strong>Breaking the logjam</strong></p><p>After reading data from a path, however, the chip also has to write data to the whole path; otherwise, an adversary could determine which node was the one of interest. But the chip rarely stores data in the same node that it read it from.</p><p>Most nodes lie on multiple paths: To take the most basic example, the single node at the top, or root, of the tree lies on every path. When the chip writes a block of data to memory, it pushes it as far down the tree as it can, which means finding the last vacancy before the block’s assigned path branches off from path that was just read.</p><p>“The root of the tree is a lot smaller than the bottom of tree,” says Albert Kwon, an MIT graduate student in electrical engineering and computer science and one of the papers’ co-authors. “So intuitively, you want to push down as far as you can toward the bottom, so that there’s no congestion at the top.”</p><p>In writing data, the chip still has to follow the sequence of nodes in the path; otherwise, again, an adversary might be able to infer something about the data being stored. In previous attempts at similar systems, that meant sorting the memory addresses according to their ultimate locations in the tree.</p><p>“Sort is not easy to do in hardware,” says Chris Fletcher, another graduate student in Devadas’ group and first author on the new paper. “So by the time you’ve sorted everything, you’ve taken a real performance hit.”</p><p>In the chip described in their latest paper, Fletcher, Devadas, Kwon, and their co-authors — Ling Ren, also an MIT graduate student in electrical engineering and computer science, and colleagues at the University of Connecticut, the University of California at Berkeley, and the Qatar Computing Research Institute — took a different approach. They gave their chip an extra memory circuit, with storage slots that can be mapped onto the sequence of nodes in any path through the tree. Once a data block’s final location is determined, it’s simply stored at the corresponding slot in the circuit. All of the blocks are then read out in order.</p><p><strong>Stockpiled secrets</strong></p><p>The new chip features another trick to improve efficiency: Rather than writing data out every time it reads data in, it writes only on every fifth read. On the other reads, it simply discards all of the decoy data. When it finally does write data back out, it will have, on average, five extra blocks of data to store on the last path it read. But there are generally enough vacancies in the tree to accommodate the extra blocks. And when there aren’t, the system’s ordinary protocols for pushing data as far down the tree as possible can handle the occasional logjam at the top.</p><p>Today’s chips have small, local memory banks called caches in which they store frequently used data; for applications that use caching efficiently, all that extra reading and writing generally increases computation time by only about 20 percent. For applications that don’t use caching efficiently, computation time can increase fivefold, or even more.</p><p>But according to the researchers, one of the advantages of their scheme is that the circuits that implement it can simply be added to existing chip designs, without much retooling. The extra layer of security can then be switched on and off as needed. Some cloud applications may use it all the time; others may opt against it entirely; still others may activate it only when handling sensitive information, such as credit card numbers.</p> http://www.enterprisecioforum.com/en/blogs/jdodge/hackers-dont-need-see-data-know-whats-th#comments Business Issues Cloud Security Blog-post CIO CISO Cyber security cyber threats IT mit Wed, 22 Apr 2015 14:30:13 +0000 jdodge 22496 at http://www.enterprisecioforum.com The Pillars of iPhone Application Development http://www.enterprisecioforum.com/en/blogs/sandysap/pillars-iphone-application-development <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> One of the most trendy topics of the hours, is an iPhone application. Everyone wishes to purchase or download the latest released app; consequently many organizations and individuals are developing such apps. </div> </div> </div> <p>One of the most trendy topics of the hours, is an <em><strong>iPhone application</strong></em>. Everyone wishes to purchase or download the latest released app; consequently many organizations and individuals are developing such apps. Besides, the enormous use of smart-phones in today's world have only added merit to the claim. It is also interesting to note that every successful mobile app has a great story behind it. So is yours one of them or you planning to make such a similar mobile app?</p><p>However, you will have to consider the pillars of <em><strong><a href="http://www.technoduce.com/iphone-application-development" rel="nofollow">iPhone application development</a></strong></em>, before embarking on such a mission. There are tons of other apps being released today; some being very useful and some totally crap! It is the uniqueness and relevance of each app that makes them stand-out and become a commercial success immediately. Perhaps, the following points will give you more clarity on the pillars of iPhone application development.</p><p><strong>Why concentrate on the iPhone?</strong><br /><br /></p><p>All smart-phones and androids feature mobile applications. Then why should one focus on the iPhone? Well, the answer is obvious! The iPhone is the most advanced smart-phone in the world, as well as the most popular. Mobile Applications may not directly generate money, but they surely can get you noticed across the widest audience.</p><p><strong>Invent and Innovate on the iPhone</strong><br /><br /></p><p>The demand is there and the competition ever-growing. So how do you stay or rather win the race? The answer is to constantly create newer and more trendy mobile applications for the iPhone. Yet as a small mistake would cost a fortune, it is advised to garner the services of a professional iPhone application company.</p><p>Keep a logical and realistic approach while searching for for <em><strong>iPhone application developers</strong> </em>in India or other parts of the world. Each organization and its team differs in experience, knowledge and skills. Besides, the developers' understanding of your concept and price range are additional factors that have to be considered.<br /><br /></p><p>Designing such iPhone apps are well known to have opened new windows for several companies as well as individuals. A unnoticed or faded brand-name today can be the leader of the market tomorrow. An apt concept that is deliberated upon by a competent team of developers, can boost your revenues by a lifetime!</p> http://www.enterprisecioforum.com/en/blogs/sandysap/pillars-iphone-application-development#comments Technology Mobility Blog-post iphone application development services Wed, 22 Apr 2015 05:39:33 +0000 sandysap 22491 at http://www.enterprisecioforum.com Even if it's Obvious: Ask. http://www.enterprisecioforum.com/en/blogs/davidjhinson/even-if-its-obvious-ask <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Sometimes, we just assume someone else is handling an issue. The results can be hilarious, or tragic. Don&#039;t assume - ask. </div> </div> </div> <p>I recently recounted a story to a colleague, about a project that I completed at a&nbsp;prior job.</p><p>We had spent months designing a student teleconferencing lounge, complete with state-of-the-art codecs, microphones, cameras, and control interfaces.</p><p>Months spent meeting over&nbsp;the logistics of working with A/V vendors, electricians, and building contractors, getting people working on their part of the project, on time and at the&nbsp;<em>right</em>&nbsp;time.</p><p>We met regularly&nbsp;with our&nbsp;finance people, to make sure we were on track and on budget.</p><p>We met throughout the project with the people who would be using the space, to make sure all of the elements were going to meet their need, and that all of the elements going into the space met the stated intention of the room.</p><p>Finally, we outfitted the room with&nbsp;a wonking huge&nbsp;flat-panel display, to finish the room setup.</p><p>The day came to turn up the equipment, check out the networking, and test everything&nbsp;in the setup.</p><p>The codec worked beautifully. The sound was phenomenal. The microphones picked up every nuance in the room. The control interfaces were intuitive, and precisely what we described to our A/V vendor. Check. Check. Check.</p><p>Someone asked:&nbsp;<em>“Where is the control for Basic Cable TV?”</em></p><p>Awkward Silence.</p><p>Dozens of people involved in the process. Months of planning. Detailed oversight throughout.</p><p>And yet, no one had thought to ask to install cable TV. In a student lounge. With a TV that covered the side of a barn.</p><p>No one – especially<strong><em>&nbsp;myself</em></strong>&nbsp;– thought to ask the most elemental of questions, concerning&nbsp;<em>function over form</em>.</p><p>Fortunately, we were able to easily correct the issue, and had basic cable installed in short order.</p><p>The only real casualty was our embarrassment. And, a little “stupid tax” we paid.</p><p>Even if the question seems obvious:&nbsp;<strong>Ask</strong>.