Enterprise CIO Forum - Thriving in a technology-enabled world https://www.enterprisecioforum.com/en/ContentVault en Top 10 Tips For Hiring an SEO Company in India https://www.enterprisecioforum.com/en/blogs/submit2rank/top-10-tips-hiring-seo-company-india <p>The main objective of SEO is to attract traffic for a website. This requires a careful review of the website, understanding of what the business owner expects to gain from the SEO activity and formulation of a set of strategies which will help in fulfilling the goal.</p><p>SEO is a technical matter and a SEO company of India providing professional SEO services is best positioned to help the business owner achieve this. However, not every company is good enough to deliver the desired results.</p><p>A business owner may look at the following 10 parameters before selecting a SEO company.</p><ul><li><strong>Experience:</strong> it takes to years of applying techniques to understand what works in SEO and what doesn’t. Ensure that the company in India which you shortlist should have actually provided professional SEO services for at least a few years.</li><li><strong>Knowledge:</strong> SEO requires a thorough knowledge of techniques like on-page and off-page optimization of the website. Select a SEO company which has knowledge about all these techniques.</li><li><strong>Staying up to date:</strong> SEO is a constantly evolving and anyone providing professional SEO services in India has to stay updated always. Check whether the Company is aware of the latest trends and techniques before hiring it.</li><li><strong>Ability to offer full range of SEO services:</strong> only knowledge does not suffice, the <a href="http://www.submit2rank.com/seo-packages.php" rel="nofollow">SEO company in India</a> should have on its rolls experts who can provide professional SEO services all the major techniques</li><li><strong>Track record:</strong> check with their clients to see how happy they are with this Company. A direct interaction is the best way to understand the pain points, if any.</li><li><strong>Knowledge of marketing:</strong> SEO being an online marketing effort, it is very important that the SEO Company has a knack in marketing. A person with no knowledge about marketing cannot provide good professional SEO services in India.</li><li><strong>Communication skills: </strong>Professional SEO services require several communications to be done with the visitors through creation of engaging content like website material, blogs, articles, press releases, etc. only a person having good communication skills will be able to create engaging content. Hence judge the communication skills of the experts in the Company to understand how well they can fill this requirement.</li><li><strong>Ability to visualise the ultimate goals and outcomes:</strong> instead of focusing on quick results, the SEO Company in India should be able focus on the long-term final results desired for the business.</li><li><strong>Execution capabilities:</strong> SEO involves a continuous process of trying out new techniques for better results. The SEO Company in India should have the execution capabilities to handle this continuous process of iterations.</li><li><strong>Coordination with client executives:</strong> The SEO Company should be able to effectively coordinate with the employees from your office to regular communications, both written and verbal.</li></ul><p><strong>Submit2Rank</strong> (<a href="http://www.submit2rank.com" rel="nofollow">http://www.submit2rank.com</a>) is a renowned SEO company in India. They have a team of knowledgeable and experienced experts providing professional SEO services to clients across the world. They provide SEO flexible packages which are designed to suit requirements of a wide variety of companies.</p> https://www.enterprisecioforum.com/en/blogs/submit2rank/top-10-tips-hiring-seo-company-india#comments Technology Services Blog-post seo service Submit2rank Thu, 30 Oct 2014 12:11:50 +0000 submit2rank 10721 at https://www.enterprisecioforum.com Converged security: When departments collaborate, everyone wins https://www.enterprisecioforum.com/en/blogs/gerben-verstraete/converged-security-when-departments-coll <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Operations and security must work together to break down silos, while the CIO/CISO cracks the whip </div> </div> </div> <p>Rather than bother with a simple denial of service attack, today’s cybercriminals are most likely to go after your intellectual property and enterprise data. You can’t battle the current crop of bad guys with yesterday’s static policy-based frameworks — instead, you must actively safeguard data and search for threats. The best approach is a united front, with security and IT operations overcoming their individual power struggles so they can share information and <a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/IT-execs-Integrate-security-and-Ops-to-cut-costs-and-reduce/ba-p/6558970" target="_blank" rel="nofollow">processes</a>. Easier said than done, as one financial institution that I work with discovered. My customer finally succeeded after a top-down mandate for interdepartmental collaboration got the two groups working together toward <a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/Why-converged-security-matters-The-business-benefit-of/ba-p/6444424" rel="nofollow">converged security</a>.</p><p>Traditionally, Ops handles configuration management, tracking infrastructure and software across the network. But when security is in charge of those systems, it can better protect the enterprise by answering questions such as:</p><ul><li>What are the connections between my applications and components?</li><li>What’s the best way to prioritize security events against business exposure?</li><li>What is the security risk profile of my service?</li></ul><p>&nbsp;</p><p>All of that insight aside, getting security and Ops to reach across the aisle is no easy feat: It’s hard to transform a culture when people are reluctant to share. To realize the benefits of converged security, one must first understand the principles of <a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/For-a-successful-IT-transformation-manage-the-3-stages-of/ba-p/5984919" target="_blank" rel="nofollow">Management of Organizational Change</a>.</p><p><strong>Knock down silos, one after another</strong></p><p>Security often exists in an organizational silo, handling its own operations, incident management processes, and policies — all of which are forgotten or ignored by other departments, especially during the application development lifecycle.</p><p>My customer at the financial institution noted that folks in both IT operations and the security operations center (SOC) clung to their traditional strongholds. Both teams were dubious of outsiders nosing into their departments. A general lack of understanding had each group convinced that their needs were different, but in reality the required information sources were similar.</p><p>Instead of participating in the change management process, the SOC was purely reactive, responding to events, while the CISO set policies that didn’t get engrained into the organization. As with many organizations’ culture, IT viewed security as a necessity, but also as red tape.</p><p>Developers at the financial institution just wanted to release applications. They considered having to scan code during development as a time-suck. By not baking security into the agile development process, they missed out on the cost-savings inherent in catching vulnerabilities early on.</p><p><strong>Spread the word from the top-down</strong></p><p>To get security and Ops to share practices, a directive from the CISO or the CIO often has the impact needed to get the message heeded. The banking customer issued a top-down directive that effectively stated, “We will make sure that things will be secure, and therefore, we will leverage what we already have, rather than put additional resources to do the same thing in another side of our organization.”</p><p>The larger the organization, the more silos there are, the more politics there are, and the greater the need to drive a formal awareness program.</p><p>To learn more about how converged security can benefit your enterprise, please visit <a href="http://hpsw.co/Ro97JzS" target="_blank" rel="nofollow">HP Software Professional Services</a>.</p> https://www.enterprisecioforum.com/en/blogs/gerben-verstraete/converged-security-when-departments-coll#comments CIO Leadership Security Blog-post converged security HP Protect HP Software Professional Services IT operations management Management of Change predictive operations Security Wed, 29 Oct 2014 22:25:25 +0000 Gerben Verstraete 10716 at https://www.enterprisecioforum.com Data Artists are Data Scientists with a GPS for Innovation https://www.enterprisecioforum.com/en/blogs/enadhan/data-artists-are-data-scientists-gps-inn <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Applying Science to the Art of Innovation </div> </div> </div> <p>&nbsp;“<a href="http://www.linkedin.com/today/post/article/20141016165640-73685339-why-we-need-mozart-and-microchips-for-digital-innovation" rel="nofollow">Like many aspects of the digital age, this idea that innovation resides where art and science connect is not new</a>”, says <a href="https://twitter.com/WalterIsaacson" rel="nofollow">Walter Isaacson</a>, CEO at <a href="http://t.co/abrazwVk9o" rel="nofollow">Aspen Institute</a>.&nbsp; Back in 1957, Issac Asimov explored the reasons why people get new ideas – as he explains in this <a href="http://www.technologyreview.com/view/531911/isaac-asimov-asks-how-do-people-get-new-ideas/" rel="nofollow">MIT Technology Review article</a> shared by Asimov’s friend, Arthur Obermayer.&nbsp; The confluence of intersecting thoughts triggering innovation clearly comes out in Asimov’s analysis as well.&nbsp; Getting value out of Big Data is all about making connections that identify the right intersections.&nbsp; It takes <a href="http://owl.li/vP2Kg" rel="nofollow">Data Artists</a> to identify these vital connections.&nbsp; Almost as if Data Artists need to have a GPS of sorts to zero in on such connections – and thus, a GPS for Innovation.</p><p>This year’s&nbsp;<a href="http://www.bostonglobe.com/news/world/2014/10/06/nobel-prize-medicine-awarded-for-discovery-brain-inner-gps/vfijVTDmTdzAVQxGDa3EcM/story.html" target="_blank" rel="nofollow">Nobel Prize in Physiology or Medicine</a>&nbsp;was for the discovery of an “Inner GPS” in the brain that solves the mystery of how the brain helps us navigate our way through our surroundings.&nbsp; Can the same human brain also have a GPS to make innovative connections?&nbsp; A GPS with some context?&nbsp; I wonder.&nbsp;</p><p>Big Data tools today incessantly feed our brains with valuable information.&nbsp; It is up to us to use this information right to make connections that matter to glean actionable insight.&nbsp; Some of us are better wired to do this than the others.&nbsp;</p><p>Just like Charles Darwin and Alfred Wallace were, as Asimov had explained.&nbsp;</p><p>Both traveled extensively to research how strange species of plants and animals varied from place to place. (<strong><em>Note: </em></strong><em>Today, they could have used Big Data solutions to </em><a href="http://owl.li/rDMGL" rel="nofollow"><em>glean such insight</em></a><em> sitting at their desks</em>).&nbsp; Both happened to read Malthus’s “Essay on Population.” And then the Aha! Moment where both zeroed in on the theory of evolution by natural selection.&nbsp;&nbsp; Thomas H. Huxley on the other hand, is supposed to have exclaimed after reading <a href="http://www2.hn.psu.edu/faculty/jmanis/darwin/originspecies.pdf" rel="nofollow">On the Origin of Species</a>, “How stupid of me not to have thought of this.”&nbsp; “Making the cross-connection requires a certain daring” Asimov had said.&nbsp; I label this innate ability as the GPS for Innovation.</p><p>“Innovation will come from people who are able to link beauty to engineering, humanity to technology, and poetry to processors”, says Isaacson.&nbsp; What is interesting is that these information pools have been there and will continue to grow in the years to come.&nbsp; However, Issacson distinctly draws out just those “people who are able to link” from the rest of the world.&nbsp; <strong>Voila: </strong>People with a GPS for Innovation.&nbsp;</p><p>Can the Internet of Things be selectively augmented with a GPS for Innovation? Some things – like people – may be better suited for the Innovation GPS. Thought for another blog, another day.&nbsp;</p><p>For now, I will wait to see what this <a href="http://m.csmonitor.com/Science/2014/1024/Will-a-big-solar-storm-mess-with-our-GPS-video" rel="nofollow">big Solar Storm does to our GPS</a>&nbsp; -- be it the Inner GPS, the GPS for Innovation or the one we use during family vacations.</p><p>How about you? What are some of the innovative intersections you have come across? Did this blog kick off an Innovation GPS in your own mind?&nbsp; Please let me know.</p><p><a href="http://bit.ly/SkcdfO" rel="nofollow">Welcome to JTIETS Blog</a></p><p>Team up with&nbsp;<a href="http://www.hp.com/go/easwarannadhan" target="_self" rel="nofollow">HP Technology Expert, E.G.Nadhan</a></p> https://www.enterprisecioforum.com/en/blogs/enadhan/data-artists-are-data-scientists-gps-inn#comments CIO Leadership Big Data Blog-post Big Data Complex Analytics data science data scientists Information Management & Analytics Innovation Wed, 29 Oct 2014 19:09:24 +0000 enadhan 10711 at https://www.enterprisecioforum.com The Move to Cloud: A View from the Ground https://www.enterprisecioforum.com/en/blogs/lnbalajiinfotech/move-cloud-view-ground <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> As businesses move their enterprise to the cloud, how can CIOs ensure that the new technology works with existing IT platforms? </div> </div> </div> <p><em>The article is co-authored by Mr. L N Balaji, President – North America, </em><a href="http://www.itcinfotech.com/" rel="nofollow"><em>ITC Infotech</em></a><em>and Mr. Anand Sukumaran, Vice President – Managed Services, </em><a href="http://www.itcinfotech.com/" rel="nofollow"><em>ITC Infotech</em></a><em>.</em></p><p>With Forrester predicting the global market for cloud to grow from $40.7 billion in 2011 to more than $241 billion in 2020, it is clear that businesses are moving their enterprises to the cloud. However, like any technological change, if a migration is to succeed, the new technology must complement and supplement existing IT platforms. Tech leaders must be patient when justifying the investment in any new platform, as business value is delivered over time; and it is worth looking at what would work for CIOs wishing to take their enterprise IT platforms to the cloud.</p><p><strong>The way to get going</strong></p><p>For a cloud migration strategy to be effective, CIOs should punch through the hype and make cloud technologies real from customer, vendor and internal efficiency standpoints. &nbsp;As a first step, begin with a business-level evaluation of requirements, and look at both the strategic value your leadership expects and the operational excellence needed. Any technical evaluation should identify and bridge the gaps between existing IT infrastructure and the Cloud, keeping in mind different approaches, including public, private and hybrid clouds. Not everything needs to be on the Cloud. Moreover, whatever is being shifted might have to be re-architected, especially for elasticity and fault tolerance.</p><p>The next step is to check what your applications need and map them with cloud characteristics. These needs could include on-demand pooled resources, elasticity and fault tolerance, as well as managed services. This exercise will also help identify the kind of service model best suited for the enterprise - Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and/or Software as a Service (SaaS).