Enterprise CIO Forum - Thriving in a technology-enabled world http://www.enterprisecioforum.com/en/ContentVault en Open Source ERP & CRM Solutions http://www.enterprisecioforum.com/en/blogs/emmageorge91/open-source-erp-crm-solutions <p align="JUSTIFY">ACGIL integrates all the functionalities of a business in a single system such as sales, accounting, operations with inventory control, customer management, distribution and manufacturing.</p><p align="JUSTIFY">Our <strong>web based ERP </strong>solution is a simple, flexible and easy to use software that manages all the financial transactions of a business. Open source ERP by ACGIL provides an efficient way to manage your financial ERP processes. It is a portable system and can be used in different platform like Linux, Solaris, Windows, Mac OS and Unix with the same productivity and efficiency.</p><p align="JUSTIFY">Open source web based CRM solutions offered by ACGIL sets a new standard in open source Customer Relationship Management. It is a easy to learn by the sales executives and very simple for management to generate reports required to see their business growth. </p> http://www.enterprisecioforum.com/en/blogs/emmageorge91/open-source-erp-crm-solutions#comments Technology IT Performance Blog-post Cloud hosted ERP CRM Software Solutions Online ERP Software Wed, 23 Apr 2014 12:48:31 +0000 emmageorge91 8307 at http://www.enterprisecioforum.com Chinese food & IT: homemade or takeaway…or both? http://www.enterprisecioforum.com/en/blogs/fil-zanasi/chinese-food-it-homemade-or-takeaway%E2%80%A6or <p>I love Chinese food. Who doesn’t? And we’re lucky because we’ve got all the options in and around our village. We have a lovely, elegant restaurant in a grade II listed building. We have a nice “eat as much as you like” Chinese buffet restaurant. We have a great takeaway that will also deliver. Which do I prefer? It depends on my requirements. </p><p>So where does IT come into this? Well, just like Chinese food, IT can be consumed in many different ways:</p><p><strong>Homemade:</strong> When I cook at home, I go out and purchase the required ingredients at a reasonable price with the given budget. Similarly organizations can also buy all the separate ingredients and build their own IT systems and manage them in-house.</p><p><strong>Order-in:</strong> Most organizations decide to pick and choose. This reminds me of when my family and I order Chinese to eat-in, we always try and get just the right amount and put it in the middle to share. Organizations can purchase IT systems from a 3<sup>rd</sup> party supplier, just like building a cloud environment in which the initial platform may be supplied by another but can be used as its own by the organization. </p><p><strong>Dine out:</strong> In restaurants the purchasing of ingredients, the process of cooking and service is dependent on the restaurant’s own staff, equipment and logistics. Customers are expected to do nothing but enjoy their surroundings and the food delivered to them. Similarly, some IT organizations do just that. &nbsp;They outsource the whole of their IT systems and processes to another organization. So just like a customer in a restaurant they own nothing, enjoy the service and simply pay a bill at the end of the service. </p><p>So how do we manage this complex, hybrid approach of mix &amp; matching to the likes of consuming IT? </p><p>Well, an IT performance system offers the tools to manage the different challenges of the different approaches. How? Let me use the examples above. If cooking at home, an IT performance system can automate the building, testing, releasing and management of IT infrastructure and software applications. This reduces costs and the time-to-market. If ordering-in, it can monitor all the parts of the complex IT environment and predict and fix outages before they happen. This maximizes IT reliability. If dining out, it can monitor the end-user experience and both alert people of any issues and initiate diagnosis and fix. This maximizes quality of service to the customer.</p><p>It’s true that technology is not yet advanced enough to incorporate IT performance systems into a restaurant-environment. But for an IT department, it can yield higher quality applications with better security, deliver to the market in a quicker turnaround time.</p><p>For now, I’m enjoying my local Chinese restaurant and buffet as they are. After all, in reality it wouldn’t be a full restaurant experience without the occasional wrong orders, kitchen disasters and front-of-house mishaps. But just imagine the accumulated chaos this would cause in an IT department if these happened daily!</p><p><br /></p> http://www.enterprisecioforum.com/en/blogs/fil-zanasi/chinese-food-it-homemade-or-takeaway%E2%80%A6or#comments Technology IT Performance Blog-post Business Service Management Fil Zanasi HP Software IT Performance Suite IT Service Delivery quality of service technology management Tue, 22 Apr 2014 11:27:49 +0000 Fil Zanasi 8303 at http://www.enterprisecioforum.com Standardization is a fertile ground for automation pan enterprise http://www.enterprisecioforum.com/en/blogs/enadhan/standardization-fertile-ground-automatio <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Why automated efficiency is music to the ears of many organizations </div> </div> </div> <p>I’m at a classical music concert. The Concert Master tunes the orchestra before the performance by playing a single note on their violin. This pitch sets the standard for the performance as various pieces are played to holistically produce sounds which – when orchestrated right – are music to my ears. Enterprises must have standards too when it comes to their business processes, services and enabling tools. Projects and initiatives must be cognizant of these standards while adopting them pan-enterprise. Such standardization is vital for <a href="http://bit.ly/wPkKhs" rel="nofollow">realizing effective reuse</a>, thereby systemically improving efficiency.</p><p>Standardization done right is fertile ground for automating such efficiency. Just like a well-orchestrated piece of music is in tune.</p><p>It’s a complex world out of there, with a plethora of tools, technologies and service providers delivering multiple options to address business problems. So there must be a phased approach to standardization across the enterprise – <em><a href="http://www.enterprisecioforum.com/en/blogs/enadhan/listen-music-today-predict-software-deve" rel="nofollow">sit back and enjoy the music</a>!</em></p><p><strong>1. Definition</strong>. This phase defines the processes and tools that best work for the enterprise at large, based on current business drivers as well as the long-term vision. <em>The pitch has been set.</em></p><p><strong>2. Communication</strong>. The next phase involves the communication of these standards across the enterprise to the right stakeholders, so they can take appropriate steps towards their adoption. <em>The pitch has been communicated to all the instrumentalists.</em></p><p><strong>3. Adoption. </strong>The next phase involves cautious adoption of these standards. Complete conformity may be too idealistic. Controlled levels of deviation must be acceptable as long as they do not adversely impact the overall business objectives. <em>Individual artists play various notes that are approved offsets from the basic pitch. Accidental deviations result in compromises to the quality of the performance.</em></p><p><strong>4. Measurement. </strong>Enterprises must have the right measuring mechanisms in place to determine the extent to which these standards have been adopted. <em>The human ear is a fantastic measuring mechanism, which can continuously monitor and react to a note that is out of tune.</em></p><p><strong>5. Governance. </strong>Finally, governance across the enterprise is key to ensuring the standards are adopted consistently, with acceptable deviations as and when necessary. The standards themselves may need to be adjusted in order to stay up-to=date with <a href="http://bit.ly/Xqo2l7" rel="nofollow">emerging technologies and new paradigms</a>. <em>The conductor has a governance framework (of sorts) in place to make adjustments as necessary – while looking ahead and planning future performances.</em></p><p><a href="http://bit.ly/Xqo2l7" rel="nofollow">Automation is most effective</a>, using a consistent set of assets across the enterprise. Controlled adoption of a standardized set of assets provides the enterprise greater visibility into what works well and where automation is most effective in realizing efficiencies of reuse. <em>The conductor can consider automating portions of the performance after giving due consideration to portions that work well across multiple performances. Such automation will improve the overall efficiency of the orchestra while producing the sound of high-quality music to our ears – efficiently!</em></p><p>How about you? What steps have you taken to automating efficiency across the enterprise? How would you characterize the music produced in your enterprise? Please let me know.</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/NadhanAtHP" target="_self" rel="nofollow">Nadhan</a>&nbsp;on: <a href="https://twitter.com/NadhanAtHP" 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><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/enadhan/standardization-fertile-ground-automatio#comments CIO Leadership Applications Blog-post Architecture Governance New Style of IT processes Standards Tools Mon, 21 Apr 2014 19:43:54 +0000 enadhan 8302 at http://www.enterprisecioforum.com 10 Top Information Security Threats for the Next Two Years http://www.enterprisecioforum.com/en/blogs/jdodge/10-top-information-security-threats-next <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Big data, skills gap and mobile open paths to compromised data. </div> </div> </div> <p>The attached&nbsp;<a href="http://www.cio.com/slideshow/detail/149359/10-Top-Information-Security-Threats-for-the-Next-Two-Years#slide11" rel="nofollow">CIO.com slide show</a> is worth scrolling through. It nicely summarizes the sources of security threats.&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/10-top-information-security-threats-next#comments Business Issues Big Data Mobility Security Quick Post Big Data CIO cyber crime infosec IT Mobile Security Mon, 21 Apr 2014 17:36:30 +0000 jdodge 8301 at http://www.enterprisecioforum.com The Path To Success For Deutsche Bank's CIO And Global Co-Head Of Technology And Operations http://www.enterprisecioforum.com/en/blogs/jdodge/path-success-deutsche-banks-cio-and-glob-0 <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> &quot;I have always loved math.&quot; </div> </div> </div> <p>There's lots of wisdom and insight in <a href="http://www.forbes.com/sites/peterhigh/2014/04/21/the-path-to-success-for-deutsche-banks-cio-and-global-co-head-of-technology-and-operations/" rel="nofollow">Peter High's Q&amp;A</a> with <a href="https://www.linkedin.com/pub/kim-hammonds/4/48a/298" rel="nofollow">Deutsche Bank CIO's Kim Hammonds</a>, but a couple of things jumped out at me:</p><p>"Hammonds has the killer combination of engineering degree as an undergraduate, as well as an MBA....I have always loved math."</p><p>"In terms of specific tasks during my first 100 days, I outlined my strategy in two main components: first protecting, and then transforming the bank."</p><p>If those quotes don't draw you into the piece, you're not a very a curious CIO. Enjoy.</p><p><em><a href="http://www.twitter.com/thedodgeretort" rel="nofollow">Follow me</a> on Twitter.</em></p> http://www.enterprisecioforum.com/en/blogs/jdodge/path-success-deutsche-banks-cio-and-glob-0#comments CIO Leadership Applications Cloud IT Performance Quick Post CIO Leadership Deutsche Bank IT Mon, 21 Apr 2014 16:57:34 +0000 jdodge 8300 at http://www.enterprisecioforum.com 360-degree view of the customer’ – what you need to know about it? http://www.enterprisecioforum.com/en/blogs/patriciajones/360-degree-view-customer%E2%80%99-%E2%80%93-what-you-nee <p>C-level executives of middle market and enterprise level organizations, business strategists and corporate consultants - over 60 percent of this community has reportedly participated in discussions contemplating 360-degree customer view (as surveyed by IDC).</p><p>In spite of this term dominating the industry for several years, allegedly many businesses till now hold a vague understanding of this concept. Result – enterprises have not yet embraced it to their advantage.</p><p><strong>Explaining 360-degree customer view</strong></p><p>In the words of Claire Loesel – ‘<em>’Today a customer shares tons of personal data while interacting with an organization. This is precisely due to the high number of customer-facing channels and applications that have arrived in the picture. In order to stand apart from the counterparts, enterprises are required to synchronize all customer-facing teams, (marketing, sales and customer service), jointly capture customers’ data, analyze it, and respond to it. Then only can they bridge the gap between the vision of customer company to actually being one.’’ </em></p><p>In fact this is precisely what the Big Players of the market have been doing to sustain at the top. Imagine: receiving e-mails of discount offers on products you have been searching in Nike’s website. Amazing isn’t it? We all have witnessed such similar incidents. (Wonder how do they do this?)</p><p>Starting from what you navigate in their websites, to every ride-share request and every social media update – they record and analyze every interaction to zero in on your preferences. The objective: to render a personalized, engaging and unified experience, regardless of which channel you interact through.</p><p>Elaborating this context further, Sara Angeles has stated – ‘’ <em>the large organizations understand the richness of information available through every customer-company contact. Combining all these data together through enterprise tools, namely CRM systems, they use them to maximize customers’ experience, by making the future interactions as effective and efficient as possible.’’</em></p><p>The pampering that customers have received from the forward-looking enterprises has affected the revenue of other small and medium-sized enterprises. Today, customers expect the same level of personalized and unified service from all organizations irrespective of the fact whether they hold 10 local employees or 10,000 across the globe. Do not believe?&nbsp; Read the comment below:</p><p>Dan Burrows (veteran of CBS MoneyWatch) states – ‘<em>’as a consumer, I'd want the company to hold exact information about each transaction I’d ever had. Details such as the year since I have been associated them with to the fact that I had called in last week, or emailed for follow-up help, should be consolidated in one place. The rule is simple: If I remember all these details (the different transactions held across different channels), why can’t the company hold the same?’’</em></p><p><strong>2P+1F equal to true 360-degree view of customers</strong></p><ul><li>Past: Contextual view of the customer’s history. Example – Campaign participation, Product purchase, Interaction history and Product reviews across all channels</li><li>Present: Anticipation of the reason behind the present interaction based on the past data. Example - a recent product purchase or a service complaint.</li><li>Future: Analysis upon the type of actions that can be implemented upon the customer. Example – Whether the customer should be targeted with marketing messages for up-sell or cross-sell opportunities?</li></ul><p>According to Steven Thurlow, ‘<em>’360-degree view is much more than just having a unified database of all customer activities.