</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=VLYkHUQVLUE </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/even-if-its-obvious-ask#comments CIO Leadership Services Blog-post 2 Minutes 300 Words even if it's obvious ask Tue, 21 Apr 2015 22:52:56 +0000 davidjhinson 22486 at http://www.enterprisecioforum.com Should the cap on H-1B visas to fills the IT skills gap be raised in the U.S.? http://www.enterprisecioforum.com/en/question/should-cap-h-1b-visas-fills-it-skills-ga http://www.enterprisecioforum.com/en/question/should-cap-h-1b-visas-fills-it-skills-ga#comments Business Issues IT Infrastructure IT Performance CIO Questions Tue, 21 Apr 2015 17:35:46 +0000 blaberis 22481 at http://www.enterprisecioforum.com How internal IT should charge for cloud services: The 4Ps of success, part three http://www.enterprisecioforum.com/en/blogs/keith-macbeath/how-internal-it-should-charge-cloud-serv-1 <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The last of a three-part series examines what’s driving IT leaders to ask how to charge for cloud services—and looks at participation and processes: what services to offer and how to control them financially </div> </div> </div> <p>In my two previous posts in this series, I explained the <a href="http://www.enterprisecioforum.com/en/blogs/keith-macbeath/how-internal-it-should-charge-cloud-serv" rel="nofollow">pricing</a> and <a href="http://www.enterprisecioforum.com/en/blogs/keith-macbeath/how-internal-it-should-charge-cloud-serv-0" rel="nofollow">planning</a> aspects to keep in mind when determining how internal IT should charge for cloud services. In this post, I’ll discuss participation and process, the final two of the 4Ps of cloud finance:</p><ul><li><strong>Pricing</strong>: Forcing a fundamental shift in IT</li><li><strong>Planning</strong>: Accurately anticipating demand is critical</li><li><strong>Participation</strong>: Engaging stakeholders on which services to offer, and which not to</li><li><strong>Processes</strong>: Setting up ordering and billing in a way that is transparent—and works</li></ul><p><strong><br /></strong></p><p><strong>Participation: What resource types are most widely used?</strong></p><p>It is a truism of automation that standardization should come first—“don’t pave the cow paths” as they say in Boston, stuck as they are with a curious nest of roads downtown that confuse locals and visitors alike. This wisdom applies to cloud for two reasons: first, cloud is the ultimate in end-to-end IT automation, and design mistakes will be costly to fix; second, forecasting demand is subject to the law of large numbers, so providing widely used, standard services will make for more accurate forecasting of demand.</p><p>In other words, the move to cloud for infrastructure as a service (IaaS) is another reason to standardize infrastructure. This becomes obvious if you consider that the best candidates for shared resources are the resources that are most widely used. The opposite is also true: Resources that few people want won’t be shared much, and the level of sharing will be very hard to forecast. Bottom line, if raising utilization rates is one of your cloud goals, you are much more likely to succeed if you pick services that are in wide demand.</p><p>The flip side of this is that there are some services you will not want to provide in cloud form—or at least not in a financial sense. For example, a business unit may use a particular technology at low scale that other BUs don’t use. For time-to-market reasons they want cloud automation, which you can provide, but you may not be in a position to offer per-unit chargeback. You can offer speed of execution but not a variable cost model.</p><p>If the move to cloud means IT really is acting like a business—analyzing demand, setting prices, absorbing financial risk—then it must be free to make such participation decisions, and it must make them with eyes wide open.</p><p><strong>Processes: The time comes for execution</strong></p><p>Pricing, planning, and participation are mostly analytical in nature, whereas processes—while still needing serious analysis—have a strong technical execution component that’s tightly coupled with cloud delivery.</p><p>We can divide cloud finance processes into three stages: plan, control, and monitor. They apply equally but in different ways at all three layers of an enterprise architecture: the business service layer, the application layer, and the infrastructure layer. This post focuses on the infrastructure layer; I’ll discuss the others in future posts.</p><p><strong>Plan</strong></p><p>Pricing, planning, and participation result in on-going decisions about what to implement and how: what services to provide, how to bill them, and at what rate. From a financial perspective these decisions are all part of the planning stage.</p><p>You next need to consider financial controls: What mechanisms will you use for ordering and billing to allow users to request services? Orders must result in the creation of a billing advisory record, whether used for showback (showing the financial implications of consumption), chargeback (moving amounts between cost centers), or external billing (to be used for moving money externally).</p><p><strong>Control: Ordering and billing</strong></p><p>You need to consider a number of factors in ordering and billing, not the least of which is that you must couple them together. A useful comparison is an online brokerage account: When you log on as a customer, you are associated with one or more accounts that may have open positions. You have the right to make purchases up to a certain limit based on your contract, your funding, your open orders, and perhaps a credit line. These things are all determined in account management, with the net result being whether you can place an order and up to what amount.</p><p>Equally, you can cancel orders before they are fulfilled, and you are not billed if an order fails to execute. Ordering cloud services is much the same. You need to ensure that certain key reference facts, besides the order itself, are transmitted to the billing advisory system, such as period, billable service, billing method, price, account/tenant, and perhaps a reference such as a consuming service. (For example, you may need to identify which application service is consuming the infrastructure service that has been ordered.)</p><p><strong>What to charge: Subscription vs. metering</strong></p><p>The billing advisory details what has been consumed. In a subscription model, this is the same as what was ordered (assuming there has been no fundamental inability to make the resources available). In a metering model, consumption usage facts have to come via a metering system—in other words, the billing advisory combines the order information with the usage information to create a billable amount.</p><p><strong>How to charge: Showback vs. chargeback vs. invoicing</strong></p><p>In the case of showback, the billing advisory details simply go directly to a monitoring system so that business units can see the service costs they have incurred with IT, even if no amounts move in financial terms. In the case of chargeback, the billing advisory detail is used to trigger movement of amounts among cost centers—you still need to use monitoring to show the detail of what was consumed by whom.</p><p>Finally, if you wish to raise accounts receivable and invoices, then the billing advisory provides the data for those processes, typically by feeding an ERP system. Whether the invoice is for an aggregate amount or order by order, and whether the billing advisory is shown separately or as part of the invoice, needs to be agreed upon by the provider and the consumer. To reduce the volume of adjustments, in B2B contexts, IT may provide a billing advisory to the consuming organization and verify it before the invoice is raised.</p><p><strong>Monitor: Transaction only vs. full service showback</strong></p><p>Monitoring allows a business unit to see what business services they have consumed from IT. Drilling down reveals the application services used for those business services, and below that, the infrastructure services the applications have consumed. This monitoring—in effect a roll-up/drilldown version of showback—allows business units both to relate IT costs to business benefits (using the roll-up) and to help them see key IT cost drivers in such a way that they can make cost/quality trade-offs (the drilldown). A comprehensive solution moves IT away from being a pure service provider toward a service broker role, because monitoring aggregates costs incurred from all service providers, whether internal or external. But that’s a topic for a future post.</p><p><strong>The whole is greater than the sum of its parts</strong></p><p>I <a href="http://www.enterprisecioforum.com/en/blogs/keith-macbeath/how-internal-it-should-charge-cloud-serv-0" rel="nofollow">started off this series</a> by noting that increasingly at HP, we are asked by customers’ IT management, “How should I charge for cloud services?” This question reflects the fact that the transition to cloud is forcing IT to become an internal business: On a continual basis, business units will choose what to consume from the IT storefront and pay accordingly. It is not easy for IT to make this transition, and in the day-to-day world many of the issues I’ve highlighted one at a time will arise concurrently. When this happens I hope you find that the 4Ps provide a useful checklist for organizing the decisions you need to make. &nbsp;</p><p>&nbsp;</p><p>To learn more about the importance of managing change as IT shifts to a new model, read the Frost &amp; Sullivan report, <a href="http://hpsw.co/Gn97EwK" target="_blank" rel="nofollow">Helping IT Transform: The Rise of Organizational Change Management Services</a>.</p> http://www.enterprisecioforum.com/en/blogs/keith-macbeath/how-internal-it-should-charge-cloud-serv-1#comments Business Issues CIO Leadership Technology Cloud IT Infrastructure Services Blog-post cloud service delivery cloud services internal pricing pricing cloud Tue, 21 Apr 2015 17:01:10 +0000 Keith Macbeath 22476 at http://www.enterprisecioforum.com How Private Wireless Network Technology Mitigates Risk in Mission Critical Environments http://www.enterprisecioforum.com/en/blogs/bob-schena/how-private-wireless-network-technology <p>This is real life. Imagine the sight of a plane skittering off a runway and crashing into an airport structure because it overshot its landing. Now picture a train barreling through an intersection. Or a massive oil spill poisoning sea creatures and the ecosystem for miles.</p><p>Bad things happen when network devices and people connect wrongly or fail to connect at all. When even just one part of an infrastructure fails, it can set off a chain reaction. Wireless networks, data analytics and sensor technology are some of the tools necessary for keeping operations in order when millions of dollars and human lives are at stake.