</p><p>Regardless of the model of choice, cloud services need to be delivered with:</p><ul><li>Strict &amp; Auditable Performance</li><li>Defined SLAs</li><li>Business Outcome Guarantees</li></ul><p>CIOs must also chart out pre-determined business outcomes that align strategic goals with the selected cloud service provider. However, in case &nbsp;cloud computing is not completely ready to take on all enterprise applications, a hybrid IT architecture that allows for agility and security could work best especially for large enterprises.&nbsp;</p><p><strong>Critical Considerations for Chief Information Officers</strong></p><p>For IT heads of manufacturing and financial service companies in particular, speed of deployment, customization and subscription-based models are the main concerns. But for CIOs, the priority is tight data security that also complies with global data privacy and confidentiality requirements.</p><p>Security needs form a major part of the evaluation process, to comply with regulatory and statutory requirements. Cloud vendor and cloud management platforms must at a minimum have the necessary certifications, such as ISO 27001 and Statements on Standards for Attestation Engagements (SSAE) No. 16, to demonstrate that the vendor has made investments in availability, security and performance levels.</p><p>CIOs should also evaluate their cloud infrastructure for scalability, enabling on-demand services with price flexibility, to ensure the ability to dynamically scale-up or down based on demand and reduce costs when usage falls below a fixed minimum threshold. To understand requirements better, CIOs might even consider setting up an on-demand, cloud-based testing environment, which would help evaluate cloud infrastructure needs in a cost-effective way.</p><p>Finally, to reduce risk and liability, assess vendors based on their financial statements and references and speak with their product engineering teams to determine if your roadmap is realistic.</p><p>We recommend a cloud decision framework that is created in collaboration with all key stakeholders and decision makers in the organization, to align technology evaluation and investment with business strategies.&nbsp;Consider application requirements and the role of external sources while setting business goals, assessing applications and selecting vendors.&nbsp;</p><p>Charged with the responsibility of bridging the gap between business objectives and technology enablement, CIOs and their teams must assess and communicate the risks and benefits of cloud migration to the management, and also emphasize that cloud migrations are not all-or-nothing propositions. In most cases, it is more beneficial to move certain applications to the cloud while keeping others on-premise. There’s no doubt that if properly executed, cloud solutions can power business transformation with more timely and scalable IT services, as they enable companies to focus less on basic operations and implementation and more on building better business value.</p> https://www.enterprisecioforum.com/en/blogs/lnbalajiinfotech/move-cloud-view-ground#comments Technology Applications Big Data IT Performance Blog-post cloud migration cloud security itc infotech tech planning Wed, 29 Oct 2014 15:36:15 +0000 LNBalaji_Infotech 10706 at https://www.enterprisecioforum.com What is digital transformation? https://www.enterprisecioforum.com/en/blogs/jdodge/what-digital-transformation <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> CIOs tackle the digital enterprise. </div> </div> </div> <p>There are a lot of mushy hype laden terms when it comes to IT: "digital enterprise" and "digital transformation" are two of them. So I was pleased to read that long time colleague and veteran IT journalist&nbsp;<a href="http://www.cio.com/author/Michael-Fitzgerald/">Michael Fitzgerald</a> tackled the topic <a href="http://www.cio.com/article/2835275/it-strategy/top-cios-start-the-journey-to-the-digital-enterprise.html">in a story at CIO.com</a>.</p> <p>After interviewing several CIOs, Fitzgerald determined it means dirfferent things to different people.Here's a few observations.</p> <p>-- <span>"What we find with digital transformation work is that it's not really a technology problem, it's a leadership problem," says [MIT research scientist George] Westerman.</span>&nbsp;</p> <p>--&nbsp;<span>"It's more a philosophy of how work is going to get done," says [State Street CIO Chris] Perretta.</span></p> <p><span>--&nbsp;<q>I'm going to spend a ton of money making sure that everything we do is compelling on mobile devices. If we don't do that, I do think that we will fail.</q><cite>&nbsp;-- Ray Voelker, CIO at Progressive Insurance</cite></span></p> <p><span>You can see the variations in emphasis: It's mobile. It's leadership. It's a philosophy.</span></p> <p><span>Whatever the digital transformation means to you, probably the biggest and perhaps most obvious relevation from this story is that it starts at the top, that is with the CEO.</span></p> <blockquote> <p><span style="line-height: 1.4em;">"At State Street Bank, CEO Joseph (Jay) Hooley definitely gets it. "Jay is the No. 1 champion of the role technology can play in this environment," says State Street CIO Chris Perretta, pointing out that Hooley is aware that companies ignore the impact of technology at their own peril."</span></p> </blockquote> <p><span style="line-height: 1.4em;">This is a typical Fitzgerald read - thoroughly researched and loaded with insight. &nbsp;</span></p> <p><em><span style="line-height: 1.4em;">Follow <a href="http://www.twitter.com/ecioforum">@ecioforum</a> and <a href="http://www.twitter.com/thedodgeretort">@thedodgeretort</a> on Twitter.</span></em></p> https://www.enterprisecioforum.com/en/blogs/jdodge/what-digital-transformation#comments CIO Leadership IT Performance Services Blog-post CEO CIO digital enterprise digital transformation IT Wed, 29 Oct 2014 15:04:00 +0000 jdodge 10701 at https://www.enterprisecioforum.com 4 CIO Strategies For Successful B2B E-Commerce https://www.enterprisecioforum.com/en/blogs/mjoshi/4-cio-strategies-successful-b2b-e-commer <p>According to <a href="http://www.internetretailer.com/commentary/2014/09/25/b2b-e-commerce-b2c-world" rel="nofollow">Internet Retailer</a>, B2B e-commerce sales have already exceeded B2C, and by the end of this year, B2B revenue is expected to reach $800 billion or more. As noted by a recent <a href="http://www.forbes.com/sites/brianwalker/2014/05/06/why-e-commerce-still-isnt-clicking-with-b2b-executives/" rel="nofollow">Forbes</a> article, however, CIOs are still struggling to make B2B “click” with prospective buyers. Read on for critical strategies to help enhance B2B efforts.</p><p><strong>Opt For Similarity</strong></p><p>What do B2B buyers do when they're not at work? Often, they immerse themselves in the B2C marketing ecosystem that exists at large on smartphones, tablets, desktops and even in brick-and-mortar stores. And when these buyers return to work, it's difficult to reconcile the ease of B2C transactions with the more “traditional” forms of B2B purchasing. In effect, it's a letdown.&nbsp;</p><p>To improve B2B e-commerce efforts, CIOs need to take a hard look at how consumer-driven sales entice users and make their shopping experiences both streamlined and simple. It starts with the realization that direct competitors aren't the only ones selling to your buyers. Forrester research found that 41 percent of B2B companies now compete directly against wholesalers and distributors. What's more, big players like Amazon and Google are starting to look at the B2B market and devise ways they can leverage their B2C experience to capture new markets. Bottom line? Invest in customer service features such as live agents, speedy websites and the omni-channel service — imitation means improved revenue.</p><p><strong>Consider Content</strong></p><p>Content volume, normalization and curation are also critical for B2B success, according to <a href="http://www.practicalecommerce.com/articles/73904-4-Keys-to-B2B-Ecommerce-Success" rel="nofollow">Practical Ecommerce</a>. First, this means creating content-rich product pages that include expected details such as SKU numbers, manufacturer details, price and country of origin along with multiple images and, if applicable, video clips of the product being installed or used.</p><p>In addition, this content must be “normalized,” meaning all product pages should follow a similar format, use the same font and never be missing critical information found elsewhere. Curating this content is also essential. This means removing old product information and updating pages regularly with new photos or relevant details, along with links to newer versions of the product if they exist. Price must always be accurate, which means no surprises at checkout, and the ability to offer discounts as needed to regular customers or as part of a limited-time sale.</p><p><strong>Start Measuring</strong><strong>&nbsp;</strong></p><p>If you haven't already, start measuring the performance of your B2B e-commerce site. Since many buyers are repeat customers, it's easy to forgo this strategy if sales numbers stay strong and if you're not getting complaints. Investing in the right data analytics and visualization tools, however, can provide valuable insights such as how users are referred to your site, what they look at and how long they stay. Consistent measurement can lead to alternative market avenues, better site design and the conversion of new clients.</p><p><strong>Pick Your Platform</strong></p><p>Many e-commerce platforms are designed to support only B2C and not B2B, or offer great B2B backend but can't handle mobile devices. According to <a href="http://www.inboundlogistics.com/cms/article/five-new-rules-of-e-commerce-and-the-path-to-successful-b2b-online-sales/" rel="nofollow">Inbound Logistics</a>, that's no longer enough — flexible platforms are a requirement if you want to capture buyers' immediate attention and hold their interest over the long term. Simply put, “boxed in” solutions have an expiry date, and it's almost here. Choose multi-channel, multi-device solutions to maximize your reach.&nbsp;</p><p>Success in the B2B e-commerce market means finding the right platform, then taking a page from B2C to deliver high-quality content and measure the results to drive future sales.</p><p><strong><em>Author Bio:</em></strong></p><p><em>Milind Joshi, VP of Sales and Marketing at <a href="http://www.cditechnology.com" rel="nofollow">CDI Technology</a>, a Chicago based Software Company that is sharply focused on B2B and B2C enterprise e-commerce and payment solutions. Milind has 30+ years of experience in the IT space both domestically and internationally.</em></p> https://www.enterprisecioforum.com/en/blogs/mjoshi/4-cio-strategies-successful-b2b-e-commer#comments Business Issues CIO Leadership Technology Applications Big Data Converged Infrastructure IT Performance Mobility Blog-post B2B E-Commerce CIO strategies E-Commerce ecommerce eCommerce Strategies Wed, 29 Oct 2014 12:58:54 +0000 mjoshi 10691 at https://www.enterprisecioforum.com Have You Outgrown Your ERP System? https://www.enterprisecioforum.com/en/blogs/kevin-beasley/have-you-outgrown-your-erp-system <p>Most mid-market organizations – those with $25M to $500M in annual revenues – have outgrown their existing ERP systems, but many are not aware of this dilemma and the additional challenges it will present down the road. These fast-moving organizations are often too focused on the business at hand to make sweeping IT changes every year. Moreover, they find they can make do with what they already have in place, even if they are relying on home grown systems or a disparate collection of third-tier solutions that are barely held together.</p><p>Now that new technological advances in mobile, analytics, business intelligence and cloud-based computing are more accessible to the mid-market, it makes sense for these organizations to update their ERP systems to support more modern IT applications. If they fail to update their ERP systems to accommodate these new advances, mid-market companies will miss out on the following:</p><ul><li>Dramatic Improvements in Customer Service<ul><li>Mobile ERP solutions allow customers to order products, check shipping status and review inventory on-the-fly.&nbsp; They also allow mid-market personnel to provide product and order information to customers in real-time.</li></ul></li><li>Operational Cost Reductions Without Hindering Company Performance<ul><li>New ERP solutions can significantly reduce IT costs, and provide tremendous positive impact on company performances.</li></ul></li><li>Ability to Hasten Innovation and Time-to-Market<ul><li>ERP-based analytics and business intelligence applications provide immediate insight on target market preferences now and in the future while new cloud computing advances will speed new product development.</li></ul></li><li>Ability to Predict Business Trends and Patterns Before They Occur<ul><li>They also provide intelligence on new market trends, global and regional customer spending habits and seasonal sales patterns which helps mid-market firms make better short- and long-term decisions.</li></ul></li></ul><p>&nbsp;</p><p>Given this plethora of meaningful real-world benefits, it makes sense for mid-market leaders to examine their current ERP systems and determine if they still meet their current and future needs.&nbsp; Here are five questions that every mid-market IT and operations executive must answer to determine if their existing ERP system is still up-to-snuff:</p><ul><li>Does our ERP system manage all of our mission critical business applications?</li><li>Are most of our business processes (i.e. accounting, finance, operations, payroll, inventory) still done manually instead of automatically completed by our ERP system?</li><li>Have we installed any next-generation analytics or business intelligence packages?</li><li>Are our existing business applications both mobile and cloud friendly?</li><li>Have our IT or business operations prevented us from growing or taking the business to the next level (for example new product innovation, geographic expansion, etc.)?</li></ul><p>&nbsp;</p><p>If the answer was “yes” to just two of these questions, it is likely that organization needs to update its existing ERP solution or replace it all together.&nbsp; If a company fails to move forward with an update or replacement strategy, the organization can be in significant jeopardy – particularly if its competitors roll out more modern systems that enable them to issue compelling new products and services or make dramatic improvements in customer service and support.</p><p>The next step for any mid-market company looking to update or replace their ERP system is to find the right vendor partner.&nbsp; Making the right match is very important – a business needs a partner that really understands the specific challenges facing the company and its respective market, as well as one that’s up-to-date on all the latest ERP technology advances. Below are six criteria that can help organizations find the right match:</p><ul><li>Look for a single source vendor<ul><li>A single source vendor can provide an organization with a full package of integrated solutions that will automate the entire business, in addition to providing the services and support that ensures the software runs smoothly.&nbsp;</li></ul></li><li>Select &nbsp;a vendor with a mid-market focus<ul><li>A company will find a better match with a provider that is attuned to its specific company and industry challenges as opposed to one that only understands the Fortune 500. Additionally, a vendor that is used to selling to behemoths may try to sell solutions that aren’t necessarily needed.</li></ul></li><li>Choose a partner that can evolve with the organization<ul><li>A partner that stays on top of the latest ERP and complementary enterprise technologies like mobile, analytics, business intelligence and cloud computing is a far better fit than one that only understands a single niche IT market.