&nbsp; The real intelligent ones (organizations) pull the individual pieces of information relevant to a customer and consolidate it together into core customer management software. ‘’</em></p><p><em><img src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcSiB6bm2Ux3JsaMvNq46FFNlmFGZiIEWKOhA0pJWPXv8p_1FRfX" alt="360 degree business" width="225" height="225" /></em></p><p><strong>How customer support agents benefit? </strong></p><p>Irwin Liu, Customer Success states – ‘<em>’Enabling customer support agents with a comprehensive view of customers’ data has become a stringent practice among most enterprises. The idea is to provide detailed customer information quickly and easily through a commonly shared <a title="customer relationship management tool" href="http://www.convergeenterprise.com/tour.html" target="_self" rel="nofollow"><strong>customer relationship management tool</strong></a>.</em> <em>Thanks to an effective integrated customer view that has powered customer facing employees across industries. With information at agents’ fingertips, - organizations have benefited from:</em></p><ul><li><em>Better call resolution</em></li><li><em>Reduced call hold duration </em></li><li><em>Reduced agent training time</em></li><li><em>Better sales conversions.’’ </em></li></ul><p>&nbsp;</p><p><strong>The power of a CRM </strong></p><p>Adam Carden puts it – ‘<em>’Customer relationship management software has played a key role in obtaining a 360-degree view of customers and subsequently acting upon it. Post the CRM implementation, customer support agents (or for that matter all customer-facing employees) have been able to assemble relevant customer data from different contact center technologies into a common 360° view using the CRM applications they have on hand.’’</em></p><p>‘<em>’Not to forget, all this have been done using the benefits of CRM<strong> </strong>such as custom interfaces and zero costly server-side solutions.’’</em></p><p>Organizations around the globe in all verticals – have realized the benefit of resorting to 360° customer view approach to garner both savings and revenue. Consequently, they have implemented the CRM for instant access to customer data combined with the ability to act on spot.</p><p>Here’s a look to a few of the benefits that enterprises have experienced through CRM usage:</p><ul><li>Increased efficiency of customer service agents</li><li>Ensured compliance</li><li>Increased ROI.</li></ul><p>Summing up the blog in the words of Adam Carden – ‘<em>’Organizations cannot be effective in their customer service solely upon the quality of customer facing agents. Having a customer management application that delivers the most relevant information to the agent at the most relevant point in the interaction is the key. </em></p><p><em>Using the CRM, customer facing employees deal with contacts/accounts proactively. With a 360-degree customer activity history based on cross-channel and social media activity, they know their contacts inside and out. Result – they unerringly anticipate what matters to their potential and present customers. ‘’</em></p> http://www.enterprisecioforum.com/en/blogs/patriciajones/360-degree-view-customer%E2%80%99-%E2%80%93-what-you-nee#comments Technology Cloud Blog-post CRM Systems customer relationship management tool Mon, 21 Apr 2014 12:42:01 +0000 PatriciaJones 8298 at http://www.enterprisecioforum.com Enterprise Mobile Messaging Wars: Four Battle-Tested Reasons Why SMS Will Prevail http://www.enterprisecioforum.com/en/blogs/stevefrenchopenmarket/enterprise-mobile-messaging-wars-four-ba <p>The mobile industry is inundated with mobile messaging apps, with many influencers declaring a <a href="http://www.businessweek.com/articles/2014-02-27/whatsapp-vs-dot-asian-rivals-mobile-messaging-war-goes-global" rel="nofollow">Mobile Messaging War</a> as enterprises look to leverage the mobile channel to improve internal operations and enhance both internal and external communication. While some are getting lost in the app frenzy, Global 2000 enterprises are already leveraging SMS messaging as a cost-effective, reliable and proven solution to meet these goals. Here are four reasons why SMS will prevail for years to come:</p><ol><li><strong>1.&nbsp;&nbsp;&nbsp; </strong><strong>Consumers Prefer SMS When Engaging with Brands</strong></li></ol><p>The most overlooked and efficient way to reach a mobile phone user today is through SMS. Amongst enterprise employees and customers, adoption rates of business-provided mobile apps aren’t as high as the “opt in” rates of <a href="http://www.tatango.com/blog/text-to-win-good-for-growing-sms-subscribers/" rel="nofollow">many SMS programs</a>. In fact, the mobile user today still <a href="http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats/e#smartphoneactivities" rel="nofollow">prefers the simplicity and ubiquity of texting versus interacting with mobile apps</a> for business communications.</p><ol><li><strong>2.&nbsp;&nbsp;&nbsp; </strong><strong>SMS is Already Embedded in the Enterprise</strong></li></ol><p>SMS is a mature communication tool that IT organizations are already familiar with and are implementing with ease - <a href="http://www.formotus.com/14018/blog-mobility/figuring-the-costs-of-custom-mobile-business-app-development" rel="nofollow">opposed to apps</a>, which can take months to develop, cost hundreds of thousands of dollars, pose adoption challenges, and cause potential device interoperability limitations in BYOD environments. A recent <a href="http://www.openmarket.com/forrester/" target="_blank" rel="nofollow">Forrester study</a>&nbsp;reported that 70 percent of enterprises today consider SMS the number one mobile technology, with an additional 16 percent planning to utilize SMS in 2014. In addition, SMS usage far exceeds other technologies like QR codes, voice recognition and push notifications, which are all closely linked to mobile apps. The same study reported the top three priorities for enterprise mobile communication strategies were to increase engagement, improve customer satisfaction, and acquire new customers -- all of which SMS already achieves.</p><ol><li><strong>3.&nbsp;&nbsp;&nbsp; </strong><strong>SMS Offers Broad Reach and Strong ROI</strong></li></ol><p>There is also something to be said about the familiarity enterprise customers and employees have with SMS that make it the preferred mobile communication and engagement technology. Nearly everyone owns a mobile phone and SMS open rates are significantly higher than other channels like email and direct mail, with <a href="http://amabaltimore.org/1032/text-message-marketing-lets-break-it-down/" rel="nofollow">90% of text messages being opened and read within 3 minutes</a>. Whether it’s a customer appointment reminder or employee emergency notification, SMS is a quick, simple and highly effective communication channel compared to other alternatives.&nbsp;</p><ol><li><strong>4.&nbsp;&nbsp;&nbsp; </strong><strong>SMS Ubiquity is Unmatched</strong></li></ol><p>Customer engagement with mobile apps is also an issue. Research from <a href="http://www.forbes.com/sites/ewanspence/2014/04/02/the-mobile-browser-is-dead-long-live-the-app/" rel="nofollow">Flurry</a> reveals that mobile users spend 86% of their time using apps, of which 71% is dominated by gaming, social networking, entertainment and news. This leaves very little room for the types of customer and employee engagement that most enterprises desire. In addition, <a href="http://www.compuware.com/en_us.html" rel="nofollow">Compuware</a> discovered that 90 percent of apps are deleted after one use, and similar <a href="https://www.tyntec.com/fileadmin/tyntec.com/whitepapers/Whitepaper-SMS-and-Apps-Vol2-web-final.pdf" rel="nofollow">research found</a> that after 20 days of downloading one, less than 5 percent of mobile users are actively using it. If an app reaches only 5 percent of a customer base, how do businesses reach the other 95 percent? SMS is a better option, reaching over 3 billion mobile users and 6 billion devices worldwide (Source: <a href="http://www.gsma.com/newsroom/gsma-announces-new-global-research-that-highlights-significant-growth-opportunity-for-the-mobile-industry" rel="nofollow">GSMA</a>).</p><p><strong>Taking a Strategic Approach to Mobile across the Entire Business</strong></p><p>As businesses consider whether to invest more money in SMS for engagement before devoting more resources into a mobile app strategy, the most important thing to remember is what SMS brings to the table. Due to its ubiquity, device interoperability, ease of use, and global reach, SMS is by far a better choice than apps if the goal is to engage with the broadest set of customers and employees. While the jury is still out on applications and their effectiveness as a communications tool, it is imperative that CIOs and other decision makers identify their goals before succumbing to app hype, as SMS has shown why it is the best tool for direct and personal mobile interaction. As <a href="http://www.forrester.com/Consumers+Demanding+Mobile+Expectations+Require+New+Marketing+Strategy/-/E-PRE5044" rel="nofollow">Forrester Research</a> puts it, mobile users want utility and they want it now.</p><p>While the business world begins to leverage the mobile channel efficiently, those caught chasing the latest flashy object are often distracted from what will best achieve business goals. Instead of rushing to bring things like mobile apps to market as fast as possible, make sure to stop and ask the question: is a mobile application really what my employees and customers are looking for to stay actively engaged with our brand and company over time?</p><p>Enterprise executives need to take a holistic approach to adopting mobile engagement technology in order to improve internal operations and enhance both internal and external communications. By integrating SMS capabilities into their existing processes and IT services, enterprises can solve for numerous use cases across their organizations - reaching the largest number of mobile users as efficiently as possible, and achieve the higher engagement rates that mobile delivers.</p><p>&nbsp;</p><p><em>Steve currently serves as Global Vice President of Product Management and Marketing of </em><a href="http://www.openmarket.com/" rel="nofollow"><em>OpenMarket</em></a><em>, a leading mobile engagement company.</em><em></em></p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/stevefrenchopenmarket/enterprise-mobile-messaging-wars-four-ba#comments Business Issues CIO Leadership Technology IT Performance Mobility Blog-post CIO enterprise IT Enterprise Mobile Enterprise Mobility Solutions mobile engagement SMS Fri, 18 Apr 2014 20:55:56 +0000 Steve_French_OpenMarket 8297 at http://www.enterprisecioforum.com Five Things Big Data Isn't http://www.enterprisecioforum.com/en/blogs/jkhawaja/five-things-big-data-isnt <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Understanding Big Data in the Negative </div> </div> </div> <p>A few months ago, I wrote a blog about defining cloud computing.&nbsp; Although I didn’t get any death threats, there was a bit of consternation associated with how I delineated the somewhat ubiquitous and pervasive industry buzzword.&nbsp; People were unhappy.&nbsp; But whatever; I put a stake in the ground and I’m okay with that.&nbsp;</p><p>Last week I attended a partner sales event and was dismayed <em>(unsurprised)</em> to learn that the confusion associated with the definition of cloud computing is logarithmically accelerated when it comes to Big Data.&nbsp; In many ways, I was not surprised.&nbsp; Big Data is not a term used in colloquial public discourse; it is one of those words buried underneath complex technology and esoteric business imperatives.&nbsp; You can ask the average Joe what “cloud computing” means and get one of a few dozen answers. Ask the average Joe about Big Data and you’re as likely to get a blank stare as you are a vituperative response laden with both confusion and derision.</p><p>Unsurprisingly, sales guys typically hate me; I’m too nerdy and I ask too many questions.&nbsp; But at this event, they couldn’t get enough of me. I’d like to attribute that to my good looks or my new haircut, but it was more a function of my Big Data knowledge than it was any physical attribute.&nbsp; I was mobbed and bombarded with questions.&nbsp; A sample of the inquiries I entertained:</p><ul><li>“What the hell is Big Data?”</li><li>“What’s the difference between Big Data and BI?”</li><li>“My client has Big Data.&nbsp; How can I help him?”</li><li>“My client doesn’t want to be behind the curve when it comes to Big Data. What should I pitch?”</li><li>“Is there a product or a solution I can sell when it comes to Big Data?”</li><li>“What problems can I fix with Big Data?”</li><li>“Wait, who do you work for?”<br />&nbsp;</li></ul><p>My experiences at this event led me to two conclusions.&nbsp; One, no one really knows what Big Data is, and two, no one knows the right way to position Big Data as a solution. This blog is going to address both, but facing the wrong direction.&nbsp; I want to tell you what Big Data <em>isn’t</em>, in the hopes that it will clarify what Big Data <em>is</em>.&nbsp;</p><ul><li><em>Big Data isn’t a simple and efficient fix for complex problems.</em>&nbsp; Fundamentally, Big Data is a mechanism to attribute correlation to dissimilar pieces of data. The premise here is that the analysis of multiple streams of disparate data will lend itself to analytical processes that will ultimately drive some sort of value to the organization.&nbsp; This process is not simple or efficient.&nbsp; It requires investment of both time and money.&nbsp; However, if leveraged properly, it can give you a give you insights and potential solutions to problems that you didn’t even know existed. It can illuminate buying patterns of customers, operational weaknesses in your manufacturing process, and a multitude of other possibilities too numerous to mention.<br />&nbsp;</li><li><em>Big Data isn’t a solution you can lead with</em>. Driving value out of Big Data is a journey that can take you down many different paths.&nbsp; If your client is asking you for a Big Data solution, then you’re already in the wrong place.&nbsp; You need to think about your value proposition to the client; the real value of Big Data is not in answers, but rather in the questions it will raise.&nbsp; In addition, Big Data is something that you must mature to; the path to Big Data includes BI, data normalization, data management, the ability to recognize value from existing data, and a keen sense of perspective that suggests that there’s something missing that you’d like to know.&nbsp; If you are going to pitch Big Data, your client needs to have a good handle on data management and business analytics.&nbsp; If they are not already using these powerful tools to make their organizations more efficient or profitable, a Big Data proposition is an impossibility.&nbsp; Big Data is a generational step-change from BI, but you can’t run before you know how to walk.<br />&nbsp;</li><li><em>Big Data isn’t “BI on steroids.”&nbsp;</em> Despite what you may have heard, it’s not about just a lot of data. Ten petabytes of subsurface data in and of itself is not Big Data; an analysis of a single source of truth is analytics and nothing more.&nbsp; This is analytics associated with a large data set; although very valuable, it cannot be considered Big Data.&nbsp; Big Data is not a function of a single data set; it is a function of multiple data sets coming from multiple sources. Running analytics across a massive data set is BI on steroids; running it against multiple, disparate data sets is Big Data. A Big Data model would include information from subsurface data as well as information from public GIS records, emails from geophysicists, white papers from Gartner or Forrester, chat session between drilling engineers, and RSS feeds from this blog and others like it.<br />&nbsp;</li><li><em>Big Data isn’t “a solution.”