</p><p>Kinetic mesh networks – a type of wireless network battle-tested in military, mining and disaster recovery operations – now help various other industry sectors address growing safety, regulatory and economic hurdles.&nbsp; A kinetic mesh network enables the nodes – or wireless computers – on that network to manage interference and reduce network capacity constraints – important considerations for organizations seeking timely and informed decision-making.</p><p>A <a href="http://www.mckinsey.com/insights/energy_resources_materials/digitizing_oil_and_gas_production" rel="nofollow">report</a> by McKinsey &amp; Company asserts that the oil and gas industry, in particular, faces serious challenges in terms of operational efficiencies and downtime, with average production efficiency declining over the past decade. Similarly, the performance gap between industry leaders and industry laggards widened from 2000 to 2012 to 40 percent from 22 percent.</p><p>Furthermore, according to reports, the global supply of petroleum and other liquid fuels nearly doubled in 2014, outstripping demand, driving up prices and shrinking profits.</p><p>As a result, many oil and gas companies have turned their attention to cost containment – not always an easy task in harsh, remote conditions. &nbsp;</p><p>Kinetic mesh wireless networks help the oil and gas industry improve communication between, and among, personnel and networked devices.&nbsp; The increased reliability of the network improves communication results in greater productivity and resourcefulness.</p><p>Unlike other networking technologies, kinetic mesh networks mitigate communication downtime because the nodes in those networks use multiple radios to perform multiple functions concurrently.&nbsp; Each node is independent with full routing capabilities.&nbsp; If one node is incapacitated, then communication between other nodes continues. &nbsp;&nbsp;The more nodes added to the network, the stronger the network becomes.</p><p>Kinetic mesh networks have demonstrated the ability to reduce non-productive drilling time costs and eliminate manual processes to optimize production.&nbsp; According to some industry estimates, those non-productive drilling costs equate to about 1/3 of an operation’s average annual drilling budget.</p><p>A combination of sensor technology and kinetic mesh networks keeps companies apprised of events in real-time so they can make the crucial decisions necessary for achieving business objectives.&nbsp;</p><p>In one such scenario, a global producer of synthetic crude oil from oil sands deployed a kinetic mesh private wireless network to reduce costs, expand the number of applications accessible to personnel, and expedite replacement of older technology – meeting target capacity requirements of 350,000 barrels per day.</p><p>It also reduced downtime, optimized fill operations, increased asset utilization and safety compliance.&nbsp;</p><p>Those are welcome benefits to an industry confronting a new world reality.</p> http://www.enterprisecioforum.com/en/blogs/bob-schena/how-private-wireless-network-technology#comments Technology Mobility Blog-post Enterprise Mobility mesh network mesh technology wireless Tue, 21 Apr 2015 15:24:27 +0000 Bob Schena 22471 at http://www.enterprisecioforum.com How do CIOs tie projects to the bottom line? http://www.enterprisecioforum.com/en/blogs/jdodge/how-do-cios-tie-projects-bottom-line <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> This is the #CIOchat topic for this week. Dare I say IT projects? </div> </div> </div> <p>There's probably no well-established playbook about how CIOs directly link technology projects and to the bottom line. For sure, it's not always possible.</p> <p>But in today's business driven world, so-called IT projects tend are or should be driven by business initiatives. As a CIO once said, "there are no IT projects. There's just business projects of which IT is a part."</p> <p>In other words, the discussion to adopt new technology does not begin with IT's role. Rather a business need must be established first. Technology is subservient to that need. &nbsp;</p> <p>Still, it's a great question and will be the centerpriece of our #CIOchat 2-3 p.m. ET this Thursday. Last week's #CIOchat generated 374 Tweets from&nbsp;<span>36 participants.</span></p> <p>Here's how Peter Sattler, VP and CIO for International Flavors Fragrances, answered the question in <a href="http://profilemagazine.com/2014/international-flavors-and-fragrances/">a Q&amp;A in Profile magazine</a>. Indeed, I borrowed the question for the upcoming #CIOchat .&nbsp;</p> <blockquote> <p><span style="font-size: 1em;">"Q: How do you reconcile key IT initiatives with the bottom line? <br /></span></p> <p><span>A: The CEO needs to make sure there is a business case for every project in the IT portfolio. Not every initiative will translate to improvements or bolster the business strategy, and in those situations, the CEO must be aware of the impetus and cost in order to make an executive decision on its fulfillment. In the end, it’s all about what we’re doing to improve shareholder value.”</span></p> </blockquote> <p><span>So join us Thursday for this some stimulating Tweets about this key to CIO job survival.</span></p> <p><span><em>Follow <a href="http://www.twitter.com/ecioforum">@ecioforum</a> and <a href="http://www.twitter.com/thedodgeretort">@thedodgeertort</a> on Twitter.</em></span></p> http://www.enterprisecioforum.com/en/blogs/jdodge/how-do-cios-tie-projects-bottom-line#comments Business Issues IT Performance Blog-post bottom line CIO IT IT initiatives Tue, 21 Apr 2015 14:52:51 +0000 jdodge 22466 at http://www.enterprisecioforum.com Understanding OpenStack Basics http://www.enterprisecioforum.com/en/blogs/jefflush/understanding-openstack-basics <p>I grew up in a small mountain town called Green Valley Lake California. If you're ever in California, Green Valley Lake is about 100 miles due east of Los Angeles in the San Bernardino Mountains... you may want to take some time to visit a very beautiful area of the United States. In Green Valley Lake we had a lot of stellar jays. For those of you that have spent any time in the wilderness, you will know that stellar jays are often mistaken as blue jays. There is one primary difference between the two birds, the stellar jay has a wild and long hair do (no actually hair, they are feathers), compared to the blue jays feathers that stay closer to blue jays skull (there are many other differences not mentioned).</p><p>Similar, the introduction of OpenStack has many IT professionals confused about between the difference between IT infrastructure, OpenStack and Cloud. Let's take a look at a few basic questions that maybe help clear up some of the confusion. <br /> <br /> <strong>Is OpenStack hardware?</strong><br /> OpenStack uses hardware, although OpenStack in and of itself is not hardware. Although, there is a slight / notable change with an OpenStack hardware preference: several functions within the OpenStack environment like the storage to be as close to compute as possible. For many of us, this is a change from years past where we have focused on putting our storage on storage area networks for example.</p><p><strong>Is OpenStack software?<br /></strong>OpenStack certainly has software components that provide a service to a customer environment, but OpenStack in and of itself is not necessarily a software package. OpenStack is a framework that software functions within.&nbsp; Some of the primary software components you may find within OpenStack include, although are not limited to: Horizon, Neutron, Cinder, Nova, Cellometer, Keystone, Swift, and Glance. All of these tools have a specific purpose within an OpenStack framework.</p><p><strong>Is OpenStack a Cloud?&nbsp;<br /></strong>OpenStack can certainly be configured to provide cloud services, although remember that this is built upon all of the software components found within the OpenStack framework. So.. is OpenStack a cloud? OpenStack can certainly serve as a cloud, but it can also serve as a basic IT infrastructure.&nbsp;</p><p><strong>Does OpenStack use a hypervisor?<br /></strong>Absolutely, OpenStack does use a hypervisor. Commonly found within OpenStack is the KVM hypervisor. &nbsp;Although, in rare cases, a hypervisor may not be used (although would dramatically reduce the functionality of OpenStack).</p><p><strong>Where can I purchase OpenStack?<br /></strong>OpenStack is available as a free download on the Internet. It is an open source project. &nbsp;Although, as with many open source projects, they may not be for the faint of heart. Often you may require someone who knows something about OpenStack in order to leverage all of the tools found in the open-source community.</p><p>There are alternatives: &nbsp;You may want to purchase a pre-configured OpenStack solution offered by many companies. The pre-configured OpenStack frameworks are often referred to as “OpenStack Distributions”.</p><p>Let's use the HP OpenStack solution as an example: HP created a stable, repeatable and integrated OpenStack solution.&nbsp; Using HP technologies in security, storage, network, etc.., as well leveraging the OpenStack framework and components (as discussed previously) herein, HP is able to offer a supported and robust solution called Helion OpenStack.&nbsp; Helion is designed to help an enterprise quickly deploy cloud services based on OpenStack technology.&nbsp; HP Helion OpenStack delivers a common architecture across private, public, and hybrid clouds to support cloud-native infrastructure services.&nbsp;&nbsp;</p><p>Just like the blue jay and the stellar jay, IT infrastructure delivery can be accomplished in many ways.&nbsp; OpenStack frameworks are a great place to get started.&nbsp; Additional information available on: YouTube, Facebook and Twitter: just look for JeffreyLush.