&nbsp; It’s important to pick a partner that can fulfill a company’s needs five or even ten years down the road.</li></ul></li><li>Know that customization is key<ul><li>ERP applications may be customized in order to deliver the ideal performance and results unique to an organization.&nbsp; Companies should look for a vendor that will understand their industry and business needs in order to ensure the ERP suite fits and grows with the organization.</li></ul></li><li>Ensure the vendor partner has a variety of mid-market customers<ul><li>The mid-market is comprised of a variety of different industries such as food, pharmaceuticals, electrical, automotive and industrial, across the retail, manufacturing and distribution sectors. Making sure that the vendor partner has experience working with a variety of verticals in the mid-market helps ensure the best possible solutions and service.</li></ul></li><li>Get personal support<ul><li>Access to high-touch personal support and service is key when making a change to a new ERP system.&nbsp; Find a vendor that guarantees this without question.</li></ul></li></ul><p>&nbsp;</p><p>Change can be challenging, but remaining stagnant while the competition plows ahead is not an option for a business looking to grow and succeed.&nbsp; The decisions a company makes now to upgrade or replace its aging ERP system will pay off in huge dividends over time, benefitting every aspect of the organization.</p> https://www.enterprisecioforum.com/en/blogs/kevin-beasley/have-you-outgrown-your-erp-system#comments Technology IT Performance Blog-post analytics Business Intelligence Cloud ERP Mobile Wed, 29 Oct 2014 12:26:28 +0000 Kevin Beasley 10686 at https://www.enterprisecioforum.com The most common reasons that prevent IT to reach full potential – 2nd: Too manual process https://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/most-common-reasons-prevent-it-reach-ful-0 <p>Our second post is about the manual processes that are so common in IT shops. IT specializes in analyzing and automating business processes. Every IT group knows how to automate business processes for their customers. Some groups are doing it better than others, but all IT groups are doing it.</p><p>&nbsp;</p><p><a href="http://friedkincompaniescio.com/2014/10/29/the-most-common-reasons-that-prevent-it-to-reach-full-potential-2nd-too-manual-process/" title="http://friedkincompaniescio.com/2014/10/29/the-most-common-reasons-that-prevent-it-to-reach-full-potential-2nd-too-manual-process/" rel="nofollow">http://friedkincompaniescio.com/2014/10/29/the-most-common-reasons-that-...</a></p> https://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/most-common-reasons-prevent-it-reach-ful-0#comments CIO Leadership IT Performance Blog-post Wed, 29 Oct 2014 12:07:01 +0000 Friedkin Companies CIO 10681 at https://www.enterprisecioforum.com The Importance of Facebook Advertising for Small Businesses https://www.enterprisecioforum.com/en/blogs/mehulb/importance-facebook-advertising-small-bu <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Facebook is looking to boost its advertising revenue. It has just acquired a video ad tech start-up – LiveRail, which connects marketers to publishers, on mobile devices and the web. </div> </div> </div> <p><strong><a href="http://www.aed.in/wp-content/uploads/2014/10/FB1.jpg" rel="lightbox[auto_group1]" rel="nofollow"><img class="attachment-entry_without_sidebar wp-post-image" src="http://www.aed.in/wp-content/uploads/2014/10/FB1.jpg" alt="importance of facebook adds" height="224" width="620" /></a></strong></p><p><strong>Facebook</strong>&nbsp;is looking to boost its advertising revenue. It has just acquired a video ad tech start-up –<strong>LiveRail</strong>, which connects marketers to publishers, on mobile devices and the web. Facebook is now introducing “missed call ads”, where, when the user clicks on the call button of an ad, the call gets automatically disconnected and the user will get a return call from the advertiser. The return call back from the advertiser can offer users – &nbsp;coupon codes, special discounts, special offers, etc. The missed call ads by Facebook will become a popular advertising platform, that will benefit users and advertisers alike.</p><p>Facebook is offering various types of advertising i.e. Click to website, Website conversions, Page post engagement, Page likes, App installs, App engagement, Event responses, Offer claims, and Video views.&nbsp;<strong>Page post engagements</strong>&nbsp;and&nbsp;<strong>Page likes</strong>&nbsp;campaigns are the most used campaigns among all advertising types. Facebook has acquired around 30% of the online advertising market and this is increasing rapidly. It is looking to create a monopoly in the mobile advertising market, which is why they have acquired LiveRail.</p><p>I have run many facebook campaigns for various clients. Facebook advertising and marketing is one of important factors in social media marketing. Facebook likes based campaign helps you to get more likes which definitely helps you in the future. The Facebook website conversion campaign doesn’t provide you conversions or a conversion rate like&nbsp;<strong>Google adwords</strong>&nbsp;campaign. It helps you to make your brand popular. You shouldn’t expect a lot of&nbsp;<strong>ROI</strong>&nbsp;on facebook advertising campaigns, as soon as you run the ads. I want to specifically discuss the post like campaigns. I have run a campaign for&nbsp;<strong>FC Pune City</strong>, wherein I got better than expected results. Client had indicated a budget of Rs. 5000 to run a post like campaign. I ran this campaign specifically near&nbsp;<strong>Pune</strong>&nbsp;and got a good response.</p><p><strong>Campaign Report</strong>:</p><p><a class="aligncenter" href="http://www.aed.in/wp-content/uploads/2014/10/facebook-ads.jpg" rel="lightbox[auto_group1]" rel="nofollow"><img class="aligncenter size-full wp-image-3775" src="http://www.aed.in/wp-content/uploads/2014/10/facebook-ads.jpg" alt="facebook ads" height="402" width="382" /></a></p><p>The above report has shown the impact of facebook ads on the users. Such ads help you to engage more users, new likes, post shares, post comments. Big brands used to make use of <strong>Facebook advertising</strong>&nbsp;to <a href="http://www.aed.in/social-media-marketing-company.html" target="_blank" rel="nofollow">improve&nbsp;<strong>social media marketing</strong></a>&nbsp;earlier and they have a dedicated budget to invest in online ads. Now small companies are investing more on online ads for brand awareness and sale. If you are running a&nbsp;<strong>SEO</strong>&nbsp;campaign then you should prefer facebook page like and post like campaigns, as it improves SEO rankings.</p> https://www.enterprisecioforum.com/en/blogs/mehulb/importance-facebook-advertising-small-bu#comments Technology Services Blog-post facebook ads facebook advertising Wed, 29 Oct 2014 08:20:19 +0000 mehulb 10671 at https://www.enterprisecioforum.com Journey of Microsoft’s Messenger Comes To An End https://www.enterprisecioforum.com/en/blogs/mehulb/journey-microsoft%E2%80%99s-messenger-comes-end <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> It’s the end of an era for Microsoft’s most popular instant messaging MSN (also known as Windows live Messenger) </div> </div> </div> <p>It’s the end of an era for Microsoft’s most popular instant messaging <strong>MSN</strong> (also known as <strong>Windows live Messenger</strong>) who had nearly about 330 million users worldwide which is more than the current snapchat and Gmail users. MSN was launched in 1999 a rival of AOL’s AIM service and <strong>ICQ</strong>. After MSN started, it made easy for people to stay connected through messages.</p><p><strong>Microsoft</strong> kept on adding features like custom emotions, games which become very popular. A new life was given to the MSN messenger in 2005 by rebranding it as Windows Live Messenger. Windows live Messenger allowed users to have video chat in addition to its basic messaging service which was not existent in MSN.</p><p>With rise of the social networking websites and other chat apps like facebook chat, gtalk etc. the popularity of the messenger was reduced. The Microsoft took a strategic decision to purchase and promote Skype rendering windows live messenger a mere name and hence it was widely believed that its days were numbered. It didn’t take Microsoft too long to announce and substantiate the widely believed rumors; Windows Live Messenger is no longer active in most parts of the world and their user id’s have been migrated to Skype.</p><p>In<strong> China</strong> where it will be taken out of operation on October 31, 2014, people are lured into shifting to Skype by offering them a $2 credit when they join Skype.</p><p>Facebook had recently announced that it is coming up with its own standalone messenger which means that the chat feature will not be available on its main<strong> iOS</strong> and <strong>Android apps</strong>. It was decided that it was imperative to roll out the new messenger in order to offer users with a better user experience at the same time allowing them to stay in touch with their friends via voice, video and sticker messages.</p><p>Microsoft had tweeted that in view of the launch of facebook’s new messenger it is gifting them @messenger for it to use and take it ahead.</p><p><strong>Source</strong>: <a href="http://www.ebuild.co.in/blog/journey-of-microsofts-messenger-comes-to-an-end.html" target="_blank" rel="nofollow">http://www.ebuild.co.in/blog/journey-of-microsofts-messenger-comes-to-an-end.html</a></p> https://www.enterprisecioforum.com/en/blogs/mehulb/journey-microsoft%E2%80%99s-messenger-comes-end#comments Technology Services Blog-post microsoft messanger msn Wed, 29 Oct 2014 08:13:11 +0000 mehulb 10666 at https://www.enterprisecioforum.com Shadow IT is more good than bad https://www.enterprisecioforum.com/en/blogs/jdodge/shadow-it-more-good-bad <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> That&#039;s the topic of Thursday&#039;s #CIOchat </div> </div> </div> <p>On the whole that shadow IT is good for most enterprises. But that's just my opinion. What's yours?</p><p><a href="http://h30507.www3.hp.com/t5/Cloud-Source-Blog/Respond-to-Shadow-IT-source-services-from-external-providers/ba-p/141717#.VE_zj_nF-FU" rel="nofollow">Shadow IT is what we will debate</a> this week in our #CIOchat from 2-3 p.m. ET Thursday. Some in IT probably think shadow IT is as wrong as highway robbery. It compromises data, create silos, is costly and has users going off in their own direction when enterprise-wide solutions are arguably less expensive, safer and more productive.</p><p>All this is true, but shadow IT empowers workers and helps them be more productive. The net net of shadow IT is positive and exposes gaps in what IT is delivering....or not delivering.</p><p><a href="http://www.enterprisecioforum.com/en/blogs/jdodge/shadow-it-and-rogue-clouds-let-sun-shine" rel="nofollow">I confess my position</a> has been shaped by lousy service at times from IT. It wasn't that IT would not fix my PC or anything like that. Rather, IT sometimes would erect unecessary barriers to productivity such as limiting inbox size and shutting you if you exceeded it. Bone headed things like that.</p><p>Who can blame an employee who takes the quickest and easiest path to equipping themselves with the tools to do a better job. That is the essence of shadow IT and the consumerization of IT.</p><p>You can tick off a long list of shadow IT (and rogue cloud) hazards and ineffieciencies. They all true to a lesser or greater degree.</p><p>What do you think? I was never in IT and those who are or were might vehemently disagree with me. To some, I am advocating anarchy. I look at it as empowerment. &nbsp;</p><p>Save it for Thursday's #CIOchat. I hope to see you there for what is sure to be a productive and charged discussion.</p><p><em>Follow <a href="http://www.twitter.com/the@ecioforum" rel="nofollow">@ecioforum</a> and <a href="http://www.twitter.com/thedodgeretort" rel="nofollow">@thedodgeertort</a> on Twitter.</em> &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;</p> https://www.enterprisecioforum.com/en/blogs/jdodge/shadow-it-more-good-bad#comments CIO Leadership Applications Cloud Mobility Blog-post #CIOchat CIO IT rogue clouds Shadow IT Tue, 28 Oct 2014 19:45:12 +0000 jdodge 10656 at https://www.enterprisecioforum.com Want to save money with pay-per-use software? You'll need these capabilities https://www.enterprisecioforum.com/en/blogs/michael-garrett/want-save-money-pay-use-software-youll-n <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Before you pursue a new consumption model, assess your enterprise’s maturity by asking 3 questions </div> </div> </div> <p>In my last blog post (“<a href="http://www.enterprisecioforum.com/en/blogs/michael-garrett/how-get-saas-benefits-more-complex-softw" rel="nofollow">How to get SaaS benefits in a more complex software environment</a>”) I wrote about new software consumption models that give you increased flexibility in how you pay for and deliver IT services. Models like pay-per-use and outcome-based services can save the enterprise money and increase agility—but only if you’re ready to make the most of them.</p><p>To be successful with new consumption models you need a certain maturity level. Are you able to look across your organisation and calculate what services will cost across a certain number of users, and make a comparison between pay-per-use and your current model? If you don’t know what your services currently cost, you won’t know if changing to a new model will make the financial impact you’re looking for. Part of our job in <a href="http://hpsw.co/Ro97JzS" rel="nofollow">HP Professional Services</a> is to evaluate your situation and advise you on whether you have the requisite maturity to move to a pay-per-use or outcome-based model. Based on our experience, there are three key factors for success.</p><p><strong>Your checklist for pay-per-use software</strong></p><p>Here are the three factors we recommend our enterprise customers have in place to be successful with pay-per-use and outcome-based services:</p><p><strong>Do you have the right KPIs?</strong> What are you trying to achieve, and what KPIs matter? Is it a purely cost-based approach where you’re looking at low cost for everything? Or are there other business priorities, such as performance, efficiency, or quality? You really need to understand the business priority you’re trying to meet. And to do that you need a certain level of process maturity. A pay-per-use model might decrease your cost, but if you’re not meeting your other agreements, maybe you’d get better value out of a different software consumption model.&nbsp;</p><p><strong>Do you know what your services cost?</strong> You need financial transparency to be successful with new consumption models. What’s more, you need your <a href="http://www8.hp.com/us/en/software-solutions/propel-it-services-catalog.html" rel="nofollow">service catalog</a> in place, and you need to understand cost-per-service. If you don’t know your baseline costs, you won’t be able to show whether pay-per-use is actually saving money.</p><p><strong>Do you have tools that let you look at KPIs across your organisation?</strong> Say, for example, you have a KPI to meet a certain number of incident resolutions, and you are trying to do that across multiple suppliers (including your own in-house IT). A tool like the <a href="http://www8.hp.com/us/en/software-solutions/software.html?compURI=1175668#.U6iJmrHLWsM" rel="nofollow">HP IT Executive Scorecard</a> gives you the capability to look at KPIs across the whole of your entire organisation. You want to get to the point where you can make apples-to-apples comparisons for specific KPIs across multiple suppliers.</p><p>Admittedly, not many IT organisations have these three success factors in place. But this is what you should aspire to. When you have these three capabilities you can turn pay-per-use consumption models to your advantage, leveraging them in a much more powerful way and at a much wider scale. What’s more, you’re making decisions based on what will deliver the greatest business value.