</em>&nbsp; There is no solution when it comes to Big Data.&nbsp; Solutions are not a function of business strategies; they are a subset of organizational demands.&nbsp; You can’t expect Big Data to solve existing challenges; rather, it is a way of looking at institutional issues with an institutional perspective.&nbsp; Just as you can’t solve global challenges with regional thinking, and you can’t use Big Data to solve compartmentalized problems.&nbsp; The solutions it will posit are outside the bounds of traditional perspective.&nbsp; These solutions are not designed to address what you know; they are designed to address causations that you did not know existed.&nbsp; If you’re looking for use cases, you’re probably barking up the wrong tree.&nbsp; Not always.&nbsp; But probably.<br />&nbsp;</li><li><em>Big Data doesn’t lend itself well to “low hanging fruit.”</em> This is the single most pervasive reason that funding a Big Data initiative doesn’t get off the ground.&nbsp; Most companies look for results within a quarter or two.&nbsp; These results may be financial or operational; either you’re making/saving money, or you’re speeding something up.&nbsp; Most companies want to see a return on their investment so that projects can be justified.&nbsp; If you’re looking for low hanging fruit, your best bet is to attack a problem using analytics and BI.&nbsp; That, as I alluded to earlier, is where you should start.&nbsp; Big Data is a normative and evolutionary step for companies that want to exploit the data that they have collected.&nbsp; Big Data is not problem solving as much as it is pattern recognition, predictive modeling, and ultimately decision support.&nbsp;<br />&nbsp;</li></ul><p>Note that I didn’t use velocity, veracity, volume, or variety once in this blog.&nbsp; Not because they aren’t relevant; it is because they are what you need to start thinking about once you have established that a Big Data pursuit is in the best interests of your client.&nbsp; <em>This is not always the case.</em>&nbsp; Your client must understand the value of data and realize that the financial value of asymmetries associated with proprietary data are a thing of the past.&nbsp; It’s no longer about having the data; it’s about what kind of knowledge you can glean from it.</p><p>Getting into Big Data is not a function of investing in high end tools or top-down reporting practices.&nbsp; It is not a technology solution; it is a services practice.&nbsp; You’re not going to save your client a billion dollars by implementing a Big Data platform, irrespective of what Cloudera or IBM claim.&nbsp; At least, you won’t be able to until and unless certain criteria have been met.</p><p>Those criteria will be the topic of my next blog. &nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p>Jamal Khawaja<br /> Follow me on <a href="http://www.twitter.com/CIOTitan" rel="nofollow">Twitter</a> or <a href="http://www.facebook.com/CIOTitan" rel="nofollow">Facebook</a>.</p> http://www.enterprisecioforum.com/en/blogs/jkhawaja/five-things-big-data-isnt#comments Technology Big Data Blog-post analytics BI Big Data oil and gas sales Fri, 18 Apr 2014 18:40:06 +0000 jkhawaja 8296 at http://www.enterprisecioforum.com What's the best way to organize IT? http://www.enterprisecioforum.com/en/blogs/jdodge/whats-best-way-organize-it <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Our Twitter chat reveals many insights. #CIOchat </div> </div> </div> <p>How do CIOs balance the pressure to contain costs against all the things we preach they must do: get to know the customer, provide apps and cloud services with lightening speed, securely enable the mobile workforce, forge C suite relationships and exploit Big Data to name a few.</p><p>It's a dizzying number of tasks often in conflict with each other. Yes, everyone wants to go mobile, but isn't that inherently a threat to security. Maybe the CIO should be the Chief Contradiction Officer.&nbsp;</p><p>Success in dealing with these conflicting priorities boils down to what type of IT organization the CIO has established and maintained. So what is the ideal IT organization structure of today? That was the subject of our weekly Twitter chat yesterday. Here's my three favorite Twitter conversations from that chat. Next week, we chat from 2-3 p.m. EDT on Thursday, April 24 about security. Join us using hashtag #CIOchat. And don't forget to <a href="http://www.twitter.com/thedodgeretort" rel="nofollow">follow me</a> on Twitter.</p><p><strong>Conversation 1.</strong></p><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="NadhanAtHP" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="NadhanAtHP" href="https://hootsuite.com/dashboard#" rel="nofollow">NadhanAtHP</a>: A1. Ideal IT Org today is a virtual fabric that brings together stakeholders across business units pan enterprise&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:03pm, Apr 17 from TweetChat powered by oneQube</p></div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F426180744856092672%2FZWu4Kl5H_normal.png" alt="Thedodgeretort" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>:&nbsp;@<a class="_userInfoPopup" title="NadhanAtHP" href="https://hootsuite.com/dashboard#" rel="nofollow">NadhanAtHP</a>&nbsp;Bringing stakeholders together is opposite of what IT has been...&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:08pm, Apr 17 from HootSuite</p></div><div class="_comment comment originalComment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F1453344096%2FEG_normal.jpg" alt="NadhanAtHP" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="NadhanAtHP" href="https://hootsuite.com/dashboard#" rel="nofollow">NadhanAtHP</a>: .&nbsp;@<a class="_userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>&nbsp;True - Gone are the days where IT was the sole monarch&nbsp;<a class="_quickSearchPopup hash" title="NewStyleOfIT" href="https://hootsuite.com/dashboard#" rel="nofollow">#NewStyleOfIT</a>&nbsp;calls for a new style of partnership&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:09pm, Apr 17 from TweetChat powered by oneQube</p><p class="commentContent"><br /></p><p class="commentContent"><strong>Conversation 2.</strong></p><p class="commentContent"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" /></p><div class="_comment comment"><p class="commentContent"><a class="_username networkName _userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>: A:1 the IT org. is becoming more of an ecosystem than a traditional organization.&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:03pm, Apr 17 from TweetChat powered by oneQube</p></div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F426180744856092672%2FZWu4Kl5H_normal.png" alt="Thedodgeretort" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>:&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;how so, Charlie?&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:04pm, Apr 17 from HootSuite</p></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" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>: .@<a class="_userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>&nbsp;The skills to weave the ecosystem together and manage 3rd parties is becoming a core IT skill.&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:08pm, Apr 17 from TweetChat powered by oneQube</p></div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F54779174%2FBeach_photo_fun__purple_shirt__normal.jpg" alt="GBeachCIO" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="GBeachCIO" href="https://hootsuite.com/dashboard#" rel="nofollow">GBeachCIO</a>:&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;@<a class="_userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>McKinsey reports keeping costs under control remains a high priority.<a class="url" href="http://t.co/nbh7oCslBe" target="_blank" rel="nofollow">http://t.co/nbh7oCslBe</a>&nbsp;<a class="_quickSearchPopup hash" title="CIOChat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOChat</a>2:11pm, Apr 17 from Web</p></div><div class="_comment comment originalComment"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>: .@<a class="_userInfoPopup" title="GBeachCIO" href="https://hootsuite.com/dashboard#" rel="nofollow">GBeachCIO</a>&nbsp;@<a class="_userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>Cost control skills are entry level stakes. Businesses need real value to compete.<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:14pm, Apr 17 from TweetChat powered by oneQube</p><p class="commentContent"><strong>Conversation 3.</strong></p><p class="commentContent"><img class="networkAvatar" src="https://d2zfw9brtww0cv.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F436895924162265088%2FduBYQ88K_normal.png" alt="cebess" /></p><div class="_comment comment"><p class="commentContent"><a class="_username networkName _userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>: Look at what keeps the business up at night (and what IT can do about it), rather than what keeps the CIO up.<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:32pm, Apr 17 from TweetChat powered by oneQube</p></div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F451024131132100608%2Fffr2kQGg_normal.png" alt="michael_keen" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="michael_keen" href="https://hootsuite.com/dashboard#" rel="nofollow">michael_keen</a>:&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>&nbsp;The CIO has a balancing act &amp; now throw digitalization into the mix and most can't tell up from down&nbsp;<a class="url" href="http://t.co/Gn0GVXhgHa" target="_blank" rel="nofollow">http://t.co/Gn0GVXhgHa</a>2:44pm, Apr 17 from TweetDeck</p></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" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>:&nbsp;@<a class="_userInfoPopup" title="michael_keen" href="https://hootsuite.com/dashboard#" rel="nofollow">michael_keen</a>&nbsp;Where is the new value in your model? Let's not rearrange the deck chairs on the Titanic.2:45pm, Apr 17 from Web</p></div><div class="_comment comment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F451024131132100608%2Fffr2kQGg_normal.png" alt="michael_keen" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="michael_keen" href="https://hootsuite.com/dashboard#" rel="nofollow">michael_keen</a>:&nbsp;@<a class="_userInfoPopup" title="cebess" href="https://hootsuite.com/dashboard#" rel="nofollow">cebess</a>&nbsp;I'm actually reworking this for the latest trends, but the balancing act is still the same just different tech.&nbsp;<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:46pm, Apr 17 from TweetDeck</p></div><div class="_comment comment originalComment"><img class="networkAvatar" src="https://df9hgdowc06if.cloudfront.net/http%3A%2F%2Fpbs.twimg.com%2Fprofile_images%2F426180744856092672%2FZWu4Kl5H_normal.png" alt="Thedodgeretort" /><p class="commentContent"><a class="_username networkName _userInfoPopup" title="Thedodgeretort" href="https://hootsuite.com/dashboard#" rel="nofollow">Thedodgeretort</a>:&nbsp;@<a class="_userInfoPopup" title="michael_keen" href="https://hootsuite.com/dashboard#" rel="nofollow">michael_keen</a>&nbsp;They are pulled in so many directions. One security slip-up and their out on their ear.<a class="_quickSearchPopup hash" title="CIOchat" href="https://hootsuite.com/dashboard#" rel="nofollow">#CIOchat</a>2:47pm, Apr 17 from HootSuite</p></div></div></div><p>&nbsp;</p><p>&nbsp;</p><p>&nbsp;&nbsp;</p><p>&nbsp;</p><p>&nbsp; &nbsp;&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/whats-best-way-organize-it#comments Business Issues CIO Leadership Cloud Converged Infrastructure IT Performance Blog-post CIO Cloud IT fabric IT org IT structure Twitter chat Fri, 18 Apr 2014 18:34:45 +0000 jdodge 8295 at http://www.enterprisecioforum.com 3 roadblocks to avoid in your cloud journey http://www.enterprisecioforum.com/en/blogs/terencengai/3-roadblocks-avoid-your-cloud-journey <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Use cloud to transform your business. Sounds simple, right? But it’s not that easy. You need to think about more than technical issues. Culture, processes, skill sets, and change management all play a strategic role in smoothing your path to the cloud. What happens when you neglect these factors? </div> </div> </div> <p>Use cloud to transform your business. Sounds simple, right? But it’s not that easy. You need to think about more than technical issues. Culture, processes, skill sets, and change management all play a strategic role in smoothing your path to the cloud.&nbsp; What happens when you neglect these factors? Consider this cautionary tale of a large enterprise customer, who turned to my HP colleagues to sort out their private cloud missteps and transform IT into an internal service provider.</p><p>Imagine if you went to a home improvement store and bought a bunch of two-by-fours, brackets, hammers, and nails, then came home and started to build a house. You have no blueprint, no architectural drawings, and no dimensions. You could raise a structure but it might not turn out the way you expect, or everything might not work together. That’s what it’s like when you embark on building private cloud without thinking through the key points such as:</p><ul><li>What is the business outcome you want? Do you want to speed the rate of innovation, reduce IT costs, or improve business agility?</li><li>What are the business and regulatory requirements? How complex is your IT environment today?</li><li>Which part of your organization do you want to transform first? What is the timeline? What are the key milestones?</li><li>How do you measure success or progress? What are some of the key metrics?</li><li>Do you have the required expertise in-house to lead the transformation to cloud?</li></ul><p>&nbsp;</p><p>By answering these questions first, you can create a strategy and high-level roadmap for your cloud journey.&nbsp; If you don’t have the expertise and know-how, you can engage with a trusted partner such as <a href="http://www.hp.com/go/cloudprofessionalservices" target="_blank" rel="nofollow">HP Cloud Professional Services</a>to help you create a detailed blueprint to transform your IT environment, applications, processes, and staff skill sets, and to stave off the roadblocks that may derail you.</p><p>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p><p><strong>Roadblock #1: Poor internal alignment</strong></p><p>The first stumbling block for this large enterprise customer was that while the CIO was ready to embrace cloud computing to transform the way they do business, its direct staff was not well aligned and was unprepared for the change. Confusion around IT’s role resulted in a disconnect between the IT executives and the IT group.</p><p>To have a successful transformation, you need to have internal alignment at every level, from executive management to mid-level management to the people down in the trenches developing applications and managing the infrastructure. If IT thinks that it has 12 months to roll out an application, and the line of business expects the solution in three months, then there’s a big mismatch in expectations that can result in frustration and missed business opportunities.