</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=5f33ebtFl2w </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/jefflush/understanding-openstack-basics#comments Technology Cloud IT Infrastructure Blog-post Tue, 21 Apr 2015 14:50:37 +0000 jefflush 22461 at http://www.enterprisecioforum.com Outsource website designing to get unique website at nominal rates http://www.enterprisecioforum.com/en/blogs/arthurpayne/outsource-website-designing-get-unique-w <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Web design and logo design are the two most important aspects in designing. An appealing website attracts the attention of the visitors. </div> </div> </div> <p>Web design and logo design are the two most important aspects in designing. An appealing website attracts the attention of the visitors. It is true that a good design not always rely on graphics and website designers India do more with layout and use of appropriate color combinations. They ensure to use colors as per the website theme and type of business.</p><p>A good website designer India understands the objective of the website development. Accordingly, the designers choose the right match of color, layout and other images to be used on the website. Website designing requires innovation with an artistic mind to create an appealing website. The designers use latest techniques and certain effects like image rollover or swapping, frames etc. to enhance the website attractiveness. There are different types of tools available for the designers and the list in increasing day by day. Special tools are available to give special effects.<br />One of the most common tool is Adobe Photoshop being used by most of the designers. Then the layout is prepared and sliced to create HTML pages. Animations can be developed by using flash. Other popular concepts like CSS can also be used to retain the same look over all the website pages.</p><p>If you want to develop a website to promote your business then there are number of companies with best website designers in India who do website design and develop templates. Most of the companies offer all e-commerce solutions like designing a web template, logo design, graphic design and other seo services in India.</p><p>When it comes to outsource the work of web site designing then&nbsp; consider website designer India are the most talented and innovative designers with best skills on graphics as well as programming. You can judge the quality of work after requesting them to build a mock-up. Apart from website designing, other related tasks of logo-design and banner designing can also be outsourced.</p><p>The website designers India are also expert graphic designers and create best designs of ad, brochure etc..Other types of&nbsp; 2d or 3d animations, cartoon related graphics like 3d gaming and other high end morphing and transformations are also used to grabs the attention of the visitors India is the most preferred destination to get turnkey website solutions. There are numerous firms with experienced website designers in India who render excellent services at fraction of the rates charged elsewhere. The quality of the work offered is as per the industry standards and at par with designing of other international designers. A large number of companies rely to website designers India to promote their business online.</p><p>Further, a good website designer has the ability to make a website search engine friendly. This helps to be among the first ones on the engines like Google, Yahoo, Bing and others. This proves to be beneficial in the long run and help the business grow beyond imaginations. So, why not to take benefit of these designers when everything can be obtained at lowest rates without any compromise on quality?<br /><br /></p> http://www.enterprisecioforum.com/en/blogs/arthurpayne/outsource-website-designing-get-unique-w#comments Technology Services Blog-post web development Tue, 21 Apr 2015 07:31:40 +0000 arthurpayne 22451 at http://www.enterprisecioforum.com How to find a good web designing company from India? http://www.enterprisecioforum.com/en/blogs/arthurpayne/how-find-good-web-designing-company-indi <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> There are so many companies in the market in the profession of designing and choosing the right one according to the need and requirement is not an easy job. </div> </div> </div> <p>There are so many companies in the market in the profession of designing and choosing the right one according to the need and requirement is not an easy job. The various web designing companies are responsible for the success of any company as websites are the perfect reflection of company and helps to build image of business.</p><p>A website should be attractive and enticing and must be professionally sound to match the needs of company by showcasing the products and services. Some of the parameters should be carefully monitored while hiring a website designing company India like affordability, experience ,customer service, skills, quick response rate, cater to needs, evaluation of service, long term relationships, on time delivery, technical expertise, site maintenance and ability to create a perfect match between company goals and objectives.</p><p>A web designing company India designs a website by focusing on the goals and objectives of the business and the target audience. They give updated information in the best possible way. Taking references from other business partners helps to get highly accomplished web design with success in all the projects. The best service provides and website designing company India provide portfolio filled with design and creativity. They hire the best designers who are artists with innovative bent of mind to create new designs every time.</p><p>An online meeting gives an opportunity to analyze the skills and expertise of the web designer and a business owner can clear the queries before availing any service.Further,the client should be aware of all other services offered by a website&nbsp; designing company India to grab the benefit of additional services as well.</p><p>After deciding whether you want to obtain the service from a company or a freelancer get the price quote and check whether you are ready to spend according to the level of work which you are looking forward. A professional web designing company India focuses on maintaining warm relationship with client and give best efforts to provide excellent services, on time delivery and results as per expectation. Indian website designing companies provides excellent designing services with great research work that pre-determines project success and fosters trust</p><p>Designing a new site seems to be a difficult job for a person with lack of experience and skill to do it. If you are planning to design a new website or want to redesign the existing one then check out the best web designing India to get an ideal website. India is a country where you can find the experiences and talented designers that creates unique creation for the promotion of your business. You will get excellent designs at most reasonable prices.</p><p>So, find out a company that works efficiently and effectively for your business. This helps to get positive results and better return on investments</p> http://www.enterprisecioforum.com/en/blogs/arthurpayne/how-find-good-web-designing-company-indi#comments Technology Services Blog-post web design Tue, 21 Apr 2015 07:29:00 +0000 arthurpayne 22446 at http://www.enterprisecioforum.com Analytics Require Continuous Improvement Too? http://www.enterprisecioforum.com/en/blogs/mylessuer/analytics-require-continuous-improvement <p>In a recent Inc. Magazine article, <a href="http://www.inc.com/author/ilan-mochari" rel="nofollow">Ilan Mochari</a> claims that “the use of analytics is commonplace—to the point where it’s no longer easy to sustain an advantage by using them”. Given this, Ilan asserts that analytics <em>do not</em> necessarily create a long term advantage. Ilan’s article is based upon the scholarly research by <a href="http://www.ivey.uwo.ca/faculty/directory/peter-bell/" rel="nofollow">Peter C. Bell,</a> a professor of management science at the <a href="http://www.ivey.uwo.ca/" rel="nofollow">Ivey Business School</a>. Bell’s research showed that "there is strong evidence that American Airlines maintained a revenue advantage through its pricing analytics from 1985 to 1995”. But today, Bell has found that "almost every airline employs the same basic methodology to maximize their revenue per seat mile flown."</p><h2>Do analytics have a lifecycle curve too?</h2><p>The question is do analytics have a life cycle curve and therefore, need continual improvement just like the products and businesses that they support? The answer has to be yes if the analytics are built upon service capabilities which are common between industry competitors. This is because people move between organizations in search of new opportunities. This action over time diffuses most approaches and even ideas. Given this, analytic commoditization occurs naturally for shared capabilities. However, I believe there are two ways for firms to protect their analytical investments.</p><h2>Plan for an analytics lifecycle</h2><p>First is to plan for an analytics lifecycle for capabilities that are common between industry players. Analytics like products, over time, will become more and more alike. So the question that analytical leaders should regularly be asking themselves is what are next places where the business needs improvement and therefore, what are the next set of analytic measures that will provide the business competitive advantage? So in the airlines case what are the measures that go beyond revenue per seat mile flown? Are there leading indicators that could actually drive overall performance of this metric? I would argue that the value of this metric has declined because too many of airlines have been built identically. The only thing that builds loyalty in airlines today is frequent flyer programs. As an American Gold Member and a former United IK member, I like these benefits. The problem is there too little difference between airlines other than convenience, size, and routes. The business question that should be asked is how can airlines differentiate themselves within their core business processes. Where can they use technology and metrics to drive further differentiated performance in common capabilities?