</p><p>Visit <a href="http://hpsw.co/Ro97JzS" rel="nofollow">HP Software Professional Services</a> to learn more or read our ebook: “<a href="http://asp-us.secure-zone.net/v2/index.jsp?id=141/228/1243&amp;lng=en&amp;jumpid=ba_x3gzsef6id" rel="nofollow">Deliver business value</a>.”</p> https://www.enterprisecioforum.com/en/blogs/michael-garrett/want-save-money-pay-use-software-youll-n#comments Business Issues Services Blog-post consumption model HP Software Professional Services IT maturity IT Service Delivery IT Strategy pay per use SaaS Tue, 28 Oct 2014 18:15:40 +0000 Michael Garrett 10651 at https://www.enterprisecioforum.com Managing Risk in a Cyber-Enabled World https://www.enterprisecioforum.com/en/blogs/stevedurbin/managing-risk-cyber-enabled-world <p>Cyber-attacks continue to become more innovative and sophisticated than ever before. Data breaches at major retail brands such as Target, Neiman Marcus, Michaels, Home Depot and more have demonstrated that cyber risk is an ever-growing concern for businesses around the world. In today’s cyber age, a company’s reputation – and the trust dynamic that exists amongst suppliers, customers and partners – has become a very real target for cybercriminals and hacktivists.</p><p>Businesses of all sizes must prepare for the unknown so they have the flexibility to withstand unexpected and high impact security events. To take advantage of emerging trends in both technology and cyberspace, businesses need to manage risks in ways beyond those traditionally handled by the information security function, since new attacks will impact not just technology but business reputation and shareholder value.</p><p><strong>Engagement with the Board of Directors</strong></p><p>Today’s Chief Information Security Officers (CISOs) need to lead and drive engagement with the board – and start by changing the conversation. They must translate the complex world of information security and information risk into understandable business issues and solutions. CISOs must also change their way of thinking and the resulting conversation, so that information risk can be considered alongside other risks that boards oversee.</p><p>A thorough understanding of what happened and why it is necessary to properly understand and respond to underlying risks, is needed by all members of an organization’s Board of Directors (BoD). Without it, risk analyses and resulting decisions may be flawed, leading organizations to take on greater risk than intended.</p><p>When boards and CISOs engage successfully, organizations are more likely to realize the benefits of their strategic initiatives. Effective engagement enables organizations to take advantage of the opportunities presented by cyberspace and today’s information technology while addressing the associated risks.</p><p><strong>A More Security Conscious World</strong></p><p>There have been a number of initiatives proposed by governments around the world for tackling cyber threats. These range from allocating funds and creating legislation to protect critical infrastructure to programs that mandate cooperation and collaboration between the government, enterprise and academia. Many of these are still unclear and under development. What is attainable, however, is to prepare an effective response to the inevitable attacks so that their consequences are minimized.</p><p>With cyberspace increasingly critical to every aspect of business, from supply chain management to customer engagement, holding back adoption, or disconnecting altogether, is simply not realistic any more. All this makes it vital for governments and enterprises to build up cyber resilience. This can be achieved through a proportional approach that balances the need to protect organizations and individuals with the need to enable free, legitimate trade and communications.</p><p>But the commercial, reputational and financial risks that go with cyberspace are real and growing. In the drive to become cyber resilient, organizations need to extend their risk management focus from pure information confidentiality, integrity and availability to include other risks, such as those to reputation and customer channels, and recognize the unintended business consequences from activity in cyberspace.</p><p><strong>Managing Information Risk</strong></p><p>Today, risk management largely focuses on achieving security through the management and control of known risks. The rapid evolution of opportunities and risks in cyberspace is outpacing this approach and it no longer provides the required protection. Cyber resilience requires recognition that organizations must prepare now to deal with severe impacts from cyber threats that are impossible to predict. Organizations must extend risk management to include risk resilience, in order to manage, respond and mitigate any negative impacts of cyberspace activity.</p><p>Cyber resilience also requires that organizations have the agility to prevent, detect and respond quickly and effectively, not just to incidents, but also to the consequences of the incidents. This means assembling multidisciplinary teams from businesses and functions across the organization, and beyond, to develop and test plans for when breaches and attacks occur. This team should be able to respond quickly to an incident by communicating with all parts of the organization, individuals who might have been compromised, shareholders, regulators and other stakeholders who might be affected.</p><p><strong>Impact Assessment</strong></p><p>To manage risk effectively, organizations, their boards, business units and information security functions all need to balance risk and reward. Impact assessment is a crucial part of assessing risk. Incomplete or inaccurate impact assessment undermines the organizations’ ability to understand the risk it faces.</p><p>Without understanding potential impact, organizations are likely to accept unnecessary risk or waste money on unnecessary mitigation. A clear view of impacts can be used to set the priorities and sequence for risk mitigation activity, such as controls, staffing levels and awareness programs.</p><p>Not all organizations are aware of the value that can be derived from impact assessment, or aware that it can be used as a positive tool rather than simply an assessment of failure. In addition, impact assessments can be complex and time intensive, putting pressure on staff that some feel would be better used in normal operations.</p><p>In order to help organizations, we’ve introduced the ISF Risk Manager, an easy to use, flexible and thorough business essential that helps organizations identify, analyze and manage information risk throughout the enterprise. The ISF Risk Manager is based on the ISF’s <a href="https://www.securityforum.org/tools/isf-risk-manager/" rel="nofollow">Information Risk Analysis Methodology</a> (IRAM) approach and is used by blue-chip companies and public sector organizations across the globe.</p><p>The ISF Risk Manager consists of three phases:</p><ul><li><strong>Phase 1:</strong>&nbsp;Business Impact Assessment - assesses the potential level of business impact and determines the security requirements for protecting information in critical business applications</li><li><strong>Phase 2:</strong>&nbsp;Threat and Vulnerability Assessment - determines the likelihood of particular threats to exploit vulnerabilities and cause business impact</li><li><strong>Phase 3:</strong>&nbsp;Control Selection - evaluates and selects controls to help you mitigate threats to your business.</li></ul><p>The ISF Risk Manager is also based on the ISF’s <a href="https://www.securityforum.org/tools/sogp/" rel="nofollow">Standard of Good Practice for Information Security</a> (<em>The Standard</em>) – a respected resource that is already implemented by many global organizations. I’ll touch more upon <em>The Standard</em> momentarily.</p><p><strong>NIST Cybersecurity Framework</strong></p><p>One area that I have not mentioned yet is the fact that cybersecurity is increasingly becoming a national security issue and governments are taking a more active role in defining responses to cyber threats. In an initiative to respond to an executive order issued by President Barack Obama, the US National Institute of Standards and Technology (NIST) has released the first version of its Cybersecurity Framework for Improving Critical Infrastructure Cybersecurity.</p><p>The NIST Cybersecurity Framework comprises five functions of cybersecurity activity, with a strong focus on incident response. These functions are further divided into categories, which correspond to various domains of information security; and subcategories, which express various outcomes or control objectives within these domains. As a consequence, corporate executives are now asking the question “Does our information security program align with the NIST Cybersecurity Framework?”</p><p><strong>NIST and The Standard of Good Practice</strong></p><p>The ISF recently created a mapping between the NIST Cybersecurity Framework and <em>The Standard</em>. Our members can now use the mapping to determine which of their current controls satisfy the corresponding control objectives in the NIST Cybersecurity Framework, and thus demonstrate their alignment with it. <em>The Standard</em> extends well beyond the topics defined in the framework to include coverage of essential and emerging topics such as information security governance, supply chain management, data privacy, cloud security and mobile device security.</p><p>Although the NIST Cybersecurity Framework is voluntary, and intended as guidance rather than a formal standard, one of its development goals was to provide security practitioners with a common language for cybersecurity. This common language makes use of familiar topics in information security, and clearly-expressed control objectives within those topics. Using the NIST Cybersecurity Framework, together with <em>The Standard</em> and other information risk management tools, will enable organizations of all sizes to effectively demonstrate to your stakeholders the progress you have made in building a robust cyber resilience approach.</p><p><strong>Place an Emphasis on Cyber Resilience</strong></p><p>Businesses operate in an increasingly cyber-enabled world and traditional risk management just isn’t agile enough to deal with the risks from activity in cyberspace. Enterprise risk management must be extended to create risk resilience, built on a foundation of preparedness, that assesses the threat vectors from a position of business acceptability and risk profiling.&nbsp;</p><p>Cyber resilience recognizes the challenges in keeping pace with, or anticipating, the increasingly sophisticated threats from malspace. It encompasses the need for a prepared and comprehensive rapid-response capability, as organizations will be subject to cyber-attacks regardless of their best efforts to protect themselves. Above all, cyber resilience is about ensuring the sustainability and success of an organization, even when it has been subjected to the almost inevitable attack.</p><p>Organizations have varying degrees of control over today’s ever-evolving security threats.&nbsp; With the speed and intricacy of the threat landscape changing on a daily basis, far too often we’re seeing businesses being left behind, sometimes in the wake of both reputational and financial damage. Organizations of all sizes need to take stock today to ensure they are fully prepared and engaged to deal with these ever-emerging security challenges.</p> https://www.enterprisecioforum.com/en/blogs/stevedurbin/managing-risk-cyber-enabled-world#comments Business Issues CIO Leadership Technology Big Data Cloud Converged Infrastructure IT Performance Mobility Security Blog-post CIO CISO cyber attack Cyber Resilience Cyber security data breach information security NiST Risk Management Security supply chain supply chain management Tue, 28 Oct 2014 17:50:20 +0000 SteveDurbin 10646 at https://www.enterprisecioforum.com Automation is the hub of the ‘Orchestrated Datacenter’ https://www.enterprisecioforum.com/en/blogs/louiseng/automation-hub-%E2%80%98orchestrated-datacenter%E2%80%99 <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The new style of service delivery improves agility, speed across the entire stack </div> </div> </div> <p>Rolling out automation in your data center is a simple way to show return on investment (ROI), but knowing where to begin and the best strategy are not always immediately clear.</p><p>With an automation strategy in place, IT can better respond when the business clamors for more speed. At HP Software, automation is at the heart of what we’ve termed the <a href="http://h30499.www3.hp.com/t5/Grounded-in-the-Cloud/Introducing-the-Orchestrated-Datacenter-Automate-operations-and/ba-p/6477668#.VDc4c0gyBmk" rel="nofollow">Orchestrated Datacenter</a> — that is, a data center with IT workflows that have been automated across the full stack, thereby saving money while boosting speed, quality, consistency, and agility.</p><p>Automating small segments that don’t span from one end of a process to the other brings less-than-optimal value. Instead of focusing on components and “piece-parts,” IT should focus on services and service delivery. There are great benefits when you automate the service lifecycle, from freeing data from silos to improving IT’s bottom line. So how should you start?</p><p><strong>Event management and change management</strong></p><p>Before undertaking an automation project, I advise customers to figure out where they have constraints. Considering IT as a value chain is a great way to discover where IT is hobbled (see the <a href="https://collaboration.opengroup.org/forums/it4it/" rel="nofollow">Open Group IT4IT Consortium</a> for more on the value chain concept). The end-to-end IT value chain includes these value streams:</p><ul><li>Strategy to portfolio: Plan</li><li>Requirement to deploy: Build</li><li>Request to fulfill: Deliver</li><li>Detect to correct: Run or operate</li></ul><p>The Orchestrated Datacenter makes its greatest gains in agility and efficiency when it can open bottlenecks in two key value streams, so that’s where I tell customers to start.</p><p><strong>Event management and the detect-to-correct value stream</strong></p><p>Automation around event management optimizes the detect-to-correct value stream. How do you automatically correct an alert on the infrastructure supporting a business application that’s part of a critical service? How do you detect events and correct them quickly enough so that the service isn’t affected and the business isn’t impacted?</p><p>You detect errors in the infrastructure with event management and then automatically fix them using the closed-loop incident process, thereby solving the problem before it goes to the service desk. Doing this provides three benefits:</p><ul><li>Provide a better customer experience</li><li>Mitigate risk of downtime/service outage and meet service levels customers demand</li><li>Work <em>with </em>the business to keep services healthy and revenue on track</li></ul><p><strong>Change management and the request-to-fulfill value stream</strong></p><p>Traditionally a bottleneck, change management falls under the request-to-fulfill value stream. Here, you want to automate resource pooling and scaling so that applications and services run smoothly — especially in the cloud. When an end-user or service owner makes a request then waits for IT to fulfill it, an imposed approval step often causes a delay. In an Orchestrated Datacenter, the request is automatically fulfilled using a pre-approved change that doesn’t require human intervention, yet still meets service-level quality and consistency.