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p><p>To achieve better alignment, IT management needs to <a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/IT-transformation-3-best-practices-to-radically-change-what-IT/ba-p/5757689#.Uzs7yqPn-Um" rel="nofollow">transform</a> the skill set and mindset of their IT staff, and to transition from being a manager of infrastructure to a manager of services. The key aspects of the transition include:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p><ul><li>A customer-service centric focus</li><li>A formal organizational structure with defined roles</li><li>A formal communication strategy and plan</li></ul><p>&nbsp;</p><p><strong>Roadblock #2: Lack of governance and process maturity within the IT organization</strong></p><p>Another major hurdle impeding this company’s private cloud implementation was a lack of <a href="http://h30499.www3.hp.com/t5/Discover-Performance-Blog/How-to-avoid-creating-cloud-chaos-in-your-enterprise/ba-p/6168763#.UzsYlvldU1K" rel="nofollow">governance</a>&nbsp;and process maturity. After standing up virtualized compute and storage resources, IT failed to consider how to manage the various and often competing demands from the lines of business. The result was an ongoing cycle of project delays, changing priorities, and configuration changes.</p><p>You can build the best cloud infrastructure but if you don’t govern and manage it, it will not serve your business well. In order to become the internal service provider of shared services, IT needs to develop a unified service management for infrastructure and applications, including practices such as service portfolio management, and change and configuration management.</p><p>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p><p><strong>Roadblock #3: An inability to demonstrate value</strong></p><p>This enterprise also lacked a specific method for charging back IT services to the business. In order to demonstrate value, the CIO and IT managers need a way to show usage of their IT services. This enterprise lacked the ability to reveal how IT was contributing to business success.</p><p>In order to accurately portray the value of IT, you need to report on a monthly or quarterly basis how much of the IT services, whether it be cloud or traditional services, each business unit is consuming. By implementing service level agreement metrics, IT can deliver evidence that it is providing valuable services to the business.</p><p>&nbsp;</p><p><strong>Manage, govern, and transform</strong></p><p>By putting a management framework in place, instituting proper governance, and most importantly, aligning IT with the needs of the business, you can be better assured of a successful cloud journey.&nbsp; To learn more about Cloud transformation services, visit HP Cloud Professional Services. For more information on HP Cloud, visit <a href="http://www.hp.com/cloud" rel="nofollow">www.hp.com/cloud</a>.</p> http://www.enterprisecioforum.com/en/blogs/terencengai/3-roadblocks-avoid-your-cloud-journey#comments Technology Cloud Blog-post Fri, 18 Apr 2014 18:09:40 +0000 terencengai 8294 at http://www.enterprisecioforum.com Live Webinar: Easy SQL Server Benchmarking http://www.enterprisecioforum.com/en/blogs/tegileanton/live-webinar-easy-sql-server-benchmarkin <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Getting the right performance from your SQL Server is largely based on a good understanding of the base performance of the hardware. Join us to explore some quick ways of doing just that during our live Webinar. </div> </div> </div> <p class="IntroParagraph"><a href="http://pages.tegile.com/Q2_2014_Webinar_EasySQLServerBenchmarking_1Registration.html" target="_blank" rel="nofollow"><strong>Join us for this live webinar that features the guest speaker David A. Klee,&nbsp;Founder and Chief Architect&nbsp;at&nbsp;Heraflux Technologies&nbsp;and hosted by Tegile Systems.</strong></a></p><p>The following topics will be explored: &nbsp;</p><ul><li>How to use DVDStore to get performance metrics from a SQL Server instance</li><li>How to use HammerDB to get performance metrics from a SQL Server instance</li><li>How to use SQLIO to show the performance range of the storage underneath a SQL Server</li><li>How to use these tools to show relative performance differences between two or more SQL Servers</li></ul><p><br /></p><div><em><strong>Date:&nbsp;Thursday,&nbsp;May 1st</strong></em><em><strong>Time: 11 AM PST / 2 PM ET</strong></em><em><strong>Duration: 1 Hour</strong></em></div><div class="field field-type-emvideo field-field-video"> <div class="field-items"> <div class="field-item odd"> http://www.youtube.com/watch?v=QpnuorAtxRI </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/tegileanton/live-webinar-easy-sql-server-benchmarkin#comments CIO Leadership Technology Big Data Cloud Converged Infrastructure IT Performance Security Services Blog-post all flash data Data center dedupe Flash flash storage Hybrid hybrid cloud tegile Wed, 16 Apr 2014 22:00:57 +0000 Tegile_Anton 8293 at http://www.enterprisecioforum.com Introducing the PADS Framework http://www.enterprisecioforum.com/en/blogs/gabriellowy/introducing-pads-framework <p>The PADS Framework, for Performance Analytics and Decision Support, represents a more holistic approach to adaptive, proactive and predictive operational data management and analysis.&nbsp; The framework links advanced performance management and big data analytics technologies to enable organizations to gain deep and real-time visibility into, and predictive intelligence from, increasingly complex virtualized and mobile systems across the entire application delivery chain.</p><p>The PADS Framework can help organizations achieve the three return on investment (ROI) objectives: 1) reducing costs; 2) enhancing productivity; and, 3) generating incremental revenues.&nbsp; It can also be used to secure valuable systems and data, thereby reducing operational risk while ensuring compliance with GRC (governance, regulatory, compliance) mandates.</p><p>As IT groups acquired discrete tools that focused on a particular hardware, network or software issue, many organizations have ended up with a patchwork quilt of point solutions that do not work well together.&nbsp; And while each tool might be indicating that performance of a particular segment or component is “normal”, outages persist and the actual user experience continues to disappoint.</p><p>Traditional performance monitoring solutions for application, network, infrastructure and business transactions have become overwhelmed by the scale of data required to comprehensively manage application performance.&nbsp; The proliferation of server virtualization and the tools needed to monitor and manage virtualized dynamic infrastructures and highly distributed application architectures only expands the data points and metrics that need to be analyzed.</p><p>Vital information is often overlooked, resulting in missed opportunities to uncover hidden patterns, relationships and dependencies.&nbsp; Additionally, whatever data is gathered is not normalized or time synchronized, making analysis and rapid problem resolution impossible.&nbsp; Yet pouring more data into obsolete analytics tools only compounds the problem.</p><p><strong>A New Holistic Approach</strong></p><p>Enterprises need to understand what levels of performance (i.e. speed and availability) are needed from their increasingly cloud-based and mobile applications in order to deliver fast, reliable and highly satisfying end-user experiences.&nbsp; To better understand the properties of the components and their place in the overall application delivery chain requires a higher-level assessment of the relationships to each other as well as to the wider system and environment.</p><p>The PADS Framework connects unified next-generation performance management and operational intelligence technologies into holistic, integrated platforms that consolidate multiple previously discrete functions.&nbsp; These platforms work in concert, as performance data analytics provides physical and logical knowledge of the computing environment to allow for more powerful and granular data queries, discovery and manipulation.</p><p>The twin missions of the framework are to:</p><ul><li>allow IT to be more proactive in anticipating, identifying and resolving performance problems by focusing on user/customer experience; and,</li><li>enable IT to become a strategic provider and orchestrator of internally and externally sourced services to business units that can leverage operational intelligence.</li></ul><p>A comprehensive performance analytics platform provides visibility across the entire application delivery chain – from behind the firewall and out to the Web, including third-party cloud providers.&nbsp; The “point of delivery”, which is where the user accesses a composite application, is the only perspective from which user experience should be addressed.&nbsp; As such, the most relevant metric for any IT organization is not about infrastructure utilization.&nbsp; Instead, it is at what point of utilization the user experience begins to degrade.&nbsp;</p><p>The performance analytics platform incorporates network, infrastructure, application and business transaction monitoring (NPM/IPM/APM/BTM), which feeds an advanced correlation and analytics engine.&nbsp; A single unified view of all components that support a service facilitates the management of service delivery and problem resolution.</p><p>Within the PADS Framework, users can then feed this information about the application delivery chain and user experience upstream into an operational intelligence (OI) platform.&nbsp; The OI platform can then integrate this data with other types of information to improve decision making throughout the organization.</p><p>An OI platform can not only ingest data from performance analytics platforms, but a far wider variety of machine and streaming data that are in semi-structured or unstructured formats.&nbsp; Consolidating this data to make it readily searchable can reveal previously undetected patterns or unique events.&nbsp; OI platforms provide a more unified view of events, which are often delivered from multiple streams as messages, to enable more efficient correlation and analysis.</p><p><strong>Analytics</strong></p><p>The performance analytics platform includes real-time analysis of application and service performance across both physical and virtual environments by dynamically tracking, capturing and analyzing complex service delivery transactions across multi-domain IP networks.</p><p>Deep-dive analytics allows IT organizations to be more proactive by pinpointing the root cause of problems before users call the help desk and before a visitor departs a website.&nbsp; Correlation and analytics engines must include key performance indicators (KPIs) as guideposts to align with critical business processes.&nbsp;&nbsp; Capabilities should include data visualization to facilitate mapping resource and application dependencies and allow modeling of applications to detect patterns and predict points of failure.</p><p>Data mining that entails analysis of data to identify trends, patterns or relationships among the operational data can be used to build predictive models.&nbsp; Today, modeling is being facilitated by tools that automate iterative, labor-intensive processes.&nbsp; Newer technologies require little or no programming and can be implemented quickly with cloud-based solutions.&nbsp; Predictive models can now be developed by line of business users to improve a business function or process.</p><p><strong>Conclusion</strong></p><p>The key to success for the PADS Framework is providing correlation and analytics engines that feed into customizable dashboards.&nbsp; The ability to quickly visualize and interpret a problem or opportunity that results in actionable decisions is how to derive the most value from the platforms that underlie the framework.</p> http://www.enterprisecioforum.com/en/blogs/gabriellowy/introducing-pads-framework#comments Technology Applications Big Data Cloud Converged Infrastructure IT Performance Blog-post analytics application performance decision support operational intelligence PADS Framework Wed, 16 Apr 2014 21:03:46 +0000 Gabriel_Lowy 8292 at http://www.enterprisecioforum.com Maximize Your MPS Experience http://www.enterprisecioforum.com/en/blogs/cara-shockley/maximize-your-mps-experience <p>Many enterprises are looking to Managed Print Services (MPS) to help them better manage complex print environments. While MPS engagements help businesses optimize their infrastructure, manage their IT environment and improve overall workflow, the benefits of incorporating MPS into your enterprise extend beyond technology. MPS can help your organization reduce costs - both financial and environmental - lower the burden on IT staff and improve employee productivity.</p><p>&nbsp;</p><p>Before implementing MPS, you should first ensure that your vendor can help you drive greater business value and sustained long term performance. Below are two easy ways that you can maximize the benefit of your MPS experience. </p><p>&nbsp;</p><p><strong>Take MPS outside the box</strong></p><p>&nbsp;</p><p>As businesses continually adapt to the changing technology landscape, Managed Print Services should be equally as adaptable. One easy way to maximize your MPS experience is to ensure that your technology is sophisticated enough to meet business needs. When you first enter into MPS, it is important to go through a detailed assessment and evaluation of your current IT environment. Then, it is time to determine what hardware and software solutions can best enhance your IT capabilities, through MPS.</p><p>&nbsp;</p><p>When considering expanding your office technology, most IT managers immediately think of upgrading desktop and laptop computers. Printers are generally next on the list as most businesses rely on printed documents as their primary form for capturing data. Today’s multifunction printers (MFPs) offer users an easier way to capture and share data, acting as direct on- and off-ramps to the cloud. In addition to having powerful document workflow capabilities, MFPs allow users to copy, print, email and scan documents from a single device. </p><p>&nbsp;</p><p>Your IT environment extends beyond your hardware, and so should your MPS engagement. When considering MPS, you should select technology solutions that are the best fit for your enterprise. Whether it is a software solution that helps simplify the user authentication process or ink and toner replenishment system, MPS providers should work to help you achieve your business goals. Have you noticed that your employees are using their mobile devices and tablets in the office more frequently? Consider incorporating a solution that allows users to print directly from their smartphones. Your prospective MPS partner should advise you on the best way to tailor their service offering to best fit your organization, allowing for the flexibility needed to incorporate new capabilities. </p><p>&nbsp;</p><p><strong>Identify opportunities for continued improvement</strong></p><p>&nbsp;</p><p>Businesses evolve over time and with that comes changes to the technology needed in order to meet customer needs. This is where your MPS service level agreement becomes more important than ever. Your agreement should be flexible, giving you the ability to expand your MPS engagement, if needed. A good MPS partner will provide a comprehensive analysis of your business’ past performance and make recommendations on future technology needs and what solutions will add value to your organization. In a successful and effective MPS relationship, your provider is considered to be a partner – not just a vendor – and can be viewed as an extension of your core team.</p><p>&nbsp;</p><p>While implementing MPS into your existing IT environment is an investment, it should be viewed as an investment that will help your organization save time and money while increasing employee productivity across the office. That said, both your MPS partner and you should continuously assess your environment, always looking for new ways to streamline IT processes and stay ahead of the technology curve. According to CDW, IT professionals expect the number of personal smartphones and tablets accessing their networks to <a href="http://webobjects.cdw.com/webobjects/media/pdf/Solutions/Mobility/CDW-Mobility-at-Work-Report-090613.pdf" rel="nofollow">more than double</a>in the next two years. Based on this growing trend, your MPS partner may suggest implementing a mobile printing strategy in the office. Adding an MFP with near-field communications (NFC) touch-to-print technology to the office helps create a simple, secure mobile printing option where employees can utilize their personal smartphones and tablets.