</p><p>Could an airline work their systems to guarantee bags are delivered within 10 minutes of arrival? And could they measure success here. This could move me and others to check bags more often. Could an airline figure out how to ensure under most conditions that flights arrive on time? Or could they invest to automatically deliver an optimized alternative when nature or equipment requires a change? Is this measured and managed to? &nbsp;And could they provide better meals, and the list goes on. So I would contend that where metrics and KPIs are created for things that are common between industry competitors, the expectation needs to be that over time analytic approaches will diffuse and the advantage gained from them will be lost unless a continuous improvement program is in place.</p><h2>More sustainable analytics investment are made around your capabilities system</h2><p>Next organizations should tie their metrics and KPIs to their capabilities systems—these will not go out to date. “Your capabilities system is a combination of three to six mutually reinforcing activities” (The Essential Advantage, Paul Leinwand, page 14). &nbsp;Each capability enables your company to consistently outperform revivals. For analytical leaders, the message is to search out where you have “the ability to reliably and consistently deliver a distinctive outcome, relevant to your business” (The Essential Advantage, Paul Leinwand, page 14). With these, you should continually refine and improve your analytics related to your capabilities system. In these cases, your analytics can never lose competitive advantage because they are about the core of what you do. And if they are copied then you have lost the war and your business capability has been effectively copied by others.</p><p>Given this, let me look back at the airlines. I would contend that revenue per seat mile flown, while an interesting metric, could never be sustained as a metric because it wasn’t about a core business capability. Instead, it was about something that could be compared naturally between market players. Instead, American should have focused on analytics that supported their way to play. “Southwest Airlines, Ryanair, and Singapore Airlines, in particular, are known for their well-matched systems of capabilities” (The Essential Advantage, Paul Leinwand, page 38).&nbsp; A company’s way to play--its approach for creating and capturing value in a market that differentiates you from all other companies—should be the starting point for all analytical initiatives.</p><h2>Parting remarks</h2><p>All things considered, you should assume that your analytics have a life cycle just like products or businesses. With this said, if you focus your analytics upon your capabilities system, you have a chance to lessen the impact of analytic commoditization by focusing on how your business wins in its respective markets.</p><p><strong>Related Blogs</strong></p><p><a href="http://blogs.informatica.com/perspectives/2014/11/26/analytics-stories-a-banking-case-study/#fbid=FSkcGNkoan7" rel="nofollow">Analytics Stories: A Banking Case Study</a></p><p><a href="http://blogs.informatica.com/perspectives/2014/11/06/making-competing-on-analytics-reality-a-financial-services-case-study/#fbid=FSkcGNkoan7" rel="nofollow">Analytics Stories: A Financial Services Case Study</a></p><p><a href="http://blogs.informatica.com/perspectives/2014/10/23/making-competing-on-analytics-reality-a-case-study-from-umass-memorial-healthcare/#fbid=FSkcGNkoan7" rel="nofollow">Analytics Stories: A Healthcare Case Study</a></p><p><a href="http://blogs.informatica.com/perspectives/2014/11/18/who-owns-enterprise-analytics-and-data/#fbid=FSkcGNkoan7" rel="nofollow">Who Owns Enterprise Analytics and Data?</a></p><p><a href="http://blogs.informatica.com/perspectives/2014/08/22/competing-on-analytics-a-follow-up-to-thomas-h-davenports-post-in-hbr/#fbid=FSkcGNkoan7" rel="nofollow">Competing on Analytics: A Follow Up to Thomas H. Davenport’s Post in HBR</a></p><p><a href="http://www.amazon.com/Competing-Analytics-The-Science-Winning/dp/1422103323" rel="nofollow">Thomas Davenport Book “Competing On Analytics”</a></p><p><strong>Author Twitter</strong>: <a href="https://twitter.com/MylesSuer" rel="nofollow">@MylesSuer</a><strong></strong></p> http://www.enterprisecioforum.com/en/blogs/mylessuer/analytics-require-continuous-improvement#comments Business Issues Big Data Blog-post analytics Continuous Improvement Lifecycle Curve Mon, 20 Apr 2015 18:27:50 +0000 myles.suer 22436 at http://www.enterprisecioforum.com Pointers For Accessing Cloud Computing Servers Through Mobile Devices http://www.enterprisecioforum.com/en/blogs/sameer-bhatia/pointers-accessing-cloud-computing-serve <p>Today you can use smartphones and tablets to get to your business or personal data files on a cloud network. It is easy to do this as you just have to use a proper username and password through a cloud computing service provider to get access to all the data that you have to use.</p><p>This can be advantageous and helpful for your requirements as you will get full access to your data anywhere but you might want to watch for how you're going to access your cloud data through such a mobile device. As convenient as it can be, it can still be a risky endeavor. Many points must be used to give you a little more control over your experience with accessing your computing service through a smartphone or any other mobile device.</p><ol><li><strong>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong><strong>Check the Password Feature</strong></li></ol><p>The password feature on your cloud computing access point within your smartphone or tablet should be more than just fully encrypted. It should also come with a feature that locks a user out after a series of unsuccessful attempts to get into an account. This does mean that you will have to keep a close eye on your password and that you remember it as well as possible. You could be locked out yourself if you don't remember it.</p><ol><li><strong>2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong><strong>Watch For Screen Saver Passwords</strong></li></ol><p>A screen saver password is one where the device you use will ask for a password to be entered in so you can get back to your actions after the screen times out. That is, the screen may go black after a period where you don't use it. When you get back, you will have to enter in a password before you can get back to whatever it is you were doing before the screen went black due to nothing being done with the device.</p><p>This can be a great feature to have but you need to be sure that you have a screen saver password that is separate from the main password you used to get access to your original cloud account. This should protect yourself and keep your data from being at risk of being broken into through a particular device.</p><ol><li><strong>3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong><strong>Remote Tracking Is Crucial</strong></li></ol><p>A cloud based <a href="http://www.proprofs.com/training/software/lms-software/" rel="nofollow">learning management system</a> must be remotely traceable. That is, the system will keep track of how data is accessed and can list information on what types of devices accessed a system and when they got there. In particular data on where your device was located may be recorded as well as the IP address that you might have used if necessary. This should help in turn to keep all data protected and to prevent people from hacking into other mobile devices.</p><ol><li><strong>4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong><strong>Only Secure Storage Is Needed</strong></li></ol><p>Secure storage is a necessity to have for your cloud demands. A system can use this to manage full disk or device encryption functions. That is, every part of your device will be protected and secured as required. This will be added as a means of protecting your device and keeping it from being at risk of being broken into at any given time.</p><ol><li><strong>5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </strong><strong>Look For the Control Panel</strong></li></ol><p>You will certainly need to use a control panel to get access to your cloud system. A qualified control panel can be designed to where data may be accessed remotely and through a secure server and interface. If the panel is similar in some way to the desktop-based panel that a larger computer may use then you'll certainly have an easy time with accessing data off of it.</p><p>Your cloud computing plans can mean everything to your business or your life. If you can get access to it through a mobile device then you will certainly benefit but it does help to watch for what you are getting out of the entire process so you'll know what to expect out of it.</p> http://www.enterprisecioforum.com/en/blogs/sameer-bhatia/pointers-accessing-cloud-computing-serve#comments Technology Cloud Blog-post . cloud computing enterprise application Learning Management System Mon, 20 Apr 2015 12:23:54 +0000 Sameer Bhatia 22426 at http://www.enterprisecioforum.com Enterprise Mobility Services are Growing Slowly – but Gradually…!! http://www.enterprisecioforum.com/en/blogs/chiragshivalker/enterprise-mobility-services-are-growing <p>All Thanks to the amazing technology - Enterprise Mobility Solutions, now workplaces are no longer restricted to an 8 × 8 cubicle!