</p><p><strong>The value of service health data</strong></p><p>Automating these value streams gives IT an end-to-end view of the data used to manage service health. With that data in an automated chain, you can report metrics to business service owners. You can show the transactions against the service and how quickly were they completed; where transactions originated; the original requester; total usage; and service health’s effect on business revenue. Then you can leverage this data to optimize further.</p><p>Automation shifts an organization into working differently. HPSW sees it as ushering in a new style of service delivery. Automating service delivery helps IT provide a new type of value to business service owners with increased customer satisfaction at lower costs. And this new style of IT keeps IT in business and gives them time to focus on innovation </p><p>To learn more, check out the <a href="http://hpsw.co/i7RCs23" rel="nofollow">HP Toolkit for Implementing Automation</a> (registration required).</p> https://www.enterprisecioforum.com/en/blogs/louiseng/automation-hub-%E2%80%98orchestrated-datacenter%E2%80%99#comments Business Issues Services Blog-post Automation cloud automation detect to correct IT Value Chain ITSM Orchestrated Datacenter request to fulfill Mon, 27 Oct 2014 20:10:32 +0000 Louiseng 10641 at https://www.enterprisecioforum.com Five questions the board might ask the CIO about the cloud https://www.enterprisecioforum.com/en/blogs/jdodge/five-questions-board-might-ask-cio-about <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Selling the cloud to the C suite and board </div> </div> </div> <p>When I saw the headline "Selling the cloud to the board," I immediately wanted to share the story. After all, a big part of a CIO's job is selling their agenda to the board...or the C suite or a budget committee.</p> <p>This <a href="http://www.cio.com.au/article/558241/selling-cloud-board/">CIO.com Australia case study</a> about why car sales lead company <a href="http://www.carsales.com.au/">carsales.com.au</a>&nbsp;moved to the cloud has several insights, but it left me wanting more. The story primarily address the board's questions about what if it's public cloud went down.</p> <p>After all, that's where all the sales leads came from that it pipelines to card dealers (it also does boats and farm equipment). Cloud downtime means loss of revenue.</p> <p>What do board members want to know about the cloud? Do they care about the cloud? Should they?</p> <p>GigaOm <a href="http://research.gigaom.com/analyst/tim-crawford/http://research.gigaom.com/analyst/tim-crawford/">analyst Tim Crawford</a> argued <a href="http://research.gigaom.com/2014/08/cloud-is-now-a-boardroom-discussion-and-more-are-requesting-cio-adoption/">in a recent post</a>&nbsp;that the cloud is probably not a boardroom topic, but that doesn't mean board members are ignoring the cloud. &nbsp;</p> <blockquote> <p>"<span>Is the boardroom the right place to discuss a company’s wholesale cloud adoption? Probably not. Cloud does present the single largest lever for the CIO to help catapult the company forward," Crawford writes. "<span>The board of directors asking about cloud should not be a surprise. In many ways, cloud represents a wide range of solutions to a quickly changing landscape. Conceptually, cloud is a broad solution to a number of problems. So, why should the board of directors not be interested in it?&nbsp;</span></span></p> </blockquote> <p><span style="line-height: 1.4em;">So I tried to put myself in the shoes of a board member/tech neophyte and wondered what I might ask the CEO or maybe even the CIO about the cloud. Here's the questions I would anticipate getting from board members.&nbsp;</span></p> <p><span style="line-height: 1.4em;">1) What is this cloud thing we keep hearing and can it help us?</span></p> <p><span style="line-height: 1.4em;">2) Are we missing out and what are our rivals doing about the cloud?</span></p> <p><span style="line-height: 1.4em;">3) I noticed our growth is slowing and that expenses are rising. Can the cloud accelerate growth and lowers our costs?</span></p> <p><span style="line-height: 1.4em;">4) Is the cloud a business we should be in?</span></p> <p><span style="line-height: 1.4em;">5) Is the cloud safe? Is our data safe? Are our customers safe? What is our responsibility as a board if we move to the cloud?</span></p> <p><span style="line-height: 1.4em;">A CIO prepared to answer these questions will probably fare quite well. What do you think th board wants to know about the cloud?</span></p> <p><span style="line-height: 1.4em;">Follow <a href="http://www.twitter.com/ecioforum">@ECIOforum</a> and <a href="http://www.twitter.com/thedodgeretort">@Thedodgeretort</a> on Twitter&nbsp;</span></p> <p><span style="line-height: 1.4em;">&nbsp;</span></p> https://www.enterprisecioforum.com/en/blogs/jdodge/five-questions-board-might-ask-cio-about#comments CIO Leadership Cloud Blog-post CIO Data center IT private cloud public cloud Security Mon, 27 Oct 2014 17:40:59 +0000 jdodge 10631 at https://www.enterprisecioforum.com Six 'Need To Know' Cyber Security Statistics https://www.enterprisecioforum.com/en/blogs/ksenie/six-need-know-cyber-security-statistics <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> From the average cost per company lost, to the number of cyber security victims per day. </div> </div> </div> <p>It’s Halloween, and the end of <a href="http://www.staysafeonline.org/ncsam/about" target="_blank" rel="nofollow">National Cyber Security Awareness Month (NCSAM)</a>. And we here at IDG and the Enterprise CIO Forum would like to end October leaving you with six ‘spooky’ cyber security statistics.</p><p>Take a look below.</p><p>1. “U.S. companies reported an average of $12.7 million in losses to cyber crime in 2014.” <a href="https://www.brighttalk.com/webcast/7477/125713" target="_blank" rel="nofollow">Ponemon Cost of Cyber Crime Study</a><br />2. “A survey of 60 United States companies found that most were experiencing MORE THAN ONE cyber attack method. Top three were viruses, worms and Trojans; malware; and botnets.” <a href="http://www.hp.com/make-it-matter/us/en/cyber-security.html#play" target="_blank" rel="nofollow">Make It Matter</a><br />3. “40 million credit and debit card numbers were stolen from Target between November 27, 2013 and December 15, 2013.” <a href="http://krebsonsecurity.com/2014/05/the-target-breach-by-the-numbers/" target="_blank" rel="nofollow">Krebs On Security</a><br />4. “There are 1.5 million cyber security victims per day.” <a href="http://staysafeonline.org/ncsam/resources/anniversary-national-cyber-security-awareness-month-infographic" target="_blank" rel="nofollow">Stay Safe Online</a><br />5. “Investments in information security budgets declined 4% over 2013.” <a href="http://www.pwc.com/gx/en/consulting-services/information-security-survey/key-findings.jhtml" target="_blank" rel="nofollow">The Global State of Information Security Survey</a><br />6. And yet, “73% of IT professionals surveyed believe their organization is safe from security threats.” <a href="http://www.forbes.com/sites/benkepes/2014/03/04/security-statistics-show-that-we-need-to-reinvent-enterprise-it/" target="_blank" rel="nofollow">Ben Kepes, Forbes</a></p><p>Have a safe and happy Halloween!</p><p>Image Credit:&nbsp;<a href="http://www.informationsecuritybuzz.com/executives-lack-confidence-in-their-cyber-security/" target="_blank" rel="nofollow">http://www.informationsecuritybuzz.com/executives-lack-confidence-in-their-cyber-security/</a></p> https://www.enterprisecioforum.com/en/blogs/ksenie/six-need-know-cyber-security-statistics#comments Business Issues CIO Leadership Security Blog-post Cyber security Enterprise security national cyber security awareness month Mon, 27 Oct 2014 15:22:18 +0000 ksenie 10626 at https://www.enterprisecioforum.com Why Business Intelligence is Key for Competitive Advantage Infographic https://www.enterprisecioforum.com/en/blogs/kirkkerr/why-business-intelligence-key-competitiv <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> An overview of the use of business intelligence to gain an edge. </div> </div> </div> <p>In today's ultra-competitive market, it is more important than ever to differentiate your offering from the competition. Knowing what your competitors are doing and how to make your offering unique, is vital to a business' long-term success.&nbsp;</p><p>This infographic by&nbsp;<a href="https://cisonline.bu.edu/" rel="nofollow">Boston University’s online Master of Science in Computer Information Systems</a>&nbsp;program outlines the importance of competitive intelligence in today's crowded market.&nbsp;</p><p>Image Source:&nbsp;<a href="https://cisonline.bu.edu/news-resources/why-business-intelligence-is-key-for-competitive-advantage/" target="_blank" rel="nofollow">https://cisonline.bu.edu/news-resources/why-business-intelligence-is-key-for-competitive-advantage/</a></p><p>&nbsp;</p><p><img src="https://cisonline.bu.edu/wp-content/uploads/2014/06/BU-BusinessIntelligence-Is-Key.jpg" alt="BU-BusinessIntelligence-Is-Key" width="600" height="3840" /></p><h3>&nbsp;</h3> https://www.enterprisecioforum.com/en/blogs/kirkkerr/why-business-intelligence-key-competitiv#comments Business Issues CIO Leadership Big Data Blog-post business acumen Business Agility Competitive Intelligence Fri, 24 Oct 2014 16:49:54 +0000 kirkkerr 10611 at https://www.enterprisecioforum.com How to get SaaS benefits in a more complex software environment https://www.enterprisecioforum.com/en/blogs/michael-garrett/how-get-saas-benefits-more-complex-softw <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Here are 3 signs that your enterprise has outgrown basic SaaS </div> </div> </div> <p>I’ve written before about new developments we’re seeing in the software as a service (SaaS) market (“<a href="http://www.enterprisecioforum.com/en/blogs/michael-garrett/2-things-it-must-do-take-advantage-saas" rel="nofollow">2 things IT must do to take advantage of SaaS</a>”). In talking with customers, we’re finding that their needs are often going beyond basic SaaS.</p><p>These customers are looking for certain SaaS benefits, such as pay-per-use and subscription pricing, but may also have requirements best provided by on-premise HP Software products. They’re looking for flexibility and cost predictability that you get with SaaS, but with a more complex software solution than you get with basic SaaS.</p><p><strong>Ready for a new consumption model?</strong></p><p>HP Software Professional Services has been working to develop offerings where the customer is charged a pay-per-use monthly price that includes the software product, plus customisation, and may include migration, adoption, and onboarding—for SaaS or on-premise implementations. These new models work when you need something more than a typical SaaS implementation.</p><p>Here are 3 signs that you’re ready to graduate from basic SaaS:</p><p><strong>1. Scale.</strong> Large organisations typically have more complex environments than a departmental or smaller organization. When you get into big numbers—say 10,000-plus users—scale drives more complex requirements out of the gate. Scale drives the need for cost predictability, which makes the pay-per-use model very attractive especially at larger volumes where costs like ongoing management and maintenance can be unpredictable.</p><p><strong>2. Maturity. </strong>For customers at lower maturity a SaaS product might be a sufficient answer. It provides an out-of-the-box, base level of functionality. But if you’re a more mature customer, you have needs that are more advanced than an out-of-the-box option. A more mature customer also has a broader set of KPIs to manage against. For instance, maybe you’re trying to manage incidents or tickets for SLAs across multiple suppliers. Or your service desk might be measured on KPIs for incident resolution and time to respond. An organisation at a lower maturity may not even be at this point. (I’ll write more about maturity in my next post.)</p><p><strong>3. Flexibility and agility requirements.</strong> Many customers are looking for some kind of flex up-flex down capacity, particularly around testing services. So you might have spikes in testing because of a new app release, and you need extra scale and resources. We can provide this on top of our products—for example, giving you X number of applications that are quality performance tested at a pay-per-use cost. Or we can customise a price per number of apps or a price per number of tests performed. So you’re determining the right testing metric, as well as the SLAs to meet. We can provide performance testing as a service on top of the <a href="http://www8.hp.com/us/en/software-solutions/performance-center-testing/index.html" rel="nofollow">HP Performance Center</a> SaaS product or the on-premise product.</p><p>As I wrote in my previous post, these new models can help you drive significant cost savings. But you need a few prerequisites in place to make the most of them. I’ll write about these success factors in my next post.</p> https://www.enterprisecioforum.com/en/blogs/michael-garrett/how-get-saas-benefits-more-complex-softw#comments Business Issues Services Blog-post HP Service Anywhere HP Service Manager HP Software Professional Services IT Strategy SaaS Fri, 24 Oct 2014 16:35:41 +0000 Michael Garrett 10606 at https://www.enterprisecioforum.com The Future of Mobile Application Infographic https://www.enterprisecioforum.com/en/blogs/kirkkerr/future-mobile-application-infographic <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> As the use of smart phones and devices increases, as does the demand for mobile apps and mobile developers. </div> </div> </div> <p>Part of being an effective CIO is harnessing innovation and leveraging technology to reach consumers. In today's day and age, this means mobile technology. As smart phone usage grows and consumers are increasingly innundated with live data and advertisements, the importance of using mobile technology effectively has grown. As a result, the demand for quality mobile developers has skyrocketed.&nbsp;This Infographic by the&nbsp;<a href="http://businessdegrees.uab.edu/mis-degree/masters/" target="_blank" rel="nofollow">University of Alabama at Birmingham’s Online Masters in Management Information Systems</a>&nbsp;details the future of mobile app development.</p><p>Image Source:&nbsp;<a href="http://businessdegrees.uab.edu/resources/infographic/the-future-of-mobile-application/" target="_blank" rel="nofollow">http://businessdegrees.uab.edu/resources/infographic/the-future-of-mobile-application/</a></p><p><img src="http://businessdegrees.uab.edu/wp-content/uploads/2014/08/The-Future-Mobile-Application-Edit1.jpg" alt="The-Future-Mobile-Application" width="600" height="3840" /></p><p>&nbsp;</p> https://www.enterprisecioforum.com/en/blogs/kirkkerr/future-mobile-application-infographic#comments Technology Applications Big Data IT Performance Mobility Blog-post android app development Apple mobile technology Fri, 24 Oct 2014 15:40:00 +0000 kirkkerr 10601 at https://www.enterprisecioforum.com Launching a Software Security Assurance Program - What does it take? https://www.enterprisecioforum.com/en/blogs/danschulte/launching-software-security-assurance-pr <p>It continues to surprise me when speaking to firms that have otherwise mature information security programs but haven’t stood up a <a href="http://en.wikipedia.org/wiki/Software_security_assurance" rel="nofollow">software security assurance</a> function within their organizations. This is especially surprising given the prevalence of <a href="http://www8.hp.com/h20195/v2/GetPDF.aspx%2F4AA5-0858ENW.pdf" rel="nofollow">attacks exploiting application security weaknesses</a>. Granted, funding is required and establishing a capability is not easy to do. However, I feel it’s almost negligent if you don’t do so in today’s threat environment. &nbsp;In this post I’m going to share the steps we took at my previous firm to establish a software security assurance program and share some resources that can help. The Fortify team, <a href="http://www8.hp.com/us/en/software-solutions/enterprise-security.html" rel="nofollow">ESS</a>, and our Partners all have excellent professional application security services. We recommend the use of these services whenever a client is setting up their program.