</p><p>&nbsp;</p><p>Whether you’re looking to make small upgrades to your printing fleet or would like to enhance your Managed Print Services experience, there are a number of ways that you can maximize your current MPS partnership. Learn more about how your office can take Managed Print Services to the next level at <a href="http://www.hp.com/go/mps" rel="nofollow">www.hp.com/go/mps</a>. &nbsp;</p><p>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </p><p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/cara-shockley/maximize-your-mps-experience#comments Technology Services Blog-post Managed Print Services mobile printing MPS print security secure printing Wed, 16 Apr 2014 16:12:45 +0000 Cara Shockley 8291 at http://www.enterprisecioforum.com Develop Android Apps and Give a Breakthrough to your Business http://www.enterprisecioforum.com/en/blogs/ajitnayak/develop-android-apps-and-give-breakthrou <p>The world is going mobile! Everything around you is slowly getting more flexible as well as portable. With apps to answer each and every query of yours, people are becoming more gadget-dependent. Since the major intervention of the Android Operating Systems for mobiles, there has been a revolution in the industry of application development. Android being one of the most used mobile OS creates a huge market of users who are keen to experience new applications every now and then. If you own a business and there is an app to support it, the time your business will take to get popular will be quite lower as compared to others.</p><p>It doesn’t matters whether your product is a consumable item or an electronic gadget. You can easily develop Android apps for your products and services. This will give an entirely new meaning to your business. With the number of Android users these days, it will take no time in your app in getting popular provided you have created such engaging level of app.</p><p><strong>Why your business must have an app?</strong></p><p>Take is a new way of introducing your business to those groups of target markets that are more tech-savvy and depend on mobiles for all their necessary obligations. An app will lessen their responding time and will give them an easier way to understand your product. People might barely feel the necessity to respond to any kind of approach you have presented to promote your name. However, when the same stuff is presented in an advanced technological process, it gives a new meaning. There are innumerable ways to develop android apps even if you might think that your service has got nothing that can support the development of an application.</p><p>The population of Android apps is huge in the market. There are examples where businesses have grown overnight with the help of an app that was created unintentionally. You might question that you already have a full-fledged site that can give information to users. So why develop an app for that? The answer to this is people always have appetite for a new thing. No matter what you do, a regular update keeps your users connected and focused on your product or services. An app is a smarter way to reach the customers and give them the information in a more enjoyable and flexible manner.</p><p>So, find a provider who can understand your basic requirements and create the right apps for your business. You can easily develop Android apps for your service which will leave no stone unturned in providing you with the right kind of leads. A user connecting with the app is a promising lead which you can convert into a sale. Android apps are gaining a huge momentum these days with more and more people going for them. It is the right time to tap this market with the help of these applications and create a mark for your business in the format that is currently in vogue. So, for more details on <a href="http://oswill.com.au/mobile-app-development.php" rel="nofollow">mobile app development</a>, visit us at oswill.com.au.</p><div class="field field-type-emvideo field-field-video"> <div class="field-items"> <div class="field-item odd"> http://www.youtube.com/watch?v=gYLwuVKTTvA </div> </div> </div> http://www.enterprisecioforum.com/en/blogs/ajitnayak/develop-android-apps-and-give-breakthrou#comments Technology Services Blog-post mobile app development Tue, 15 Apr 2014 17:46:29 +0000 ajitnayak 8289 at http://www.enterprisecioforum.com Computers can never be Data Scientists http://www.enterprisecioforum.com/en/blogs/enadhan/computers-can-never-be-data-scientists <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Data Scientists need to be good Data Artists too! </div> </div> </div> <p>They say it is the <a href="http://bit.ly/V62TcG" rel="nofollow">sexiest job in the 21<sup>st</sup> century in the world of Big Data – the Data Scientist</a>. Emergence of new tools and <a href="http://owl.li/mgiIk" rel="nofollow">techniques</a> are empowering them to effectively <a href="http://owl.li/rFCCM" rel="nofollow">glean the gold mine of information</a>. Given the volume of data to be processed, it would almost seem like a job tailor-made for computers only. True, computers can certainly perform these computations … but can they think? Not as effectively as the human brain. Data Science is more than computations – it’s also the art of applying the right techniques, on <a href="http://owl.li/qVU81" rel="nofollow">data that matters</a>, for the right business reasons, with context. Computers, therefore, can never be Data Scientists in the truest sense of the term.</p><p>In a recent #CIOChat (facilitated by <a href="https://twitter.com/ECIOForum" rel="nofollow">ECIO Forum</a>) on whether the need for IT skills is fact or fiction, the point was made about the New Style of IT requiring a new style of thinking. Data Scientists must think differently about the data they are working with while applying the science of complex analytical techniques. Data Artists are a new style of Data Scientists.</p><p>The discussion took me back to my rural upbringing, when my parents used to take me to the local physician who did not have access to the plethora of tests and graphs to decipher. He would just visually examine me, feel my pulse, ask a few questions and diagnose the problem right then and there with a fascinating sense of accuracy. That is art. But going through a series of tests, taking advantage of years of medical history, and applying statistical techniques to diagnose the problem is science.</p><p>Big Data is a lot more than the application of such technologies on the data. It’s also about the artistic way of massaging the data available to glean the right insight upon which the right action can be taken.</p><p><a href="http://owl.li/qVU81" rel="nofollow">To make Big Data matter</a>, action must be taken on the insight obtained. Data Scientists can go a long way by applying the scientific techniques to glean valuable information.</p><p>With a dose of artificial intelligence, we may even get to a level of automation in applying complex analytical techniques to this data. However, the artistic human mindset knows the questions to be posed with the right context. What data should be analyzed? What is the nature of the information that we are looking for? Who needs it? When? And Why? How should this be delivered to them in a timely fashion? The questions may be the same, but the answers are different for each enterprise, which is why it will never be an exact science.</p><p>Computers can, therefore, never be Data Scientists. In turn, Data Scientists who only work like computers may very well become fiction. Fact is, the most effective Data Scientists are Data Artists at heart.</p><p>What say you? How are you deriving value from the Big Data in your enterprise? Are Data Artists working on your Big Data along with Data Scientists? Please let me know.</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/NadhanAtHP" target="_self" rel="nofollow">Nadhan</a>&nbsp;on: <a href="https://twitter.com/NadhanAtHP" 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> http://www.enterprisecioforum.com/en/blogs/enadhan/computers-can-never-be-data-scientists#comments CIO Leadership Big Data Blog-post Artifical Intelligence Big Data data science data scientist Information Analytics information management Tue, 15 Apr 2014 17:39:20 +0000 enadhan 8288 at http://www.enterprisecioforum.com The Best Insurance Tech Investments http://www.enterprisecioforum.com/en/blogs/tech-mahindra/best-insurance-tech-investments <p>The insurance industry, as an integral part of the financial services industry, is closely linked to the rapid changes in economy. As the economy grows, the living standards of people increase and as a consequence, demand for insurance increases. With economic activity on the upswing, and reduced catastrophic losses, the combined ratios for insurers have shown improvement over the years.</p><p>Insurance companies today have never had it better since the financial meltdown in 2008. They are looking at new markets, products, processes as well as investments in leading edge technology solutions that help them deliver long term benefits to customers and shareholders.</p><p>We list some of the specific areas that insurers should start investing in, if they still have not, to ensure that their long term competitive advantage remains intact.</p><p>The list is clearly not exhaustive, as every company has its own set of challenges as well as its business priorities. In addition, business and geographic dynamics would have bearing on the prioritization of the initiatives.</p><p><strong>Current Technology Investments</strong></p><p><strong>Analytics</strong></p><p>This goes beyond the KPIs and the normal dashboards and reports that are used currently by organizations. Analytics breaks down to understanding your own business better, your own customers better, leading to insights that help organizations be more efficient.</p><p>A lot of discussions are happening around big data and looking at external sources of data. However, we understand that insurance companies have a lot of internal data in the form of customer data and interactions, notes by claims adjusters, scanned images of customer/marketing and data in offline systems. This data, once consolidated and enriched with relevant external information, would be a very good starting point for most insurers. In terms of the business areas, most of the companies are focusing on Marketing, Claims, Servicing, Risk Management and Fraud analytics.</p><p><strong>Customer Experience Management&nbsp;</strong></p><p>This is becoming very important for all insurers globally, driven by the all-pervasive Internet. Today, many transactions between the insured or a prospective customer are directly handled on the carrier’s end, where in the past those transactions were handled by an agent.</p><p>Working directly with the consumer isn’t new for insurance companies, but the nature of the interaction goes way beyond how the carrier interacted with the consumer before. Now that interaction can be leveraged for marketing purposes, or to enable self-service for the consumer to request information, speak with a customer representative, and also to obtain status of in-process claims.</p><p>Customers are expecting consistent behavior and experiences across channels, be it through the call center, social media, agents, the portal or mobile platform. The scope of this, like digital computing, covers the entire value chain of insurance. A key challenge for companies is where to start: the front office or the back office, marketing or operations.&nbsp;</p><p><strong>GIS and Locational based claim mapping</strong></p><p>The idea behind this is simple: aerial views of houses, business, terrain, and roads, applied to insurance. It simplifies, as an example, estimating damaged roofs without an adjuster having to visit the particular house or office for viewing the same. GIS is also useful to determine the precise location of a particular claim, which is critical in identifying whether the particular claim is fraudulent or not.</p><p>Another benefit of this technology is that it can provide geocodes for all of the properties in an insurer’s portfolio, a useful tool in assessing property exposures in a geographic area. The entire portfolio is mapped along with the geocodes location, for a three dimensional view of the portfolio. Different risk factors such as crime in a particular residential zone or &nbsp;flooding risk can be mapped to give a multi-dimensional view of the particular risk being underwritten. While this would primarily benefit P&amp;C insurers, life insurers would benefit by having a detailed view of their portfolio vis-a-vis the geographic area.</p><p><strong>Cloud Platforms</strong></p><p>With the overall cost of transitioning and managing core platforms increasing dramatically, insurers have been actively seeking alternative approaches to the traditional, time consuming and costly deployment of IT infrastructure and software. Cloud systems have emerged as an attractive option for companies to evaluate, prior to taking any decision. As data security challenges have been mostly sorted out, the number of insurers looking at such options is increasing.</p><p>The systems being offered are either end-to-end policy administration systems, or certain components, such as billing or customer acquisition modules. Providers are offering different financial models for billing such as cost per policy or upfront investments in IT/BPO to bag contracts. They are also willing to transfer resources to their own roles to ensure that transitions are smooth, and cause minimum disruption to businesses during the transformation process.</p><p><strong>Emerging Technologies</strong></p><p><strong>Usage Based Insurance</strong></p><p>Usage based insurance (UBI), or pay-as-you-drive (PAYD), is basically calculating insurance premiums based on actual and individual driver behavior, as compared to a group driving behavior. A collaboration of machine to machine communication (M2M) technology, cloud hosting, combined with big data analytics, UBI is expected to be adopted quite widely in the next five years.</p><p>As insurers collect more and more data, they would generate further insights into individual driving behavior, leading to more accurate calculation of premiums. However due to the technology’s immaturity, it would make more sense for insurers to use third party providers to understand the technology and business benefits better before going into a full program. An added benefit would be moving towards the connected car concept, which could provide an additional revenue stream for insurers.</p><p><strong>Digital Computing</strong></p><p>The scope of digital computing covers the entire range of online distribution channels, mobile computing, social media as well as digital interaction platforms where brokers, agents and insurers interact and share information amongst each other and with the consumer. It covers the entire insurance value chain, from the buying of policies to their underwriting as well as payout of the final claim. Insurers and brokers have also started pilots around social media, while most still have to integrate the information gathered from the various social channels into their analytics engines. This is clearly one of the most challenging projects and deeply integrated with the overall customer experience management journey.</p><p><strong>Implementation</strong> <strong>Approach</strong></p><p>With a large number of new areas for implementation, organizations need to identify the technologies that need to take a priority. In many cases, the business impact is only clear after the project has been completely implemented, which can lead to a huge loss of time and cost for organizations if their objectives are not achieved.