</p><p><a title="Enterprise Mobility Services" href="http://www.hitechos.com/technology/enterprise/enterprise-mobility-solutions.html" rel="nofollow">Enterprise mobility services</a> have broken all conventional barriers and are becoming a top priority for increasing number of organizations. Tough, it is on top of every to-do lists; lots of business leaders are finding it difficult to actually prepare a strong strategy – and various other barriers including lack of right technologies and adequate resources. And these challenges are not restricted to a particular industry or company – they have gradually evolved as a universal problem, faced by entrepreneurs of all shapes and sizes across the globe. &nbsp;</p><p><img src="http://www.hitechos.com/images/EnterpriseMobilityServices.jpg" alt="Enterprise Mobility Services" height="240" width="574" /></p><p>Over a period of time, several studies have been undertaken; involving decisions-makers from all walks of a company right from IT to finance. These studies have a lot to say; however, in this article, we shall filter it down and list down a few persistent, challenges that need a well-planned and strong approach.</p><p><strong>Mobile Deployments is not a Cakewalk</strong></p><ul><li>Developing enterprise mobility solutions may sound easy, however; the deployment is equally difficult.</li><li>Only 11% of respondents claim that it was fully implemented - not a very promising number as such and gives a ‘grim’ picture – overall.</li><li>Not to forget - around 68% of respondents are currently upgrading or expanding their mobility solutions – the silver lining!</li><li>Several industries have “taken their first crucial step” when it comes to mobility. Tough small in scale, MDM and VPN deployments, are adding up new capabilities – regularly.</li><li>However, too many vaulted deployments may create management and support issues for IT. As an alternative, you can focus on what are the requirements of the workforce. And then combine the content into a portable workspace making it available to people.</li></ul><p><strong>BYOD is Gaining Popularity – Gradually…!!!</strong></p><ul><li>Mere 42% of respondents supported BYO tablets and smartphone, while around 38% backed the idea of BYO laptops.</li><li>Future of BYO seems to be quite promising: 35% are planning to configure BYO smartphones and tablets and 25% for BYO laptops.</li><li>BYO surely has immense potential and some organizations are investing substantial amount, time and efforts.</li><li>A lot of organizations are facing issues with privacy, and compliance. Not only this, the risk management concerns of device ownership models also give nightmares to enterprises.</li><li>The correct thing to do is to focus on securing data and applications that are used; rather than diverting all the attention on the device; to mitigate the risks. &nbsp;This approach ensures that irrespective of the device used; whether it is employee-owned or corporate-owned device – the content will be safe.</li></ul><p><strong>Enhanced Application Support for Mobile Devices</strong></p><ul><li>Approx. 3/4th of respondents already have applications such as mailbox, calendar and a web browser on mobile devices. While these apps are fundamental to carry on enterprise mobility smoothly, they are not enough to raise the productivity.</li><li>IT people know that these are not enough for enhanced productivity and efficiencies, a wave of application that supports CRM, file sync and share, note taking and collaboration are definitely make a positive impact.</li><li>Integrated email and calendar on mobile devices is table stakes to ensure mobility solutions are in place.</li></ul><p>However, to make mobility a hit among employees and get the best out of it – you must assess the application portfolios and determine how you can make the rest of the applications available to users. &nbsp;The best thing is to fuse various app management solutions that can securely provide mobile, web and SaaS apps making people easily access all the apps they need to complete their job.</p><p><strong>About Author:</strong></p><p><a href="https://plus.google.com/101473842571696326278/about" target="_blank" rel="nofollow">Chirag Shivalker</a>&nbsp;is one of the very few business writers with flair of social commentary through his technical writing. With A decade long experience in technology writing and trend analysis Chirag is an expert in technology and technological trends along with business writing. Technology in mind and words at will Chirag is an all-rounder who has established his writing capabilities’ in multiple technology disciplines.</p> http://www.enterprisecioforum.com/en/blogs/chiragshivalker/enterprise-mobility-services-are-growing#comments Technology Mobility Blog-post enterprise mobility services mobile deployments mobile devices Sat, 18 Apr 2015 11:15:49 +0000 chiragshivalker 22421 at http://www.enterprisecioforum.com Premium Insight of Commercial and Military Satellite Communications Market to 2022 http://www.enterprisecioforum.com/en/blogs/anonymous/premium-insight-commercial-and-military <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> RnRMarketResearch.com adds “Commercial and Military Satellite Communications Market and Technology Outlook, 2022” research report of 170 pages to its store. </div> </div> </div> <p>The need for large amounts of data to be moved from anywhere, to anywhere, on demand, is vast, immediate, and growing. This demand is driven not only by social and commercial requirements (like the sharing and improvement of educational, medical, and business information) but also by traditional military applications.</p><p>&nbsp;</p><p>The increasing market demand for live, streaming, video-quality data for mobile users is limited by terrestrial infrastructures and technologies. Large parts of the globe are left out of a global network because of the inability, both nationally and regionally, to afford the necessary terrestrial infrastructures.</p><p>&nbsp;</p><p>These challenges fuel a powerful change toward a space-based network with the capacity to service the entire globe, a forecasted market of more than $41 billion (cumulative for the 2015-2022 period), and a CAGR for the same period of more than 68% – this for the most conservative scenario.</p><p><strong>&nbsp;</strong></p><p>Commercial and military satellite communications market report available @ <a href="http://www.rnrmarketresearch.com/commercial-and-military-satellite-communications-market-and-technology-outlook-2022-market-report.html" rel="nofollow">http://www.rnrmarketresearch.com/commercial-and-military-satellite-communications-market-and-technology-outlook-2022-market-report.html</a> .</p><p>&nbsp;</p><p><strong>The report provides essential insights to at least these professionals:</strong></p><p>&nbsp;</p><ul><li>Business Leaders &amp; Business Developers</li><li>Spacecraft and Payload Manufacturers</li><li>Launch System Operators and Modernizers</li><li>Ground Segment Manufacturers</li><li>Government Policy Makers</li></ul><p>&nbsp;</p><p><strong>The report analyzes, predicts the evolution of and outlines business opportunities for these markets:</strong></p><p>&nbsp;</p><ul><li>Mobile Based High Speed Broadband Non-Video Market</li><li>Direct to Home Broadband/RF Video Technology Market</li><li>LTE Technology Market</li><li>Laser Fiber Optic Communications Market</li><li>Fixed and Mobile Video Services Market</li></ul><p>&nbsp;</p><p><strong>To enhance forecast accuracy, our new global report offers three radically different analysis tracks:</strong></p><p><strong>&nbsp;</strong></p><ul><li>Scenario I – Growth Technology Solutions</li><li>Scenario II – Growth by Disruptive Technology</li><li>Scenario III – Growth by Stratospheric UAV Deployment</li></ul><p>&nbsp;</p><p>&nbsp;</p><p>Order a copy of Commercial and Military Satellite Communications Market research report at - <a href="http://www.rnrmarketresearch.com/contacts/purchase?rname=361522" rel="nofollow">http://www.rnrmarketresearch.com/contacts/purchase?rname=361522</a> .</p><p><strong>&nbsp;</strong></p><p><strong>Table of Contents for “Commercial and Military Satellite Communications Market and Technology Outlook, 2022” Research Report Includes:</strong></p><p><strong>&nbsp;</strong></p><p><strong>1. Introduction</strong></p><p>1.1. Scope of This Report</p><p>1.2. Methodology</p><p>1.3. Basic Scenario Assumptions</p><p>1.4. Who is This Report For?</p><p>1.5. How to Extract High Quality Graphics?</p><p>1.6. Language Disclaimer and Further Information</p><p>&nbsp;</p><p><strong>2. Executive Summary</strong></p><p>2.1. SATCOM – A Reality Check</p><p>2.2. Insatiable Global Demand for Bandwidth</p><p>2.3. Major Findings</p><p>2.4. Major Conclusions</p><p>2.5. Commercial Demand for Data Transmission is Growing Faster Than Anticipated</p><p>2.6. Important Tables and Graphs</p><p>2.7. Scenario I – Satellite Communication Technologies Markets by Region</p><p>2.8. Scenario II – Satellite Communication Technologies Markets by Region</p><p>2.9. Scenario III – Satellite Communication Markets by Region</p><p>&nbsp;</p><p><strong>3. A Brief Discussion of Long-Range Communications</strong></p><p>3.1. The Need for a True Global Communications Network</p><p>3.2. What is a space-based, high data transfer rate communications network?</p><p>&nbsp;</p><p><strong>4. Current Technologies</strong></p><p>4.1. The Major Players</p><p>4.2. Current Satellite Communications Using the Radio Frequency Baseline</p><p>4.3. Terrestrial-Based Fiber Optics</p><p>4.4. Laser Communications</p><p>&nbsp;</p><p><strong>5. Current Markets &amp; Uses</strong></p><p>5.1. Commercial Demand for Data Transmission is Growing Faster Than Anticipated</p><p>5.2. Radio Frequency Satellite Communications Market</p><p>5.3. Satellite Laser Communications Market</p><p>&nbsp;</p><p><strong>6. Satellite Communications Technologies Market Forecast</strong></p><p>6.1. Market Forecast for Satellite Communications</p><p>6.2. Market Forecast for Radio Frequency Satellite Communications</p><p>6.3. Land-Based Fiber Optics Market</p><p>6.4. Market Forecast for Satellite Laser Communications</p><p>6.5. Scenario I – Satellite Communication Technologies Markets by Region</p><p>6.6. Scenario II – Satellite Communication Technologies Markets by Region</p><p>6.7. Scenario III – Satellite Communication Technologies Market by Region</p><p>6.8. Satellite Communication Technologies Global Market – Scenario I, II and III Comparison</p><p>&nbsp;</p><p><strong>7. Satellite Communication Markets by Region</strong></p><p>7.1. Scenario I – Satellite Communication Markets by Region</p><p>7.2. Scenario II – Satellite Communication Markets by Region</p><p>7.3. Scenario III – Satellite Communication Markets by Region</p><p>7.4. Satellite Communication Global Markets – Scenario I, II and III Comparison</p><p>&nbsp;</p><p><strong>8. Service and Maintenance</strong></p><p>8.1. Scenario I – Global Service and Maintenance Market Forecast by Region</p><p>8.2. Scenario II – Global Service and Maintenance Market Forecast by Region</p><p>8.3. Scenario III – Global Service and Maintenance Market Forecast by Region</p><p>8.4. Global Service and Maintenance Market Forecast – Scenario I, II and III Comparison</p><p>&nbsp;</p><p><strong>9. Business Opportunities</strong></p><p>9.1. Business Opportunity 1</p><p>9.2. Business Opportunity 2</p><p>9.3. Business Opportunity 3</p><p>&nbsp;</p><p>This is a premium research report priced at US$ 5990 for single user PDF license. Inquire for discount on this research report @ <a href="http://www.rnrmarketresearch.com/contacts/discount?rname=361522" rel="nofollow">http://www.rnrmarketresearch.com/contacts/discount?rname=361522</a> .