</p><p>The first step is establishing a <a href="https://buildsecurityin.us-cert.gov/articles/knowledge/business-case-models/making-the-business-case-software-assurance" rel="nofollow">business case to justify establishment of a software security assurance program</a>:</p><p>Business case: To get things started, we did the classic current state vs. target state assessment using the Cigital <a href="http://www.google.com/url?sa=t&amp;rct=j&amp;q=&amp;esrc=s&amp;frm=1&amp;source=web&amp;cd=1&amp;ved=0CCAQFjAA&amp;url=http%3A%2F%2Fwww.bsimm.com%2F&amp;ei=un1BVJvFFcPJggTp7YEY&amp;usg=AFQjCNFjIxyYGF2y29TcuINVvbXZkiJsvQ&amp;sig2=p7P-_HtIEH2Voo3k43RkOg&amp;bvm=bv.77648437,d.eXY" rel="nofollow">Build Security In Maturity Model (BSIMM)</a> to baseline our existing capabilities against the BSIMM best practice activities and what our peers were doing in the financial sector. This independent assessment enabled us to show the gaps to management and focus our funding request on taking steps to close those gaps. For the initial year, we secured funding to establish a Center of Excellence as a project (not Base budget), giving us time to demonstrate the value. Key to success was having a CIO that was supportive and helped “find the funds” to jumpstart the CoE. The following year we secured Base funding for the program – a major step to ensuring continuation of the program services.</p><p>Establishing a software security assurance CoE/program, like most functions, requires properly skilled staff, supporting processes, as well as technology.</p><p>Staffing: We initially pitched bringing a static code analysis tool in-house for use by developers. However, the CIO had plans to outsource a good portion of custom app development, so we went with a managed service, though we kept the code on-prem. We established a hybrid team of consultants and FTEs. Staffing these positions can be difficult given the highly specialized nature of the roles. I was lucky in that I had built a software assurance practice at Booz Allen and was able to pull some of those folks over to the team. Raising awareness of software security best practices, requirements, and available services is essential. We applied a multi-pronged approach by having CBTs (foundation training was required for developers), monthly stand-up training, and even executive level training. We also leveraged a tool developers could use in their DVEs. It was like a spell checker for software security coding best practices.</p><p>Processes: We wanted the processes around static code reviews to be as painless as possible for the development teams (the findings were going to be painful enough!). We already had a mature, in-house Web application penetration testing team and could piggyback/augment their basic dev team engagement model, reporting and metrics. The firm as a whole was also formalizing their SDLC standard and architecture governance processes. We integrated security activities into the SDLC standard, got security architecture representation on the ARB. We also ultimately produced a secure software development standard and supporting guideline. It took several years to get these processes in place. Metrics and reporting proved to be an on-going challenge. Application vulnerability assessment was risk based and change based vs. time based. An early lifecycle task for app projects was for them to complete a risk questionnaire that would help determine which security activities, like static code analysis, would be required. We didn’t take on legacy custom apps that weren’t undergoing a release. Yes, I agree that it would be best to do so, but you need the funds and ability to address the findings to take that on.</p><p>Technology: The CoE and then the Information Security program paid for the SAST and DAST tools. We already had <a href="http://www8.hp.com/us/en/software-solutions/enterprise-security.html" rel="nofollow">HP WebInspect</a> in use by the Web app pen test team. We outsourced our static code analysis for custom and COTS products. If we had charged the business units for tools or consumption of the tools, we would have had much higher resistance and slower adoption. Having a code scanning service also shortened the initiation of the code scanning service and helped us control quality.</p><p>Conclusion: Just like establishing a SOC, a software security assurance program is a journey that’ll take years to bring to full maturity. Clients can take advantage of <a href="http://www8.hp.com/us/en/software-solutions/application-security-testing/" rel="nofollow">FoD</a>, <a href="http://www8.hp.com/us/en/software-solutions/appdefender-application-self-protection/" rel="nofollow">AppDefender</a> and other tools/services to accelerate the rollout of the capability, but it still will take dedicated, qualified staff, supporting processes, and properly applied technology to be successful. Taking that first step is sometimes the hardest. Hopefully this can help you with your clients that are hesitant in doing so.</p><p>References:</p><p>OWASP <a href="https://www.owasp.org/images/d/d6/Owasp-ciso-guide.pdf" rel="nofollow">Application Security Guide for CISOs</a> – Part 1 is about why orgs should invest in application security and is full of information helpful in establishing a business case. Part 3 includes approaches to establishing a program, including a gap analysis against a maturity model. Part 4 includes recommendations on metrics. I strongly recommend leveraging this guide with your clients.</p><p>The DHS Software Assurance program sponsored the development of a <a href="https://buildsecurityin.us-cert.gov/resources/dhs-software-assurance-resources/software-assurance-cbk-principles-organization" rel="nofollow">Common Body of Knowledge (CBK)</a> for the domain. Useful when trying to understand what resources should know in order to support a program.</p><p>The OWASP <a href="https://www.owasp.org/images/5/58/OWASP_ASVS_Version_2.pdf" rel="nofollow">Application Security Verification Standard (ASVS)</a> and the <a href="https://www.owasp.org/images/5/52/OWASP_Testing_Guide_v4.pdf" rel="nofollow">Testing Guide</a> were both updated in 2014 and are very helpful in setting up processes for testing applications for security.&nbsp;</p><p>In July, the Institute for Defense Analysis (IDA) released the <em><a href="http://www.acq.osd.mil/se/docs/P-5061-software-soar-mobility-Final-Full-Doc-20140716.pdf" rel="nofollow">State-for-the-Art Resources (SOAR) for Software Vulnerability Detection, Test, and Evaluation</a></em>. It defines and describes the overall process for selecting and using appropriate analysis tools and techniques for evaluating software for software (security) assurance. In particular, it identifies types of tools and techniques available for evaluating software, as well as the technical objectives those tools and techniques can meet. A key thing that it does is make clear that in most cases you need to use a variety of different tools if you are trying to evaluate software (e.g., to find software security weaknesses). IDA also provides a useful <a href="http://www.acq.osd.mil/se/docs/P-5061-AppendixE-soar-sw-matrix-v9-mobility.xlsx" rel="nofollow">Appendix</a> that includes an extensive matrix comparing the tool categories.</p><p>What have you found to work in getting an organization to move forward with creation of a program (other than a security incident)?</p><p>Stan Wisseman, Security Strategist Hewlett Packard</p> https://www.enterprisecioforum.com/en/blogs/danschulte/launching-software-security-assurance-pr#comments CIO Leadership Technology Applications Security Blog-post CIO CISO infosec IT Security Software Asset Management Fri, 24 Oct 2014 15:30:28 +0000 dan.schulte 10596 at https://www.enterprisecioforum.com Accounting Tools for the Digital Age Infographic https://www.enterprisecioforum.com/en/blogs/kirkkerr/accounting-tools-digital-age-infographic <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> An overview of the digital tools that have grown to be invaluable to today’s accountants and business leaders </div> </div> </div> <p>This infographic from the <a href="http://businessdegrees.uab.edu/accounting-degree/" target="_blank" rel="nofollow">University of Alabama Birmingham's online accounting program</a> covers digital accounting tools to bring your books into the digital age. With smarter technology and accounting practices, you can cut down on costs, time, and make smarter financial decisions for your company.&nbsp;</p><p>&nbsp;</p><p>Image Source:&nbsp;<a href="http://businessdegrees.uab.edu/resources/infographic/accounting-tools-for-the-digital-age/" rel="nofollow">http://businessdegrees.uab.edu/resources/infographic/accounting-tools-for-the-digital-age/</a></p><p><img width="600" height="3840" alt="Accounting-Tools-for-the-Digital-Age -2-7-13" src="http://businessdegrees.uab.edu/wp-content/uploads/2014/04/Accounting-Tools-for-the-Digital-Age-2-7-13.jpg" /></p> https://www.enterprisecioforum.com/en/blogs/kirkkerr/accounting-tools-digital-age-infographic#comments Business Issues CIO Leadership Technology Applications Blog-post accounting accounting software free accounting software Fri, 24 Oct 2014 15:07:52 +0000 kirkkerr 10591 at https://www.enterprisecioforum.com Maybe Big Data is really Dark Data https://www.enterprisecioforum.com/en/blogs/jdodge/maybe-big-data-really-dark-data <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Dark Data that&#039;s finally coming into daylight.. </div> </div> </div> <p>Our #CIOchat yesterday argued the merits of #BigData and how much traction it is getting. No one doubted its importance, but a few went back to square one by asking for a crisper definition of the term. Therein lies part of the problem: there's no universal definition for #Big Data (to me, it's analytics that looks at more data).</p><p>Regardless, we got downright metaphysical, to wit this Tweet from @katweasle (Mateen Greenway): "@<a class="_userInfoPopup _twitter" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;Oh that's a tough one, if a data element falls in a forest and no one analyses it did it happen&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>" .&nbsp;</p><p>HP Fellow Charlie Bess (@cebess) tapped into that observation, Tweeting about his 2009 post on "Dark Data. "First blogged about Dark Data back in 2009&nbsp;<a href="http://t.co/xi7ypkvfyS" rel="nofollow" target="_blank" rel="nofollow">qub.me/1E0QX4</a>&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>&nbsp;I also think Bess nailed it in this Tweet: "@<a class="_userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>&nbsp;the biggest impediments are vision and clear expectations.&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>"</p><p>Yes, it's that annoying and often-absent vision thing. If expectations are not clear, you could end up collecting data solely for it own sake. Here's&nbsp;Disney technologist Keith Barrett (@KeithBarrett). "A2 part 2. Also there's a focus on collecting all the data you can w/o knowing what you needed. It still has to be managed.&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>&nbsp;."</p><p>Below is the full&nbsp;"Dark Data" driven conversation and this is a mere a fraction of our #CIOchat hour yesterday - we had 43 participants who pumped out 298 Tweets. We chat every Thursday 2-3 p.m. ET...hashtag, #CIOchat . Join us! Check it out.</p><div id="tweet_103407831_525355347666825217" class="_message message "><div class="-messageBody"><p class="_baseTweetText _tweetText messageContent"><img class="networkAvatar isLoaded" src="https://pbs.twimg.com/profile_images/2544916053/image_normal.jpg" alt="" /><a class="_username networkName _userInfoPopup" title="katweasle" href="https://hootsuite.com/dashboard#" rel="nofollow">katweasle</a><a class="postTime _postPermalink _postTime" href="http://twitter.com/katweasle/status/525355318059233281" target="_blank" rel="nofollow">Oct 23, 2:37pm via Twitter for iPad</a></p></div></div><div id="tweet_103407831_525355318059233281" class="_message message "><div class="-messageBody"><p class="_baseTweetText _tweetText messageContent">@<a class="_userInfoPopup _twitter" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;Oh that's a tough one, if a data element falls in a forest and no one analyses it did it happen&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a></p></div><div class="-messageConversation"><div class="_previousTweets previousMessages"><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F378800000549871689%2Ff2a26a2b2354772d910cc499f5a1789f_normal.png" alt="KeithBarrett" />KeithBarrett&nbsp;A2 part 2. Also there's a focus on collecting all the data you can w/o knowing what you needed. It still has to be managed.&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:24pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" />cebess&nbsp;.@<a class="_userInfoPopup" title="KeithBarrett" href="https://hootsuite.com/dashboard#" rel="nofollow">KeithBarrett</a>&nbsp;If data is abundant, why do you think you can manage it?<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:24pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F378800000549871689%2Ff2a26a2b2354772d910cc499f5a1789f_normal.png" alt="KeithBarrett" />KeithBarrett&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;A core rule of ITIL is that you do not collect data that you do not intend to maintain&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:25pm, Oct 23 from Twitter Web Client</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" />cebess&nbsp;.@<a class="_userInfoPopup" title="KeithBarrett" href="https://hootsuite.com/dashboard#" rel="nofollow">KeithBarrett</a>&nbsp;Is that rule based in a scarcity model??&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:26pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F2544916053%2Fimage_normal.jpg" alt="katweasle" />katweasle&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;@<a class="_userInfoPopup" title="KeithBarrett" href="https://hootsuite.com/dashboard#" rel="nofollow">KeithBarrett</a>&nbsp;UK govt looking to store all phone/email data 'just in case' police need it. Don't plan to read all of it&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:28pm, Oct 23 from Twitter for iPad</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F1453344096%2FEG_normal.jpg" alt="NadhanEG" />NadhanEG&nbsp;.&nbsp;@<a class="_userInfoPopup" title="katweasle" href="https://hootsuite.com/dashboard#" rel="nofollow">katweasle</a>&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>@<a class="_userInfoPopup" title="KeithBarrett" href="https://hootsuite.com/dashboard#" rel="nofollow">KeithBarrett</a>&nbsp;Some governments may not get access to such data because of encryption&nbsp;<a class="url" href="http://t.co/VRsU8jA7q0" target="_blank" rel="nofollow">http://t.co/VRsU8jA7q0</a>&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:29pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F2544916053%2Fimage_normal.jpg" alt="katweasle" />katweasle&nbsp;@<a class="_userInfoPopup" title="NadhanEG" href="https://hootsuite.com/dashboard#" rel="nofollow">NadhanEG</a>&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>@<a class="_userInfoPopup" title="KeithBarrett" href="https://hootsuite.com/dashboard#" rel="nofollow">KeithBarrett</a>&nbsp;Ah, the eternal war between encryption and grabbing all data. Not just govts doing this&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:31pm, Oct 23 from Twitter for iPad</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" />cebess&nbsp;.@<a class="_userInfoPopup" title="katweasle" href="https://hootsuite.com/dashboard#" rel="nofollow">katweasle</a>&nbsp;all encryption can be cracked it just a matter of time and resources (with technology those can change)&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:32pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F2544916053%2Fimage_normal.jpg" alt="katweasle" />katweasle&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;Agreed so it will be a running battle between the privacy freaks and the data nudists&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:32pm, Oct 23 from Twitter for iPad</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F1453344096%2FEG_normal.jpg" alt="NadhanEG" />NadhanEG&nbsp;.