</p><p>There are primarily two approaches for organizations to implement next generation solutions – the first is a full planned implementation along with licenses, hardware, along with a large team from IT and business.</p><p>A second and more business-friendly approach is carrying out a Proof of Concept (POC) with product vendors or SIs. Since these business partners have experience working with multiple customers, they bring expertise in helping the insurer better understand the nuances of the solution as well as building a complete business case. More importantly, once partnered, they have complete involvement when the complete project is implemented. This approach is lower risk and more cost friendly than the full implementation approach.</p><p><strong>Conclusion</strong></p><p>With the technology lifecycle rapidly becoming shorter; organizations need to look at innovative ways to quickly assess the business benefit of new technology investments. As an implementation approach, insurers need to identify which areas provide the maximum business benefits and impact, so that investments are prioritized.</p><p>The POC route is easier, as the business benefits are ascertained prior to carrying out big bang investments. In addition, the operational process, time required from the business and any other issues are streamlined, which help when the larger project is underway. Cloud based platforms in almost all areas are available for customers to try, fine tune the approach and then adopt, reducing the initial investment as well as the time to carry out the relevant Proof of Concept.</p> http://www.enterprisecioforum.com/en/blogs/tech-mahindra/best-insurance-tech-investments#comments Technology Big Data Cloud Mobility Services Blog-post cloud computing customer experience emerging technologies Insurance tech mahindra Mon, 14 Apr 2014 15:12:23 +0000 Tech Mahindra 8287 at http://www.enterprisecioforum.com What’s the ideal org structure for IT moving forward? As we embrace cloud and push for more flexibility and speed of delivery from IT, how do we get away from the stove-piped organizations of today? http://www.enterprisecioforum.com/en/question/what%E2%80%99s-ideal-org-structure-it-moving-for http://www.enterprisecioforum.com/en/question/what%E2%80%99s-ideal-org-structure-it-moving-for#comments CIO Leadership Applications IT Performance Services CIO Questions Mon, 14 Apr 2014 13:52:31 +0000 JohnGallant 8286 at http://www.enterprisecioforum.com Lack of urgency and speed hamstring digital transformation http://www.enterprisecioforum.com/en/blogs/jdodge/lack-urgency-and-speed-hamstring-digital <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> MIT CIO Symposium to focus on digital organizations. </div> </div> </div> <p>The appearance of a new CEO often signals a subsequent reorganization with a cadre of new lieutenants. After all, any leader wants loyal underlings who share the same vision and its leaders.</p> <p>The same is true for CIOs who want to take the next step toward helping their organizations become a digital enterprise. Chief among the obstacles are a lack of urgency and the slow pace of change.&nbsp;</p> <p>[We've been asking recently for CIOs to identify the ideal IT organization of the future. Indeed, that's <a href="http://www.enterprisecioforum.com/en/question/what%E2%80%99s-ideal-org-structure-it-moving-for">our most recent CIO Question</a> and we plan a Twitter chat on the topic this Thursday from 1-2 p.m. EDT.]</p> <p>Co-incidentally, transforming into a digital enterprise will be the major emphasis of the 2014&nbsp;<a href="http://www.mitcio.com/">MIT Sloan CIO Symposium</a> on May 21 at the school's Cambridge, Mass. campus. I have attended this CIO get-together for several years and will once again this year.</p> <p><span style="line-height: 1.4em;">I briefly caught up with Symposium Co-chair Lindsey Anderson and asked why the emphasis on organizational dynamics this year.</span></p> <p><span style="line-height: 1.4em;">"We're essentially talking about the digital enterprise not just from the technology point of view, but from the organzational point of view, too. We're identfying the organizational changes that will enable the enterprise to take full advantage of these new technologies," he said.</span></p> <p><span style="line-height: 1.4em;">The symposium focus is predicated on research, including a 2013 study done by&nbsp;MIT’s Center for Digital Business (CDB) and Capgemini Consulting. Here's what it&nbsp;</span><span style="line-height: 1.4em;">found as <a href="http://sloanreview.mit.edu/projects/embracing-digital-technology/">published in the MIT/Sloan Management Review</a>. I've bolded the obstacles to digital transformation. &nbsp;</span></p> <blockquote> <ul> <li>According to 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years.</li> <li>However, <strong>63% said</strong> the pace of technology change in their organization is <strong>too slow</strong>.</li> <li>The <strong>most frequently cited obstacle</strong> to digital transformation was <strong>“lack of urgency.”</strong></li> <li><strong>Only 38% of respondents</strong> said that digital transformation was a permanent fixture on their CEO’s agenda.</li> <li>Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, <strong>a mere 36% of CEOs have shared such a vision.</strong></li> </ul> </blockquote> <div><span style="line-height: 21.600000381469727px;">How far along are you with your enterprise's digital transformation?</span></div> <p><span style="line-height: 1.4em;"><br /></span></p> <p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/lack-urgency-and-speed-hamstring-digital#comments CIO Leadership Applications Converged Infrastructure IT Performance Blog-post Agility CEO CIO digital transformation IT Fri, 11 Apr 2014 19:58:33 +0000 jdodge 8283 at http://www.enterprisecioforum.com California Beschikt over een Top Graded Techniek School http://www.enterprisecioforum.com/en/blogs/hisaachse/california-beschikt-over-een-top-graded Alternatieven csiaspb.org (<a href='http://www.csiaspb.org' rel="nofollow">csiaspb.org</a>) Dat is zeker waarschijnlijk de meest taaie aspecten van steeds een volwassen als komen in werkelijkheid <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href='http://www.csiaspb.org' rel="nofollow">csiaspb.org</a>) Een van de eerste selecties een frisse volwassen geconfronteerd wordt met is hun bezetting keus <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> (<a href='http://www.csiaspb.org' rel="nofollow">www.csiaspb.org</a>) Veel ouders zijn blij om te helpen hun kinderen bepalen precies wat field sommigen willen krijgen in ieder moment werk doen <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - Hoger onderwijs is niet voor iedereen daarom diverse besluit te gaan een complex of misschien kopen en verkopen hogeschool te beheersen een art <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>, <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, Het is extreem groot belang dat u invoeren een veld u werkelijk gepassioneerd <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>) Voor personen die zijn benieuwd universiteit <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">csiaspb.org</a>) er tonnen van producten te voeren voordat de initiële class <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> [<a href='http://www.csiaspb.org' rel="nofollow">www.csiaspb.org</a>] Beginning hoger onderwijs zijn een breed deel van living die veel kennisgeving zijnde een rechts verbonden aan passage csiaspb.org, <a href='http://www.csiaspb.org' rel="nofollow">csiaspb.org</a>, Sommige individuen besef vanaf het moment ze little opdat zij wonen precies dezelfde scholen de vader en moeder bijgewoond <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>, <a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>, Anderen bezitten verlangens waarschijnlijk een goede Ivy League universiteit en universiteit met a mate heeft niveau dat zal toelaten deze aan kant select uit de beste arbeidsmogelijkheden <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>) Enkele wilt gaan naar een scholen dat wil geef ze een grote <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> - <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - bedrag <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> (<a href='http://www.csiaspb.org' rel="nofollow">csiaspb.org</a>) Ongeacht wat uw eigen oorzaak is goed voor bijwonen van de universiteit csiaspb.org; <a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org/</a>, het kiezen van de juiste scholen is een van de meest cruciale acties <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>, <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, Als u een nieuw gespecialiseerde omgeving dat je gaat in <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - u zult zien sommige onderwijsinstellingen dat zal zijn uitgesloten zo ze doen niet bieden die key Echter <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, wanneer je hebt geraffineerde enkele hogescholen uit te kiezen <a href="http://www.csiaspb.org;" title="http://www.csiaspb.org;" rel="nofollow">http://www.csiaspb.org;</a> <a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org/</a>, de keuze creëren start csiaspb.org (<a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a>) Een van de vele top colleges kunt u naar is Los Angeles Begin over Technologie csiaspb.org (<a href="http://www.csiaspb.org" rel="nofollow">csiaspb.org</a>) Florida Begin over Technology is in Pasadena <a href="http://www.csiaspb.org;" title="www.csiaspb.org;" rel="nofollow">www.csiaspb.org;</a> <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, Californië Ca en een prive onderzoek scholen <a href="http://csiaspb.org;" title="http://csiaspb.org;" rel="nofollow">http://csiaspb.org;</a> <a href='http://www.csiaspb.org' rel="nofollow">http://www.csiaspb.org</a>, Los Angeles Start verbonden aan Technologie levert een groot aantal online verbindingen buurt terrein voor studenten om gebruik te maken het net ongeacht waar ze kunnen worden csiaspb.org (<a href="http://www.csiaspb.org" rel="nofollow">csiaspb.org</a>) Het is cruciaal om zich ervan bewust dat Florida aanvangen van Technologie of misschien is vaak a klein universiteit van slechts een paar csiaspb.org; <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, Honderd leerlingen maar dat ziet er na een sterke nadruk op de natuurlijke wetenschappen als ontwerp <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">csiaspb.org</a>) Caltech niet scholen in uw geval in het geval dat niet uw eigen discipline <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> - <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - Maar toen u zoekt die locaties <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href='http://www.csiaspb.org' rel="nofollow">www.csiaspb.org</a>) Caltech is een van de top 10 hogescholen wereldwijd door een aantal diverse oplossingen <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> - <a href='http://www.csiaspb.org' rel="nofollow">http://www.csiaspb.org</a> - Caltech ook handgrepen Uw Plane Space Laboratory dat is een NASA Middle waarbij beheert de stijl samen met functie van onbemande ruimte sondes <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">csiaspb.org</a>) Een fundamenteel onderdeel van hogeschool kunnen zorgen dat je hebt een prachtige opleidingen <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>) School kan heel dure <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> - <a href='http://www.csiaspb.org' rel="nofollow">http://www.csiaspb.org</a>, en veel particulieren begrijpen dat verkrijgt u dat waar u aankoop <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org/</a>) Hoe groter top hogescholen kan kosten veel geld te bezoeken <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> - <a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>, maar veel van Uw studenten van deze universiteiten waarschijnlijk akkoord het een hoger niveau scholen zullen ze verwerven eigenlijk echt de moeite waard de kosten <a href="http://www.csiaspb.org" title="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org/</a>) Caltech is echt een instituut die twijgen van wat it hoogte is van <a href="http://csiaspb.org" title="http://csiaspb.org" rel="nofollow">http://csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>) fijnste Ongeacht waar je bepalen om opdagen op college <a href="http://www.csiaspb.org;" title="www.csiaspb.org;" rel="nofollow">www.csiaspb.org;</a> <a href="http://www.csiaspb.org" rel="nofollow">http://www.csiaspb.org/</a>, onderzoek voordat je koopt en zorg ervoor je toevallig krijgen de meest waarde op uw ons dollars <a href="http://www.csiaspb.org" title="www.csiaspb.org" rel="nofollow">www.csiaspb.org</a> (<a href="http://www.csiaspb.org" rel="nofollow">www.csiaspb.org</a>) http://www.enterprisecioforum.com/en/blogs/hisaachse/california-beschikt-over-een-top-graded#comments Technology Cloud Blog-post BB Fri, 11 Apr 2014 15:39:01 +0000 hisaachse 8281 at http://www.enterprisecioforum.com The Internet of Things creates business opportunities like never before http://www.enterprisecioforum.com/en/blogs/rickblaisdell/internet-things-creates-business-opportu <p dir="ltr">In terms of business models, the Internet of Things (IoT) shift is generating unprecedented opportunities that can be seized by companies to develop new services, enhance productivity and efficiency, improve real-time decision making, solve critical problems, and develop new and innovative user experiences.</p><p>Basically, IoT represents a tremendous opportunity for various types of companies, including IoT application and service providers, IoT platform providers and integrators, telecom operators and software vendors. According to some estimates, M2M (machine to machine) communications alone will generate approximately EUR 714 billion in revenues by 2020, and many IoT vertical segments are expected to experience a double-digit growth in the upcoming years.</p><p>Among the most prospective domains are consumer electronics, automotive, and healthcare, as well as intelligent buildings and utilities. Increasingly sophisticated devices and apps are enabling businesses, government agencies and other institutions to collect information and act on it in ways that promises to redefine technology and business.</p><p>Just recently I attended a SalesForce conference in Boston, MA and learned that Phillips was working with SalesForce in integrating their Electric Toothbrush with SalesForce. This toothbrush analyzes if you are brushing your teeth the right way, how long and when you brush your teeth and will start to make recommendations based on user behavior. &nbsp;SalesForce is one example we will hear often as a IoT platform provider.</p><p><strong>Relevant data at your feet</strong></p><p>Almost anything and everything (from milk cartons and medical equipment to bridges, vehicles and power generators) can be equipped with sensors that collect and transmit data about consumption, usage patterns, location and much more. The IoT promises to help manufacturers, health care providers, the military, retailers etc. understand the world in ways that weren’t possible only a few years ago.</p><p>The ability to extract data from a wide range of objects and devices helps businesses analyze information and gain far better insights. Instead of making educated guesses, it’s possible to tap into data and analytics in order to understand patterns, trends and behavior in a more thorough and comprehensive way. In terms of business value, this data is very complimentary to the data generated by operations, sales, marketing, finance and other departments in the enterprise.