</p><p><strong>&nbsp;</strong></p><p><strong>About us:</strong></p><p>&nbsp;</p><p>RnR Market Research library offers syndicated reports by market research publishers from across the globe. We help you find the most relevant business intelligence from ready-to-buy syndicated market research studies. Not limited to industry reports covering telecommunication, healthcare, pharmaceutical, financial services, energy, technology, real estate, logistics, F&amp;B , media and more, RnR Market Research also offers company data, country profiles, trends, information and analysis on the sector of your interest. (<a href="http://www.rnrmarketresearch.com/" rel="nofollow">http://www.rnrmarketresearch.com/</a> ).</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=98K0jTZooNI </div> </div> </div> <table id="attachments" class="sticky-enabled"> <thead><tr><th>Attachment</th><th>Size</th> </tr></thead> <tbody> <tr class="odd"><td><a href="http://www.enterprisecioforum.com/sites/default/files/Commercial and Military Satellite Communications Market .pdf">Commercial and Military Satellite Communications Market .pdf</a></td><td>604.76 KB</td> </tr> </tbody> </table> http://www.enterprisecioforum.com/en/blogs/anonymous/premium-insight-commercial-and-military#comments Technology Security Blog-post commercial and military satellite communications market commercial and military satellite communications market forecast commercial satellite communications market commercial satellite communications market forecast Military satellite communications market Fri, 17 Apr 2015 19:31:15 +0000 anonymous 22416 at http://www.enterprisecioforum.com The CIO as a strategic catalyst and facilitator http://www.enterprisecioforum.com/en/blogs/mylessuer/cio-strategic-catalyst-and-facilitator <h2>Delivering business growth requires strategic transformation</h2><p>In the <a href="https://www.gsb.stanford.edu/insights/mark-leslie-key-enduring-growth-strategic-transformation" rel="nofollow">April issue of Stanford Business Review</a>, <a href="https://www.crunchbase.com/person/mark-leslie" rel="nofollow">Mark Leslie</a> argues that enterprises are just like their products and go through a lifecycle curve from business entry, revenue and market share growth, maturity, and then decline. In the final phases, Mark says that growth slows and eventually flattens out — yet operational expenses continue to climb as businesses attempt to compete with new players entering the market. Finally, unable to keep up, burdened with bloated budgets, companies spiral into negative growth, marked by layoffs, high burn rates, and eventual bankruptcy or liquidation. I experienced at least part of this in a former job. Mark says the key to fixing this eventuality is strategic transformation.</p><h2>Creating competitive advantage in an increasing commoditized world</h2><p>Geoffrey Moore takes a similar position in his book “Dealing with Darwin”. Geoffrey quotes Peter Drucker who famously said that “It is not necessary to change. Survival is not mandatory”. Given this, Geoffrey says that Dealing with Darwin is about creating competitive advantage in an increasingly commoditized world. According to Geoffrey, without innovation, offerings naturally become more and more like each other. To counter this force, Geoffrey defines four zones on innovation—product leadership, customer intimacy, category renewal, and operational excellence. Each offers a path to push back what Geoffrey sees as a relentless movement to commoditization. Geoffrey like Mark Leslie says without differentiation, business returns will drop to the cost of capital or less. He then makes a pointed remark that applies to IT organizations as well. Geoffrey says that best in class is a cop-out. Today’s organizations, he says need to be beyond class.</p><h2>CIOs have two roles to play in strategic transformation</h2><p>Given these facts, how should today’s CIOs respond? As I see it, CIOs have two critical roles to play in enabling their organizations to strategically transform. They need to be at the same time a <strong><em>strategic catalyst</em></strong> and a <strong><em>strategic facilitator</em></strong>.</p><h3>Being a strategic catalyst</h3><p>To be a strategic catalyst, CIOs need to help determine where digital transformation can enable their enterprises to gain product leadership, improve customer intimacy, renew a category, or enable operational superiority.</p><p>For product leadership, they need to be asking business leaders whether their businesses can be transformed by adding digital product components to their product mix or where their businesses can be fundamentally changed by adding what many have dubbed the “Internet of Things” or Systems of Systems. For the former, an example is Proctor and Gamble which created a website and community dedicated to helping answer the questions of girls nearing puberty. This allowed Proctor and Gamble to connect with an audience even before they needed its products. For the systems of systems, <a href="https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition" rel="nofollow">Porter and Hepplemann</a>, say enterprises have the opportunity to evolve from making point solutions, to making more complex, higher-value “systems of systems”. Porter and Hepplemann claim that as smart, connected products take hold, the idea of industries being defined by physical products or services alone will cease to have meaning. What sense does it make to talk about a “tractor industry” when tractors represent just a piece of an integrated system of products, services, software, and data designed to help farmers increase their crop yield? These are often big steps. One pharmaceutical CIO said to me recently, “it is a big deal getting business leaders to understand technology better and the opportunity technology represents. I want to help my business leaders to be asking for digital services that support their product and service offerings”.</p><p>CIO can help their business leaders also improve their <a href="https://www.informatica.com/solutions/total-customer-relationship.html#fbid=vMHcCHBgdCo" rel="nofollow">customer intimacy</a> as well. Today, data limits the <a href="https://www.informatica.com/solutions/total-customer-relationship/customer-service.html#fbid=vMHcCHBgdCo" rel="nofollow">customer experience</a> enterprises can deliver their customers. Customer data tends to be scattered across many enterprise systems. Yet marketing teams can use integrated customer data so they can service customers Omni-channel and establish a <a href="https://www.informatica.com/products/master-data-management.html#fbid=vMHcCHBgdCo" rel="nofollow">single unified customer experience</a>. Firms in vanguard that we have talked to fear that if they do not do this, new and more agile business competitors will start take market share from them. Given this risk, they want to know better their customer and be able to respond to them better in their web experience with predictive analytics.</p><p>CIOs can, also, help their business customers renew a category or continually enabling operational superiority. Renewing a category often involves today adding digital services. Just look at the level of digital systems now being added in today’s automobiles. Or look at products like the On-Star type service. And IT operational excellence comes from that CIOs constantly taking IT operational cost out to increase IT innovation spend. This allows superior business operational capabilities in terms of efficiency and effectiveness. This step as well involves taking redundant systems out that are no longer needed. It, also, means that IT works when it says it is going to work. IT interestingly is one of those places where effectiveness drives efficiency.</p><h3>Being a strategic facilitator</h3><p>Let me now review what it means to be a facilitator. To me, this means creating an organization with agile enterprise architecture. Enterprise strategies last shorter and shorter periods of time. This means the IT must not only be lean but designed for agility. How do I create an architecture that leads to business agility? <a href="http://mitsloan.mit.edu/faculty/detail.php?in_spseqno=41365" rel="nofollow">Jeanne Ross</a> says that agile companies have a high percentage of their core processes digitized. Having a digitized foundation, she says enables managers to spend more time focusing on what products would succeed and then bring these products to market. A key element of this is standardization of business processes and related systems. Taking this step means that it takes less time to fix things when they break and it is easier to provide new supporting capabilities when they are needed.</p><h2>Parting remarks</h2><p>CIOs have a big role—an assist in baseball terminology—to enable continual business transformation. This requires building better relationships with business customers, but this can drive new levels of business performance. So CIOs are you ready to grab the mantra and be a strategic catalyst and a strategic facilitator?