&nbsp;@<a class="_userInfoPopup" title="katweasle" href="https://hootsuite.com/dashboard#" rel="nofollow">katweasle</a>&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;That is the first I heard that one -- Data Nudists<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:35pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F2544916053%2Fimage_normal.jpg" alt="katweasle" />katweasle&nbsp;@<a class="_userInfoPopup" title="NadhanEG" href="https://hootsuite.com/dashboard#" rel="nofollow">NadhanEG</a>&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;Hey, some people think all data should be visible :)&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:36pm, Oct 23 from Twitter for iPad</div><div class="_comment comment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" />cebess&nbsp;.@<a class="_userInfoPopup" title="katweasle" href="https://hootsuite.com/dashboard#" rel="nofollow">katweasle</a>&nbsp;If it is not visible, is it really data?&nbsp;<a class="_quickSearchPopup hash" title="ciochat" href="https://hootsuite.com/dashboard#" rel="nofollow">#ciochat</a>2:36pm, Oct 23 from TweetChat powered by oneQube</div><div class="_comment comment originalComment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F2544916053%2Fimage_normal.jpg" alt="katweasle" />katweasle&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;Oh that's a tough one, if a data element falls in a forest and no one analyses it did it happen&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:37pm, Oct 23 from Twitter for iPad</div><div class="_comment comment originalComment"><em>Follow <a href="http://www.twitter.com/ecioforum" rel="nofollow">@ecioforum</a> and <a href="http://www.twitter.com/thedodgeretort" rel="nofollow">@thedodgeretort</a> on Twtter.</em></div></div></div></div><p>&nbsp;</p> https://www.enterprisecioforum.com/en/blogs/jdodge/maybe-big-data-really-dark-data#comments Technology Big Data Blog-post analytics Big Data CIO Cloud IT Fri, 24 Oct 2014 14:11:20 +0000 jdodge 10586 at https://www.enterprisecioforum.com Enterprises turn to Big Data to safeguard their brands, boost customer confidence https://www.enterprisecioforum.com/en/blogs/gary-moloney/enterprises-turn-big-data-safeguard-thei <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> More accurate operational, supply chain, and marketplace insights bolster your bottom line </div> </div> </div> <p>At the summit of Big Data analytics lies a truly holistic view of your products. Enterprises that can see how their products are performing in both the supply chain and in the marketplace can get a more realistic sense of performance while protecting brand integrity. To achieve this, supply chain and operations must be able to measure against performance goals and gain a level of visibility into supply chain integrity that ensures counterfeit goods aren’t being sold on the black market or funneled into gray markets. Congruently, marketers need to know how their promotions are received in the marketplace as well as where and how customers are finding their products.</p><p>That was the idea when we created <a href="http://www8.hp.com/us/en/software-solutions/software.html?compURI=1331796#tab=TAB1" target="_blank" rel="nofollow">Global Product Authentication Service</a> (HP GPAS): Counterfeit products spell trouble for your customers and your brand; customers need — and want — to be assured that what they’re buying is genuine. At the same time, your enterprise needs an easy way to peer into your supply chain and find weaknesses. There’s a lot of talk about the Internet of Things (IoT) and using Big Data to change how consumers and brands interact; HP is making it a reality today. HP’s cloud-based service empowers brands and their customers, as enterprises are able to tag and identify individual products, and customers can verify merchandise using a mobile device.</p><p><strong>3 ways GPAS can change your business</strong></p><p>We’re taking GPAS to the next level, integrating these capabilities with HP’s HAVEn Big Data platform. By adding the real-time Big Data <a href="http://www.vertica.com/" target="_blank" rel="nofollow">analytic power of Vertica</a> to GPAS, you gain insight into three key areas that can make a difference in your business:</p><ul><li><strong>Customer interactions with the product:</strong> Leveraging <a href="http://www.autonomy.com/work/news/details/hxifksr8" rel="nofollow"><strong>HP Product &amp; Consumer Engagement Analytics</strong></a> provides a holistic view of customer interactions. You’ll see where customers interact with your product and what marketing initiatives and social media they are engaging with. Imagine having an easy way for customers to enter into loyalty, sweepstakes, or warranty programs.</li></ul><ul><li><strong>Supply chain operations:</strong> Do you know how your supply chain actually stacks up operationally against KPIs? Where are your performance issues and hot spots? With GPAS, you can expose operational data about your supply chain to a real-time Big Data platform, and gain insights into how you’re really performing using <strong><a href="https://supply-chain.org/7/f/1-Analytics%20in%20the%20HP%20Supply%20Chain.pdf" rel="nofollow">HP Supply Chain Analytics</a>.</strong></li></ul><ul><li><strong>Product authentication:</strong> From pharmaceuticals to luxury products, counterfeiting and gray-market goods tarnish brands. Not only do counterfeits harm your brand and bottom line, they can physically harm your customers. <a href="http://www8.hp.com/us/en/software-solutions/product-authentication-anti-counterfeit-services/" rel="nofollow"><strong>HP Brand Protection &amp; Anti-Counterfeit Analytics</strong> </a>foil this threat. &nbsp;&nbsp;&nbsp;</li></ul><p>Because you access <a href="http://www8.hp.com/us/en/software-solutions/big-data-platform-haven/" rel="nofollow">HP’s HAVEn Big Data</a> platform through the cloud as a service, you don’t need to build up in-house data science and analytics teams. GPAS services allow SMEs within the business to ask questions about specific business problems and get answers without help from data scientists. You don’t have to implement HP Vertica to solve discrete problems that can make a difference to your business — and you can solve those problems faster than you can with a traditional Big Data project.</p><p>If you’re interested in learning more about GPAS solutions, I invite you to contact me directly at <a href="mailto:gary.moloney@hp.com" target="_blank" rel="nofollow">gary.moloney@hp.com</a>, or visit the <a href="http://www8.hp.com/us/en/software-solutions/software.html?compURI=1331796#tab=TAB1" target="_blank" rel="nofollow">GPAS website</a>.</p> https://www.enterprisecioforum.com/en/blogs/gary-moloney/enterprises-turn-big-data-safeguard-thei#comments Business Issues Big Data Blog-post Big Data GPAS HAVEn HP Global Product Authentication Service HP Software Professional Services HP Vertica Thu, 23 Oct 2014 22:56:05 +0000 Gary Moloney 10581 at https://www.enterprisecioforum.com How to Put Smart Advertising on Smartwatches https://www.enterprisecioforum.com/en/blogs/shekhardeo/how-put-smart-advertising-smartwatches <p>Media hype about the pending release of the Apple Watch has created a new conundrum for advertisers – namely, how to advertise effectively on the miniature face of a smartwatch. This is no simple challenge.</p><p>A smartwatch is a highly personal device that gets displayed on one’s wrist throughout the day. This is critical because the Apple Watch is worn on a consumer’s body, not carried in a pocket or purse. Therefore, it will require a more personalized approach to advertising.</p><p>Not so long ago, marketers were forced to develop smaller ad formats that fit onto smartphones rather than desktop computer screens. The smaller form factor was extremely convenient for users, yet it presented problems for marketers trying to get their messages across. Imagine how much harder it will be to convey a clear message on a two-inch-wide watch face!</p><p>This challenge must be solved because mobile ads will continue to gobble up an ever-larger share of spending for digital marketing. And, due to their easy accessibility, smartwatches are likely to grab a considerable share of computing time away from smartphones.</p><p>In just the past three years, adults in the U.S. have nearly quadrupled their daily use of mobile devices, from 48 minutes per day in 2011 to 2 hours, 51 minutes in 2014, according to eMarketer. This shift to mobile advertising marks an important breakthrough by enabling advertisers to forge closer relations with consumers, because unlike TV sets, people carry their smartphones with them wherever they go.</p><p>The shift away from PCs and toward mobile ads is forcing marketers to engage with consumers who juggle their attention spans throughout the day across TVs, PCs, laptops, smartphones, tablets – and now wearable devices too. Marketers can no longer simply target campaigns for a particular device or media format. Now each message must be developed for every type of device and advertising channel.</p><p>Due to the miniscule size of smartwatches, it seems likely that advertising on such wearables will serve a supplementary role that augments smartphone ads, rather than replacing them. It will be more effective if notices on the watch are linked back to associated ads that reside on the phone,</p><p>In some sense, the watch will then become a kind of alert center that notifies users about special offers they can access on their phone screens, such as discounts for an oil change just as consumers pull into the car dealership for a tune-up.</p><p>The real utility of the Apple Watch will involve its capacity for consumers to quickly check all their notifications, events, locations, and personal activities with a quick glance at their wrists, or by communicating to the watch directly through voice commands or simple touch interactions.</p><p>Software developers will use WatchKit, a development platform for the Apple Watch, to build compelling new apps in such areas as health, entertainment, gaming and messaging. However, ads that worked well on the smartphone will now be too large for the Apple Watch.</p><p>Consumer sentiments are sure to change from viewing miniature ads on the faces of their smartwatches. The precise format for smartwatch advertising has not yet emerged, but it will clearly require some optimization technology to personalize the mobile content and drive deeper consumer engagement.</p><p>Obviously, mobile advertising strategies must be adapted for smartwatches. Advertisers will need to understand the boundaries where such ads cross over from being helpful and entertaining to being just downright intrusive. This shift will require creative new formats in order for smart ads to finally succeed on smartwatches.</p> https://www.enterprisecioforum.com/en/blogs/shekhardeo/how-put-smart-advertising-smartwatches#comments Technology Applications Mobility Blog-post advertising Apple Apple watch Mobile mobile advertising Wearables Thu, 23 Oct 2014 19:03:41 +0000 shekhardeo 10576 at https://www.enterprisecioforum.com The most common reasons that prevent IT to reach full potential – 1st: Do you know your process? https://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/most-common-reasons-prevent-it-reach-ful <p>In this series of posts I’m going to share with you what are the most common reasons (from my point of view) that prevent IT departments in most companies to reach their full potential and to become an integral part of the company’s value chain. I’m also going to do it in a way that it will be helpful for others (at least I believe so) and to explain non IT managers those reasons.</p><p>&nbsp;</p><p><a href="http://friedkincompaniescio.com/2014/10/22/the-most-common-reasons-that-prevent-it-to-reach-full-potential-1st-do-you-know-your-process/" title="http://friedkincompaniescio.com/2014/10/22/the-most-common-reasons-that-prevent-it-to-reach-full-potential-1st-do-you-know-your-process/" rel="nofollow">http://friedkincompaniescio.com/2014/10/22/the-most-common-reasons-that-...</a></p> https://www.enterprisecioforum.com/en/blogs/friedkin-companies-cio/most-common-reasons-prevent-it-reach-ful#comments CIO Leadership IT Performance Blog-post Thu, 23 Oct 2014 17:06:26 +0000 Friedkin Companies CIO 10571 at https://www.enterprisecioforum.com Living IT in the modern digital economy https://www.enterprisecioforum.com/en/blogs/rickblaisdell/living-it-modern-digital-economy <p>I recently had a discussion with Chris Keene from BMC. &nbsp;Chris is president of the Data Center Automation and Cloud Management product line. &nbsp;We shared common thoughts around the challenges enterprise businesses have with compliance and managing infrastructure.</p><p>Early this month the BMC team unveiled a new strategic initiative called&nbsp;<a href="http://www.bmc.com/news/press-releases/2014/Putting-People-at-the-Heart-of-IT-BMC-Unveils-Living-IT-Strategic-Initiative.html?c=n" rel="external nofollow" rel="nofollow">&nbsp;“Living IT”</a>&nbsp;with a new look and a blend of new products and initiatives that put people at the center of IT and enable business leaders to&nbsp;<strong>drive digital transformation</strong>. As you know, I am all for supporting this type of initiatives and innovations, so let me tell you more about it, and you decide if this is something worth checking out.</p><p>The “Living IT” initiative seeks to create an entirely new technology experience for employees and IT managers through smart social and collaboration tools that enhance productivity, simplify administrative tasks and enable digital services, directly engaging customers, partners and stakeholders. By matching technology to human behavior in this way, the BMC team plans to help companies&nbsp;<strong>bring IT to life</strong>&nbsp;by enhancing their existing systems, driving agility and speed, and creating greater customer value. This new strategy promises a lot of benefits, and would surely empower businesses of all sizes if it proves successful.</p><p>The Living IT initiative is rooted in a project launched in 2012 designed to re-think how IT management software works and create new approaches to solving modern IT challenges. “<em>In today’s market, companies need to rapidly transform their business models and technology systems to better compete. People are at the heart of that change. &nbsp;Our new solutions will enable customers to innovate faster, automate more, and better manage cost and complexity in an incredibly dynamic world</em>,” said Bob Beauchamp, BMC’s chairman and CEO.</p><p>In support of Living IT, the BMC team also launched several new products and methodologies designed to help IT accelerate digital innovation and “industrialize” core IT operations. You can check them all out, but here’s the one that caught my attention:</p><p><strong>Automation Passport&nbsp;</strong>is the industry’s first best practices methodology for using automation to transform the business value of IT. Basically, Automation Passport is a new automation framework that offers the tools to develop custom automation roadmaps, guidelines to maximize automation value, and access to BMC’s new Automation Center of Excellence laboratory. Until now, the users of this solution have seen excellent business results, including:</p><ul><li>5 times faster release of applications</li><li>3 times improvement in IT infrastructure cost</li><li>10 times reduction in the time required to resolve critical compliance and security issues</li></ul><p>Since its inception, BMC has invested more than $11 billion in research and development as well as grown to approximately 6,000 employees who support more than 20,000 customers across the globe. I personally think these numbers speak for their experience, so make sure to consider Living IT for your digital strategy.