</p><p><strong>Challenges to face if you want an IoT business</strong></p><p>While many companies have explored home automation, connected car, and wearable accessories, the practical realities of building and scaling an ecosystem of connected products and services are more challenging than most business managers realize. More specifically, in order to build a successful IoT business, a company must keep in mind the following challenges:</p><ul><li dir="ltr"><p dir="ltr"><strong>Adapt your visions to real customer needs</strong>&nbsp;– It’s really exciting to imagine scenarios in which previously analog products come to life, and they all turn “smart.” But remember that the most compelling value proposition usually starts with a focus on a single customer needs. Whether your IoT vision revolves around cars, thermostats, or anything else, make sure you are focusing on a real problem to which real customers want a better solution. Then you can start figuring out how that problem can be solved in a simple, intuitive, “smart” way.</p></li></ul><ul><li dir="ltr"><p dir="ltr"><strong>Integrate hardware and software capabilities</strong>&nbsp;– Designing connected experiences requires the integration of very different development skill sets and processes like: hardware production, product design, engineering, digital and software design etc. The implication for most companies is that they rarely have both hardware and software capabilities, becoming a huge challenge that many large businesses encounter in their IoT journeys.</p></li></ul><ul><li dir="ltr"><p dir="ltr"><strong>Be open to different business models</strong>&nbsp;– The IoT is changing the way companies make money. Hardware companies traditionally drive profits by balancing product revenues with the costs associated with materials, manufacturing, and fulfillment. On the other side, digital companies usually leverage service business models with recurring revenue streams. For connected devices, the two worlds must meet: the hardware company has to begin accounting for the costs of tracking data and supporting a service, while the software company has to start managing the costs of making and distributing physical products.</p></li></ul><p>In the end, it’s crucial to formulate a strategy for the IoT. It’s important to begin thinking about how to connect devices or sell products that fit into a larger ecosystem of intelligent devices. This means identifying opportunities and problems that connected technologies can solve and understanding how they can provide deeper insights into a business, including customer touch points. One thing is clear: the IoT will play a major role in the future of business.</p><p dir="ltr">Photo credit: <a href="http://www.springwise.com" title="www.springwise.com" rel="nofollow">www.springwise.com</a></p> http://www.enterprisecioforum.com/en/blogs/rickblaisdell/internet-things-creates-business-opportu#comments Business Issues Cloud Blog-post business ideas business opportunity cloud computing Internet of Things IoI business IoT Fri, 11 Apr 2014 06:38:03 +0000 RickBlaisdell 8278 at http://www.enterprisecioforum.com The Conversation We Need to Have About Big Data http://www.enterprisecioforum.com/en/blogs/appnovation-technologies/conversation-we-need-have-about-big-data <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Big Data faces Big Problems </div> </div> </div> <p><br /><br /></p><p dir="ltr"> In 2003, the internet <a href="http://blog.maytech.net/blog/the-boat-race-vs-the-internet" rel="nofollow">moved as fast as a cheetah</a>, which is fast for a creature, but not fast for an internet. Now we are cruising along at a cool 4165 m/s which is about half as fast as an object in earth’s orbit. Not only has internet speed increased, internet volume increased with the amount of data being passed back and forth on, most notably, Facebook on a daily basis amounting <a href="http://mikepluta.com/infographic-relative-sizes-data/" rel="nofollow">to over 274 TB of data</a> in 2012. Needless to say, the volume of data being produced is not only a significant bite off to chew, but also rapidly shifting.<br class="kix-line-break" /><br class="kix-line-break" />Companies are clearly taking notice with big data being hailed as the solution to marketing, diagnostic, and internal nightmares. However problems and critiques are starting to multiply rapidly, and it is up to us within the industry to take control of the narrative that our customers are getting from TED talks about the so-called big data panacea. Big data can’t solve everything. Additionally, what it can solve comes with what is going to be an increased number of limitations. <br class="kix-line-break" /></p><p dir="ltr">Informing business owners of the limits of big data starts with a conversation about regulation of the internet-- regardless of our feelings on the matter, we ought remind them that they are not the only owners of big data, and that mishandling of confidential information will be increasingly penalized. The SEC recently released a report tabulating data on the extent to which popular social media platforms, one of the many big data targets business-owners are salivating over, like <a href="http://www.mybanktracker.com/news/2014/04/05/hash-tag-scam-investors-vulnerable-id-thieves-twitter-facebook/" rel="nofollow">Facebook and Twitter were used for fraud</a> and included the typical warning against listening to offers “too good to be true.” </p><p><br /></p><p dir="ltr">Although scammy internet solicitations are nothing new, increased SEC crackdown over policing the stream of information and news that web users are becoming increasingly protective of web services selling their data. It shouldn’t take long before those concerns begin to have some form of legal recourse, potentially affecting the perceived wide open fields of promising cud to chew. Managing expectations about the perceived wild west of unregulated promise can help prevent disastrous missteps. <br class="kix-line-break" /></p><p dir="ltr">Another hurdle in managing the big data narrative with clients is that the field is amorphous nature of big data. Most companies limit their idea of the power of big data to data mining, and as the dominant tools used to manage big data are predominately open source-based solutions like Hadoop, this can only build up the idea that “if anyone can access it, then anyone can use it, so it’s probably not that hard.” <br class="kix-line-break" /><br class="kix-line-break" />We must continue disseminating detailed articles educating business owners on the nature of big data and big data tools-- what their place is and what it is not, as well as informing them with big data case studies as to what has been done and what is required in order to achieve those goals. Specificity to a non-expert audience is difficult, but we need to go beyond what the potentials for big data are and start giving them the details on the role big data will play in the market and <a href="http://www.appnovation.com/solutions/big-data" rel="nofollow">how major big data technologies like Hadoop actually operate</a> so that our clients can make educated decisions. <br class="kix-line-break" /><br class="kix-line-break" />Furthermore, informing our market of the potential restrictions on the future of big data is a step towards jolting them out of the altruistic ideas that they will project onto the services they require of us. This will not only streamline our workflow, but also help establish a solid foundation for our field. <br class="kix-line-break" /></p><p dir="ltr"><br class="kix-line-break" /><br class="kix-line-break" /></p><p dir="ltr"><br class="kix-line-break" /><br class="kix-line-break" /></p><p><br /></p><p dir="ltr"><br class="kix-line-break" /><br class="kix-line-break" /></p><p dir="ltr"><br class="kix-line-break" /></p> http://www.enterprisecioforum.com/en/blogs/appnovation-technologies/conversation-we-need-have-about-big-data#comments Technology Big Data Blog-post Planning for Big Data Thu, 10 Apr 2014 19:17:37 +0000 Appnovation Technologies 8277 at http://www.enterprisecioforum.com How Twitter and blogging made two CIOs better http://www.enterprisecioforum.com/en/blogs/jdodge/how-twitter-and-blogging-made-two-cios-b <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> They explain in two prescient and recommended blog posts. </div> </div> </div> <p>CIOs <a href="http://www.linkedin.com/in/philkomarny" rel="nofollow">Phil Komarny</a> and <a href="http://www.tomcatalini.com/" rel="nofollow">Tom Catalini</a> are social CIOs and in two must read blog posts recently explained how Twitter and blogging have helped them in their jobs and broadened their horizons.</p><p>Komarny, the CIO at Seton Hall University, started the thread with <a href="https://medium.com/this-happened-to-me/eb4c7c892263" rel="nofollow">a splendid post</a> about how Twitter has made him more curious, human and plugged in.</p><p>His post inspired Boston Museum of Fine Arts CIO Tom Catalini to explain how blogging has established his personal brand and "stretched his comfort zone." It's also made him a better writer and thinker.</p><p>Both posts are insighful and well-written, right, Tom?</p><p>These two posts as well as others should reviewed by any CIO looking to better him- or herself. There's not all that much risk in blogging and Tweeting. It just requires a little effort and for many CIOs, out-of-the box thinking.</p><p>Credit for finding these two posts goes to <a href="http://www.fiercecio.com/story/2-cios-their-not-so-secret-weapons-self-improvement/2014-04-08" rel="nofollow">a story in FierceCIO</a>.</p><p><em><a href="http://www.twitter.com/thedodgeretort" rel="nofollow">Follow me</a> on Twitter.</em></p><p>&nbsp; &nbsp;&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/how-twitter-and-blogging-made-two-cios-b#comments CIO Leadership Cloud Mobility Blog-post blogging CIO IT Museum of Fine Arts Seton Hall Social Media Twitter Wed, 09 Apr 2014 19:28:21 +0000 jdodge 8274 at http://www.enterprisecioforum.com Where is the wearable I must have? http://www.enterprisecioforum.com/en/blogs/jdodge/where-wearable-i-must-have <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> CIOs told to prepare for wearables, but why? </div> </div> </div> <p>I saw <a href="http://news.idg.no/cw/art.cfm?id=C099921C-9B79-A392-A79142A29DC14616" rel="nofollow">a speech by a Google exec</a> covered in a couple of places, advising CIOs to get ready for BYOW - Bring Your Own Wearables.</p><p>Puleez! This is what we in the newspaper biz call a toothless story. How, may I ask, do CIO prepare when they don't what products to prepare for?</p><p>Indeed, the wearable onslaught may well be nigh, but we've seen little that's earthshattering or interesting beyond the Fitbit and perhaps <a href="http://www.samsung.com/us/mobile/wearable-tech" rel="nofollow">the wearable "Gear" Samsung promised</a> at CES in January. And there's only speculation that smart phones will morph into wearables....or <a href="http://www.enterprisecioforum.com/en/blogs/jdodge/smart-phones-become-mini-engines-new-age" rel="nofollow">become the server for wearables</a>.</p><p>My question is the same as the CIO's: where is the wearable employees (or I) must have with the market moving cloud that the iPhone or iPad had out of the gate? It doesn't exist nor is any wearable out there now earth-shattering.&nbsp;</p><p>Perhaps vendors like Google are furiously developing them, but they're doing a good job of keeping them under wraps.</p><p>What do you think?&nbsp;</p><p><em><a href="http://www.twitter.com/thedodgeretort" rel="nofollow">Follow me</a> on Twitter</em>.</p> http://www.enterprisecioforum.com/en/blogs/jdodge/where-wearable-i-must-have#comments Technology Big Data Mobility Services Blog-post CES CIO consumerization of IT IT Mobility smart phone wearable Tue, 08 Apr 2014 20:13:17 +0000 jdodge 8272 at http://www.enterprisecioforum.com CIO to CEO: Charting your course to the corner office http://www.enterprisecioforum.com/en/blogs/alec-wagner/cio-ceo-charting-your-course-corner-offi <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> Tech recruiter says IT leaders looking to leap ahead should focus on fostering innovation, adding value to the business </div> </div> </div> <p>When Deloitte released its <a href="http://www.deloitte.com/assets/Dcom-Australia/Local%20Assets/Documents/National%20Programs/CIO/Deloitte_CIO%20Survey_2013.pdf" rel="nofollow">CIO Survey 2013</a>, nearly half of the respondents indicated a desire to further their careers in roles beyond IT. Moving to a career outside of IT—and into the COO or CEO role— “may have been unlikely in the past,” the report concluded, “but … attitudes and aspirations on this are starting to change.”</p><p>To connect the dots along the path from CIO to CEO in the real world, we caught up with Shawn Banerji, whom we spoke with last year about <a href="http://hpsw.co/g5FGq34" rel="nofollow">IT mentoring, succession and the changing role of the CIO</a>. As a managing director at Russell Reynolds Associates, Banerji advises clients on the role of technology across the enterprise and helps them attract the leaders of the future. Banerji, too, sees the enterprise IT landscape shifting, but it’s not without challenges for IT leaders who want to move ahead.</p><p>“We are at an inflexion point vis-à-vis the CIO role in most industries—we are quickly moving into an on-demand future, where cloud-based, Platform-as-a-Service (PaaS) delivery constructs are commoditizing heretofore complex, expensive operational technology,” he said. Banerji sees it as a challenging time in which IT leaders can indeed move up the org chart, but they must simultaneously work to maintain relevance.</p><p><strong>Q: Deloitte’s 2013 CIO Survey found that, of CIOs eyeing a new role, nearly a quarter aspired to become CEOs. Historically, haven’t CEOs tended to have finance, rather than technology, backgrounds?</strong></p><p><strong>Shawn Banerji: </strong>Aspiration and the planning and preparation that goes into becoming a CEO are not necessarily related. Most Fortune 500 CEOs have, in fact, gone through a formal succession scheme and, yes, historically many CEOs have come from the finance function, with any number having served as a CFO. There certainly are other avenues to the CEO role, and in any number of organizations, that person may have a sales and marketing background. If you go back 20 years, a significant percentage of CEOs, if they came from outside the organization, were from the ranks of strategy consulting—particularly McKinsey, which for years was considered the cradle of CEOs.</p><p><strong>Q: More than a third of respondents to the Deloitte survey said they lack access to adequate training and development to move on beyond the CIO role. How does that square with research you’ve undertaken at Russell Reynolds?</strong></p><p><strong>SB: </strong>We have also conducted a global CIO survey in conjunction with Dr. Arthur Langer, who runs the MA in Technology program at Columbia University. This exercise included CIOs and those subordinates in a line of succession. This data demonstrated that this group invariably felt they were not receiving the type of leadership development and training in order to build their career in the IT function, let alone more broadly. These results are symptomatic of a longstanding, often pervasive human capital issue, where IT leadership has been marginalized through ignorance or a lack of genuine interest.</p><p><strong>Q: Does that lack of investment indicate an eventual obsolescence of the CIO role?