</p><p><strong>Related Blogs</strong></p><p><a href="http://ow.ly/LfNZt" rel="nofollow">#Analytics and the #CIO. #CIOChat answers.</a></p><p><a href="http://ow.ly/ICoqN" rel="nofollow">Today's #CIOs need to be service brokers &amp; service integrators</a></p><p><a href="http://infa.media/1xe5F98" rel="nofollow">What is the Role of the #CIO in Driving Enterprise #Analytics?</a></p><p><a href="http://ow.ly/CW2Xo" rel="nofollow">#Slideshare on Why #CIOs Need to Harness #Data for #Business #CompetitiveAdvantage </a>&nbsp;</p><p><a href="http://bit.ly/XndXeL" rel="nofollow">#CIOs share on their key #challenges</a></p><p><a href="http://bit.ly/V1qVgy" rel="nofollow">#CIO explains the importance of #BigData to #healthcare</a></p><p><a href="http://bit.ly/V1sE5o" rel="nofollow">#CIOs listen up: You are what you measure!</a></p><p><a href="http://ow.ly/Gbr8j" rel="nofollow">#CIOs: It is All About the “I”</a></p><p><a href="http://infa.media/1BMAVNL" rel="nofollow">The Secret to Being a Successful #CIO</a></p><p><a href="http://infa.media/1JejYN6" rel="nofollow">Driving IT/Business Alignment: One CIOs Journey</a></p><p><a href="http://infa.media/1uo4TQn" rel="nofollow">The #CIO Challenged</a></p><p><strong>Author Twitter</strong>: <a href="https://twitter.com/MylesSuer" rel="nofollow">@MylesSuer</a><strong></strong></p><p>&nbsp;</p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/mylessuer/cio-strategic-catalyst-and-facilitator#comments CIO Leadership IT Performance Blog-post CIO Geoffrey Moore Mark Leslie Strategic Transformation Fri, 17 Apr 2015 15:32:57 +0000 myles.suer 22411 at http://www.enterprisecioforum.com The importance of ideation http://www.enterprisecioforum.com/en/blogs/davidjhinson/importance-ideation <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Habitually creative people have a repeatable system for going about being “creative.” It doesn&#039;t happen by luck or accident. </div> </div> </div> <p>“Blue-skying.” “Spitballing.” “Brainstorming.” These phrases are often used synonymously for the concept of “Ideation.”</p><p><a href="https://en.wikipedia.org/wiki/Ideation_%28idea_generation%29" rel="nofollow"><em>Ideation</em></a>&nbsp;is the creative process of generating, developing, and communicating new ideas.</p><p>Habitually creative people have a repeatable system for going about being “creative.”</p><p>Some go somewhere quiet to contemplate. Some&nbsp;simply block out dedicated time, to work on their craft. Others&nbsp;do their best thinking, by taking long walks; while still others have their “Eureka!” moments in the shower, or on the way home from work, in the car, or on the subway.</p><p>Innovation and creativity don’t&nbsp;occur by accident. They are&nbsp;fostered through practice, repetition, and long experience. Learning by doing. Creating good habits. Having a system to get your mind focused on the problem at hand. Removing everything and anything that doesn’t contribute to what you’re wishing to achieve from your field of view.</p><p>My favorite Ideation method is to start mentally cataloging what I want to get done for the day, while on my way to get my morning coffee. In fact, the idea for&nbsp;<em>300 Words, 2 Minutes</em>&nbsp;actually came to me while sitting in my car at Starbucks.</p><p>Maybe for you, it’s sitting around a table with your team, and posting stickies on the wall. Or it’s renting out a hotel room for the weekend, to get away and work without being interrupted.</p><p>Regardless of the approach you take to getting your creative juices flowing, you should think about Ideation as an ongoing, habitual process – and not just&nbsp;counting on “getting lucky.”</p><p>Create a system that works best for you, and your team. Having a structured, repeatable process for Ideation is perhaps the best hedge against the “innovator’s dilemma”, and will keep you atop your game – so that opportunity and preparation can coincide,&nbsp;to create something truly remarkable.</p><p><strong>Go, and be you.</strong></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=cKgqo97NlcM </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/importance-ideation#comments CIO Leadership IT Performance Services Blog-post 2 Minutes 300 Words CIO Ideation IT Fri, 17 Apr 2015 15:08:03 +0000 davidjhinson 22406 at http://www.enterprisecioforum.com Getting things done http://www.enterprisecioforum.com/en/blogs/davidjhinson/getting-things-done <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The first step to Getting Stuff Done, is not to conflate being busy, with being productive. </div> </div> </div> <p>What’s the secret to&nbsp;<strong>Getting Stuff Done?</strong></p><p>The first step is&nbsp;<em>not</em>&nbsp;to conflate being&nbsp;<em>busy</em>, with being&nbsp;<em>productive</em>. Being busy is all about appearances, and focusing on how much time we’re spending on our efforts. But&nbsp;being productive is solely about performance.&nbsp;<em>Results</em>.</p><p>The key to being consistently productive is to establish good work behaviours. I recommend&nbsp;the following:</p><ul><li><strong>Planning</strong>: Never start a task or project until you completely understand&nbsp;your deliverables. This seems entirely self-evident – that is, until you have to redo work because you didn’t understand&nbsp;all the requirements, or you misunderstood your assignment.</li><li><strong>Measurement</strong>: Agree upon milestones and metrics before starting work. Understand what “being successful” actually means for your project. How do you know if you’re making progress, if you can’t quantify what you’re doing, how far you’ve come, or how far you have to go?&nbsp;<em>You can’t understand, what you can’t measure.</em></li><li><strong>Collaboration</strong>: If you have a question about your project,&nbsp;<em><strong>ask</strong></em>. When projects begin to lag, team members not understanding their assignments&nbsp;are usually high on my list of things to investigate. This is especially true for younger workers – they often don’t seek out help, or know when to seek outside help.</li><li><strong>Reflection</strong>: Set periodic breakpoints, to stop and ask yourself “am I working on the right problem?” If you’re not, stop what you’re doing, refocus, and begin again.</li><li><strong>Communication</strong>: My number one secret for successfully&nbsp;<strong><em>Getting Stuff Done,</em></strong>&nbsp;the first time ’round?&nbsp;<em>Communicate, communicate, communicate</em>. Did I mention that you need to communicate?</li></ul><p><em>So: Plan ahead. Measure your work. Collaborate with others. Constantly and continuously reflect upon what you’re doing.&nbsp;Communicate.</em>&nbsp;These foundational&nbsp;work behaviours will give you more than a fighting chance at&nbsp;escaping the “Culture of Busy”, and allow you to finally&nbsp;<strong><em>Get Stuff Done</em></strong>.</p><p><strong>Go, and be you.</strong></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=44dIUm-Tr4I </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/getting-things-done#comments CIO Leadership Services Blog-post 2 Minutes 300 Words Getting Stuff Done GSD Fri, 17 Apr 2015 15:01:08 +0000 davidjhinson 22401 at http://www.enterprisecioforum.com Constructive Feedback http://www.enterprisecioforum.com/en/blogs/davidjhinson/constructive-feedback <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> It’s much harder to build up, than it is to tear down. I suppose that’s why we do it. </div> </div> </div> <p>When was the last time that you told your employees, your teammates, or your colleagues that they did a good job?</p><p><strong><em>Why is it that we have so&nbsp;much trouble giving constructive feedback to our associates</em></strong>?</p><p>Are&nbsp;we&nbsp;<em>really</em>&nbsp;so threatened in our positions, that we can't admit when someone, who might possibly be compared to us, does a good job?</p><p>Stop and think about it - your paycheck is entirely dependent upon everyone you work with, performing at&nbsp;their absolute&nbsp;<strong>best</strong>. Why, then,&nbsp;would you want to sabotage your associates, by knocking them down? Or, when their work isn't up to par, you criticize them, personally, rather than their deficient work&nbsp;<em>itself</em>?</p><p>This is a sure fire way to destroy a team, a career, a reputation, or a company.</p><p>I'm not suggesting that "everyone gets a trophy", or that we should be&nbsp;praising&nbsp;people for simply doing what they're supposed to be doing.</p><p>What&nbsp;I definitely am saying, is that we&nbsp;never&nbsp;praise the people who&nbsp;<strong>are</strong>&nbsp;deserving of our praise, enough.&nbsp;<em>Not even close</em>. A great start toward&nbsp;mastering&nbsp;constructive feedback is simply acknowledging this&nbsp;-&nbsp;and thanking those people,&nbsp;<em><strong>profusely</strong></em>. You're thinking of them right now, even as I say&nbsp;this.</p><p>Remember<strong>&nbsp;-&nbsp;<em>You</em></strong>&nbsp;were once this person, that you're now riding, constantly. But&nbsp;<em>someone</em>&nbsp;recognized&nbsp;<em>something</em>&nbsp;in you along the way, invested their time, mentored you (with no benefit to themselves), and brought&nbsp;you along.</p><p><strong>None</strong>&nbsp;of us got here solely on our own merits - glowing though they may be.&nbsp;<em>Recognize that</em>.&nbsp;<strong>And pay it forward</strong>.</p><p><em>It's much harder to build up, than it is to tear down. I suppose that's why we do it.</em></p><p>But we must&nbsp;learn to lead in a way that strengthens, rather than denigrates, those we work around, if we wish to be truly successful.</p><p><strong>Go, and be you.</strong></p><p>&nbsp;</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=pigdJeNTKXU </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/davidjhinson/constructive-feedback#comments CIO Leadership Services Blog-post Constructive Feedback Fri, 17 Apr 2015 14:43:43 +0000 davidjhinson 22396 at http://www.enterprisecioforum.com