</p><p>Photo credit:&nbsp;https://www.flickr.com/photos/125303894@N06/14408938623/</p> https://www.enterprisecioforum.com/en/blogs/rickblaisdell/living-it-modern-digital-economy#comments Technology IT Performance Blog-post cloud computing digital business digital strategy Thu, 23 Oct 2014 15:00:11 +0000 RickBlaisdell 10566 at https://www.enterprisecioforum.com Six Barriers To Cloud https://www.enterprisecioforum.com/en/article/six-barriers-cloud-1 <p>Interest in the cloud is sky-high. You understand that “the cloud” can help your business become more agile, cost-effective, and innovative. In fact, your business is probably among the 81 percent of businesses that expect to deploy cloud architecture in the next five years.</p><p>Despite the potential benefits, your considerable concerns may delay or even stop you from adopting cloud in your own business today. If so, you’re not alone: only 10 percent of businesses have deployed a private cloud&nbsp;even fewer have been able to achieve a hybrid cloud.</p><p>Frost and Sullivan looks at six common objections to the cloud and how the right converged cloud system can overcome them.</p><div class="field field-type-link field-field-link"> <div class="field-items"> <div class="field-item odd"> <a href="http://www8.hp.com/h20195/V2/GetDocument.aspx?docname=4AA4-9907ENW&amp;cc=us&amp;lc=en" target="_blank" class="hp_content_link">Click for Frost &amp; Sullivan Report</a> </div> </div> </div> https://www.enterprisecioforum.com/en/article/six-barriers-cloud-1#comments Technology Cloud Converged Infrastructure HP Content cloud computing Converged Infrastructure Technical Thu, 23 Oct 2014 13:15:39 +0000 crbrowning 10561 at https://www.enterprisecioforum.com How the Internet of Things can improve IT’s automation efforts https://www.enterprisecioforum.com/en/blogs/kvdbrink/how-internet-things-can-improve-it%E2%80%99s-aut <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Big Data can ease the burden of discovering, managing configurations </div> </div> </div> <p>My previous post explored how taking <a href="http://www.enterprisecioforum.com/en/blogs/kvdbrink/big-picture-mind-set-drives-automation-v" rel="nofollow">a big-picture approach to automation</a> can eliminate waste and drive value. Likewise, discovering and managing your configurations more effectively can save your IT organization time and money.</p><p>Unless your organization is an exception to the rule, discovery is a big hurdle for IT. I often find that, as a result of human error, organizations are woefully inadequate at discovering and managing configurations, in spite of having plenty of useful tools on hand.</p><p>It would be nice if you could apply lean principles here: If you’re doing something that’s not adding value, you simply stop doing it. But discovery and configuration management aren’t optional — they’re required, because there’re no way to maintain a huge number of configuration items manually. So how can we improve the process?</p><p><strong>Use Big Data to tackle configuration management</strong></p><p>IT should look to the Internet of Things (IoT) for a better solution to the discovery problem. IoT allows a variety of smart devices (from refrigerators to airplane engines) to beam useful, actionable data to the Internet using individual IP addresses. Not long ago, that would have been far too much data to process. Today, solutions such as HP’s <a href="http://www8.hp.com/us/en/software-solutions/big-data-platform-haven.html?jumpid=va_r11374_us/en/large/eb/go_HAVEn" target="_blank" rel="nofollow">HAVEn Big Data platform</a> can store a tremendous amount of data and still make sense of it.</p><p>Imagine applying IoT to the discovery portion of <a href="http://www8.hp.com/us/en/software-solutions/software.html?compURI=1172069#.U16-2VfUDR4" target="_blank" rel="nofollow">configuration management</a>. You could deploy something, have it automatically report measurements to a central system, then you could start to manage it because you’d know what configuration you had.</p><p>The technology to do this for infrastructure elements is already here. For instance, we already have monitoring in our environments — something that we’ve been doing for a long time. The legacy of manual provisioning means that companywide discovery continues to exist. This manual step meant it was possible to deploy something in production without IT’s knowledge. If the provisioned machine lacked an activated agent, it didn’t report on itself, so IT had to scan the network to see what was there.</p><p><strong>How IT can simplify discovery</strong></p><p>Two things must occur before IT can forget about configuration discovery.</p><ol start="1"><li><strong>Automation:</strong> Provisioning and deployment need to be completely hands-off; some refer to it as “zero touch.” If we can get to the point where nothing is manual, then we no longer need to scan the whole network. Instead, we can depend on a central system to receive information on anything that we deploy.</li><li><strong>Extended frameworks:</strong> App dev folks are familiar with frameworks, as they are used for activities such as versioning and logging. We can leverage that idea into operations by enhancing those frameworks to push the information to a central place. As soon as you instantiate something in production, that code is activated and tells you, “Here I am. This is me, and I’m instantiated because of this service. I’m running on this server or set of virtual machines, and I have this IP address,” and so forth. That information can be recorded in the configuration management database.</li></ol><p>Discovery won’t go away entirely, certainly not in the near term. I believe there will likely always be some form of discovery, but it can be simpler and applied in a much more focused way on a small part of the infrastructure. The automation that is available now — together with HAVEn technology, and the fact that you already have technology that can say, “Here I am and these are my measurements” — means that we’re getting much closer to that point.</p><p>To learn more, please visit <a href="http://hpsw.co/Ro97JzS" target="_blank" rel="nofollow">HP Software Professional Services</a>.</p> https://www.enterprisecioforum.com/en/blogs/kvdbrink/how-internet-things-can-improve-it%E2%80%99s-aut#comments Technology Big Data Blog-post Automation Big Data CMDB configuration management Discovery HAVEn HP Software Professional Services Internet of Things Wed, 22 Oct 2014 18:08:31 +0000 kvdbrink 10546 at https://www.enterprisecioforum.com 2 things IT must do to take advantage of SaaS https://www.enterprisecioforum.com/en/blogs/michael-garrett/2-things-it-must-do-take-advantage-saas <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> IT must be a savvy customer as the enterprise consumes software in new ways </div> </div> </div> <p>Software consumption models are changing. And as choice proliferates, enterprise IT needs to become a savvy consumer of these different models. Software as a service (SaaS), on-premise, or managed service—each has its pros and cons.</p><p>The way enterprises buy software is changing. I’ve written before about how HP is innovating to give customers choice in the way they consume software. (We also cover this topic in our new ebook, <a href="http://asp-us.secure-zone.net/v2/index.jsp?id=141/228/1243&amp;lng=en&amp;jumpid=ba_x3gzsef6id" rel="nofollow">Deliver business value</a>.) In <a href="http://hpsw.co/Ro97JzS" rel="nofollow">HP Software Professional Services</a> we advise customers on which model best suits their particular need: software as a service (SaaS), on-premise, or managed service. Each has its pros and cons, depending on your environment and the business need you’re addressing.</p><p>But look out just slightly into the future and we see that the changes wrought by SaaS—in particular the shift it enables IT to make from CapEx to OpEx—are going to have longstanding ramifications. We’re moving to a world where customers are looking to pay for what they use, and pass that model down to their business customers. Software consumption models are changing, becoming increasingly customizable and flexible.</p><p>What do these changes mean for you, and how can you best exploit them for the overall value you bring to the business? Here are two key considerations.</p><p><strong>Now more than ever, financial metrics matter</strong></p><p>IT leaders have an opportunity to drive significant change through the organisation with a pay-per-use model. But this depends on having some level of financial tracking at the service level to understand the impact of SaaS vs. on-premise on your service cost. To be successful, you need to:</p><ul><li>Understand your service cost so &nbsp;you know what you’re going to charge internally</li><li><a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/HP-Propel-and-a-vision-for-a-next-generation-service-catalog/ba-p/6293013" rel="nofollow">Have your service catalog in place</a> so your organization can understand what your cost-per-service is</li><li>Communicate back to the business how much you’re saving and how this new model is helping to meet business goals</li></ul><p><strong><br /></strong></p><p><strong>You’re still solving the same business problem</strong></p><p>Whether you are using a pay-per-use model or a traditional software license, don’t lose sight of the overall business problem you need to solve. No matter what your consumption model is, you still need to:</p><ul><li>Consider the impact to the organisation</li><li>Address end user adoption to ensure ROI</li><li>Measure the ROI in business terms</li></ul><p>&nbsp;</p><p>For example, say you need to address incident management, and you want a SaaS solution like <a href="http://www8.hp.com/us/en/software-solutions/service-anywhere-itsm-itil-service-desk/" rel="nofollow">HP Service Anywhere</a> with the goal of cutting down the number of tickets, automating responses, and so on. But whatever model you choose, you still need to ensure your organisation has the right approach to reducing incident management costs, reducing tickets. And this is where <a href="http://hpsw.co/Ro97JzS" rel="nofollow">HP Software Professional Services</a> has the people and process expertise to help. Don’t let the novelty of pay-per-use overshadow your strategy.</p><p>In my next two blog posts I’ll write about signs that you might need a more customized solution—for example, pay-per-use or outcome-based services—as well as the success factors for deriving the most value out of the new models.</p> https://www.enterprisecioforum.com/en/blogs/michael-garrett/2-things-it-must-do-take-advantage-saas#comments Business Issues Applications Blog-post consumption model HP Software Professional Services IT Strategy pay per use SaaS software as a service Tue, 21 Oct 2014 22:12:41 +0000 Michael Garrett 10536 at https://www.enterprisecioforum.com Touching down on Transformation one application at a time https://www.enterprisecioforum.com/en/blogs/enadhan/touching-down-transformation-one-applica <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Applications Transformation can be a competitive sport like football </div> </div> </div> <p>Denver Broncos’ quarterback, Peyton Manning threw his record-breaking 509<sup>th</sup> touchdown against the San Francisco 49ers.&nbsp; A moment of glory for Manning who would have thrown many more times out of which there were 509 glorious touchdowns.&nbsp; Applications Transformation principles are not very different.&nbsp; While business objectives drive the strategy and roadmap to get to that future state, enterprise transformation happens one application at a time – or in Manning’s words, one throw at a time.&nbsp; I am no quarterback but would like to think like one by applying similar thoughts to the game of Enterprise Transformation one application at a time – who knows, I might even score a few touch downs!</p><p>In concept, Applications Transformation can be as competitive a sport as football – even though the relative durations are significantly different.&nbsp; A <a href="http://hp.nu/B6ctz" rel="nofollow">New Style of Business Intelligence</a> is requiring enterprises to take timely action with an “<a href="http://hp.nu/CHmfR" rel="nofollow">Inner GPS</a>” for transformation.&nbsp; Competitive enterprises of the future must treat <a href="http://bit.ly/VBl79g" rel="nofollow">Applications Transformation as a continuous engine</a> just like Manning applies the factors listed below every minute of every quarter every game.</p><p><strong>1. Timing.&nbsp; </strong>Manning would have studied in an agile manner, the exact time to throw that winning pass.&nbsp; Enterprises must also drive the transformation of the right applications at the right time.&nbsp; Note that some applications may never have to be transformed.&nbsp; The ball does not have to be thrown every time.</p><p><strong>2. Attainability.&nbsp; </strong>Manning would have gauged if it was possible to reach the end zone with a single pass.&nbsp; Different applications are at different stages of transformation – some may be at the 10-yard line whereas others may have advanced to the 40-yard line.&nbsp; Enterprises must kick off those transformations with a target environment that is attainable relative to their current state.&nbsp;</p><p><strong>3. Pace.&nbsp; </strong>Manning would have controlled the trajectory and speed at which he throws the ball.&nbsp; Enterprises have to be cognizant of other in-flight projects and environmental constraints to be realistic about the pace at which the transformation can be executed.&nbsp; <strong></strong></p><p><strong>4. Partnership.&nbsp; </strong>The record-breaker went to receiver Demaryius Thomas to give the Broncos a 21-3 lead in a game Denver would go on to win 42-17.&nbsp; Not all of Manning’s throws were caught for touchdowns.&nbsp; 509 of them were because he had the right partner.&nbsp; The New Style of IT mandates an effective ecosystem of partners in the Transformation journey. Checkout my session at <a href="http://hp.nu/BPxeR" rel="nofollow">Tech Data Channel Link 2014</a> – a conference that was my first foray into football when the <a href="http://hp.nu/BS3zE" rel="nofollow">NFL CIO threw a ball for me to catch during her keynote session</a>!&nbsp; Touchdown!&nbsp; &nbsp;&nbsp;</p><p>Enterprises must have a playbook like Manning’s team does.&nbsp; When it comes to Transformation, this is the roadmap that defines where they are (<em>current state</em>) and where they would like to be (<em>future state</em>).&nbsp; Winning touchdowns happen when the right throws (<em>applications</em>) are executed (<em>transformed) </em>following this playbook (<em>roadmap</em>).</p><p>What does your playbook look like?&nbsp; Can you share the successful touchdowns realized by your enterprise in the game of transformation?&nbsp; Please let me know.&nbsp;</p><p>I will take a look at your responses at half-time.</p><p>Team up with&nbsp;<a href="http://www.hp.com/go/easwarannadhan" target="_self" rel="nofollow">HP Technology Expert, E.G.Nadhan</a></p><p>Connect with <a href="https://twitter.com/NadhanEG" target="_self" rel="nofollow">Nadhan</a>&nbsp;on: <a href="https://twitter.com/NadhanEG" target="_self" rel="nofollow">Twitter</a>, <a href="http://www.facebook.com/easwaran.nadhan" target="_self" rel="nofollow">Facebook</a>, <a href="http://www.linkedin.com/profile/view?id=102637222&amp;trk=tab_pro" target="_self" rel="nofollow">Linkedin</a> and <a href="http://bit.ly/VDfGGn" target="_blank" rel="nofollow">Journey Blog</a></p> https://www.enterprisecioforum.com/en/blogs/enadhan/touching-down-transformation-one-applica#comments CIO Leadership Applications Blog-post applications modernization Applications Transformation Cloud Enterprise transformation New Style of IT Tue, 21 Oct 2014 21:34:46 +0000 enadhan 10531 at https://www.enterprisecioforum.com