</strong></p><p><strong>SB: </strong>Not necessarily, but it does have very real implications for the role of the CIO, the office of the CIO and the IT function at large. Vendors have become more present in their interactions with users, aka the internal customers of IT. As cloud-based solutions become more present, accepted and cost-effective, a corresponding ‘consumerization’ of technology is driving user expectations. You can call it the ‘Apple effect’ if you like, but as CEOs, CFOs, COOs, HR and other key stakeholders are becoming increasingly technology fluent, their expectations for IT are being directly affected as well.</p><p><strong>Q: So wherein lies the opportunity for a CIO looking to not simply keep the lights on, but move toward the CEO role?</strong></p><p><strong>SB: </strong>The opportunity is for those CIOs who are using IT to solve business problems and create market opportunities. Many CIOs have fundamentally sound grounding in running operations, resource management, budgeting—all of which are components of the CEO’s repertoire. By adding strategy, innovation and other skills to that toolkit, some CIOs will have the opportunity to take on greater accountabilities, perhaps even that of the CEO. But that will only happen through the right investment in people development. Even though the CIO role may be at an inflection point, the role may not necessarily be at its zenith. There are evolving connotations for the CIO role, the CTO title, the chief innovation officer role—and they continue to evolve. For individuals who are actively developing the competencies to address the business challenges and opportunities of the future, the future is bright.</p><p><strong>Q: Are there businesses in which CIOs have a better chance of moving up the org chart?</strong></p><p><strong>SB: </strong>Yes. If you look at where this has happened, say DrugStore.com, it’s in companies where technology is core to the business and the products and services are delivered through technology mediums, i.e. the Internet. The same could be said for a software company, storage company, data company, analytics business, or CRM business. ‘Products’ are either being delivered to the customer via the Internet, or the Web plays a prominent role in the business operation from cataloging to transactions and customer service. In these businesses, the CIO should have a greater opportunity to move up the org construct.</p><p><strong>Q: Any final words of advice for aspirational CEOs coming up through technology?</strong></p><p><strong>SB: </strong>We are living in a time of unparalleled opportunity in regard to what technology can do for the organization. This juxtaposition of timing, circumstances, interest and technology is allowing individuals who perhaps would never have had the aspiration—or frankly, the ability—to move into a CIO role, or perhaps even a CEO role one day. With this opportunity though, is a series of challenges, ranging from the competition for these positions, which is fierce, to the collaboration needed on the part of other key stakeholders. If CIOs and aspirants can’t develop competencies in respect to leadership, innovation, financial oversight and ROI, and a record of building and delivering differentiated value to their customers internally and externally, they do risk being marginalized. And I can unequivocally share that I have yet to speak with a CIO who wants to see that happen.</p><p><strong><em>Shawn Banerji is a managing director serving the global technology sector of <a href="http://www.russellreynolds.com/" rel="nofollow">Russell Reynolds Associates</a></em></strong><strong><em>, a search and assessment firm for senior-level IT executives. For more perspectives on IT leadership, <a href="http://hpsw.co/p5DPx7q" rel="nofollow">subscribe to the Discover Performance newsletter</a></em></strong><strong><em>.</em></strong></p><p><strong>Related link: <a href="http://hpsw.co/g5FGq34" rel="nofollow">CIOs must lead as mentors, develop ‘soft skills’</a></strong></p> http://www.enterprisecioforum.com/en/blogs/alec-wagner/cio-ceo-charting-your-course-corner-offi#comments CIO Leadership IT Performance Blog-post CEO CIO IT career Leadership Russell Reynolds Associates Shawn Banerji Tue, 08 Apr 2014 17:01:52 +0000 Alec Wagner 8271 at http://www.enterprisecioforum.com Mon dieu! CIO are introverts...and geeks http://www.enterprisecioforum.com/en/blogs/jdodge/mon-dieu-cio-are-introvertsand-geeks <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> CIOs struggle without a rule book, crave facts. </div> </div> </div> <p>This may come as a shock, but CIOs are introverts.</p> <p>This obvious but interesting conclusion is from a new study from the Berlin-based European School of Management and Technology, according to <a href="http://www.computerworlduk.com/news/careers/3510675/research-finds-70-of-cios-are-introverts/">a story in Computerworld UK</a>. I could not find the study at <a href="http://www.esmt.org/">ESMT's web site</a>, but it did point to the Computerworld UK story.</p> <p>The upshot is that 70% of CIOs fall into the introvert category, which leads to the also obvious conclusion that they find it harder to reach out and form productive work relationships than say, an extrovert. The introverted CIOs who do ascend to chief executive network anyway even though it's outside their comfort zone. &nbsp;</p> <p>Here's the nut paragragh from the story:</p> <blockquote> <p><span>In an analysis of the MBTI test results of around 200 IT leaders who have gone through the program over the last 10 years, Peppard was surprised to find that of the 16 possible personality types, 70 percent of CIOs fall into one category: ISTJs (Introversion, Sensing, Thinking, Judging). Or, in layman’s terms, a stereotypical IT geek.</span></p> </blockquote> <p><span>Of course, I am not surprised. I suspect many engineers would fall into the same category as do others chasing STEM (science, technology, engineering, math) pursuits. You know, it's old left brain thing.</span></p> <p><span>What do you think?&nbsp;</span></p> <p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/mon-dieu-cio-are-introvertsand-geeks#comments CIO Leadership IT Performance Blog-post CIO CIO personality introvert IT Tue, 08 Apr 2014 15:56:03 +0000 jdodge 8270 at http://www.enterprisecioforum.com Using Cell Phone Spy Software to Track a Cell Phone http://www.enterprisecioforum.com/en/blogs/truspy/using-cell-phone-spy-software-track-cell <p class="western" lang="en-GB" align="JUSTIFY">With involvement in the technology, gadgets are becoming easily available to people of every group including children. Due to ease of availability and less cost, parents allow their children to use Cell Phones, but they often ignore the activities their children do. They think that by giving a cell phone to their children, all their responsibilities are done, being good parents, but in fact, they are forgetting the fact that a Cell Phone is not just made for making calls.</p><p class="western" lang="en-GB" align="JUSTIFY">Today, a Cell Phone is a small computer on which children can access Internet, Chat Apps, and carry out many other activities that parents often try to block on the computers their children use, for example, blocking porn sites and gambling sites. And, with all these activities, being done on Cell Phone, it is becoming difficult for parents for keeping watch on their children and ensuring that their children are not moving on the wrong path.</p><p class="western" lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net" rel="nofollow">Cell Phone Spy Software</a> allows parents to keep a track on their children’s’ activities without letting them know and thereby, gives them moment to rest. Cell Phone Spyware is an application that can be installed remotely on any Cell Phone and once installed it allows parents to do the following tasks from anywhere:</p><ul><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/track-gps-location.aspx" rel="nofollow">Track phone location</a> – this is a very useful feature because many times children say lie to parents for several reasons; they are at different location and tell a different location to parents. With this feature parents will be able to track phone location in real time.</p></li><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/view-whatsapp-messages.aspx" rel="nofollow">View whatsapp message</a> – Whatsapp is an addiction. Even children use it more than they study. And, often parents want to know what their children are messaging over whatsapp, but they are helpless due to password applied on the phone. With this feature, parents can read whatsapp message without knowledge of their children.</p></li><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/see-call-history.aspx" rel="nofollow">Log Call Details</a></p></li><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/photo-tracking.aspx" rel="nofollow">See photos captured</a></p></li><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/track-web-history.aspx" rel="nofollow">Track internet browsing history</a> – this feature is helpful for those parents who are very keen to usage of pornography, gambling, and chat sites that can spoil future of their children. This features lets parents see what their children are accessing on cell phone, when they are accessing, and so on.</p></li><li><p lang="en-GB" align="JUSTIFY"><a href="http://www.truspy.net/read-phone-contacts.aspx" rel="nofollow">Read phone contacts</a></p></li></ul><p class="western" lang="en-GB" align="JUSTIFY">One of the best things about <a href="http://www.truspy.net" rel="nofollow">Cell Phone Spy Software</a> is it can be managed via SMS commands, can be managed remotely, and can also be uninstalled if you are satisfied after using it a few days that your children is on the right path, and they no more not need to track phone location.</p><p class="western" lang="en-GB" align="JUSTIFY"><a href="http://demo.truspy.net/cpanel/mydashboard.aspx" rel="nofollow"><img src="http://www.truspy.net/img/screenshot/truspy-dashboard.jpg" alt="" width="589" /></a></p><p class="western" lang="en-GB" align="JUSTIFY">&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/truspy/using-cell-phone-spy-software-track-cell#comments Technology Applications Blog-post cell phone spy software Mobile monitor spy track Sat, 05 Apr 2014 02:49:46 +0000 truspy 8269 at http://www.enterprisecioforum.com IT is critical. It is failing to measure up: McKinsey http://www.enterprisecioforum.com/en/blogs/jdodge/it-critical-it-failing-measure-mckinsey <div class="field field-type-text field-field-ss-subtitle"> <div class="field-items"> <div class="field-item odd"> The more critical IT becomes, the more exposed the warts. </div> </div> </div> <p>Almost a third of 738 executives, some CIOs, say top IT management should go. Another 13% blamed "non-IT executives" for IT failing to meet strategic albeit challenging objectives.</p> <p><span style="line-height: 1.4em;">The imperatives include improving data analytics and business-IT interactions as well as adopting new approaches to development. At the same time, CIOs need to find better and more relevant talent while continually balancing conflicting priorities.</span></p> <p>These are the conclusions of a McKinsey survey "<a href="http://www.mckinsey.com/Insights/Business_Technology/IT_under_pressure_McKinsey_Global_Survey_results">IT under pressure</a>."</p> <p><span style="line-height: 1.4em;">Just as signficantly, enterprises are looking to IT more than ever to improve business efficiency and processes. Here's the upshot of the survey:</span></p> <blockquote> <p><span style="line-height: 1.4em;"><strong>"More and more executives</strong><span>&nbsp;are acknowledging the strategic value of IT to their businesses beyond merely cutting costs. But as they focus on and invest in the function’s ability to enable productivity, business efficiency, and product and service innovation, respondents are also homing in on the shortcomings many IT organizations suffer."</span></span></p> </blockquote> <p><a href="http://www.mckinsey.com/Insights/Business_Technology/IT_under_pressure_McKinsey_Global_Survey_results">Click here</a> for a more indepth look at the survey and see if its conclusion match up with your reality.</p> <p><em style="line-height: 1.4em;"><a href="http://www.twitter.com/thedodgeretort">Follow me</a> on Twitter.</em></p> <p><span style="line-height: 1.4em;"><span><br /></span></span></p> <p>&nbsp;</p> http://www.enterprisecioforum.com/en/blogs/jdodge/it-critical-it-failing-measure-mckinsey#comments CIO Leadership Applications Big Data IT Performance Quick Post analytics CEO CIO IT McKinsey Fri, 04 Apr 2014 19:46:34 +0000 jdodge 8268 at http://www.enterprisecioforum.com Strongly feel, all the next gen enterprises will have to adopt semantic analysis in their enterprises. Let me know your views. Please elaborate on your needs for such adoption. Thanks in advance. http://www.enterprisecioforum.com/en/blogs/rp/strongly-feel-all-next-gen-enterprises-w http://www.enterprisecioforum.com/en/blogs/rp/strongly-feel-all-next-gen-enterprises-w#comments Quick Post Blogs Fri, 04 Apr 2014 10:40:20 +0000 rp 8267 at http://www.enterprisecioforum.com Top 5 Apps for Samsung Galaxy S5 http://www.enterprisecioforum.com/en/blogs/richardmanning/top-5-apps-samsung-galaxy-s5 <p>This year at the Mobile World Congress held in Barcelona, the Korean phone maker, Samsung, released its fifth version of the Galaxy s series the famous Galaxy S5. The latest flagship from the Android device, the phone comes with a whopping 5.1inch HD display with a 16MP rear facing camera and a built in heart rate monitor. Improving vastly on the S4, and listening to the customer’s feedback on the design, camera and connectivity, the new phone is expected to make ripples like the iPhone 5S and the latest Sony Xperia Z2.</p><p><strong>Specifications</strong></p><p>As established earlier, the new version vastly improves on the last years S4 when it comes to specifications. Among all the handset’s features is the really big screen- 5.1 inch 1080p HD Super Amoled, that is powered by the 2.5GHz Qualcomm Snapdragon 801 processor and a 2 GB RAM. Unlike being integrated with the<strong> </strong>octa-core Exynos 6 processor which was being rumored, the new Qualcomm chip is able to equip the smartphone with the Cat4 LTE support that means the phone can now handle speeds of the 4G upto 150Mbps.</p><p>Operating on the latest version of the Google’s mobile operating system, Android 4.4 or Kit Kat, the phone provides a skimmed user interface that boasts of a redesign, focuses on fitness and comes with the new “My Magazine” homescreen. This is easily accessible by swiping left of the display. The phone is expected to contain premium apps and subscription bundles worth of USD 500.</p><p>In respect to the design of the phone, it has been upgraded too. It now contains a perforated design and comes with new colors including black, white, gold and blue. The phone also features the new IP67 certification similar to the Sony Xperia Z2. However, the phone is chunkier, has 8.1 mm thickness, and weighs 145g. Besides all these upgrades, the new smartphone is also integrated with an iPhone 5S style fingerprint sensor that is baked into the handset’s home button which is an added layer of security. The heart rate sensor is integrated on the back of the device.</p><p>The new 16 MP camera is also situated at the back of the phone that comes with the 0.3 second autofocus, dual LED flash and has the ability to shoot 4K video. The phone also comes with camera software features which includes the Selective Focus mode that enables the users to re-adjust the focus according to the image that has been taken. The new smartphone will be compatible with the Gear 2 and Gear 2 Neo smartwatches which was introduced during the Congress as well.</p><p><strong>New applications leaked</strong></p><p>As the fifth generation goes into sale, some applications were leaked into the market. These leaked applications are the S Note, S5 calculator, Watch On, Galaxy gear Manager, S health, S translator and the Gear fit manager. All these applications give the phone a renewed interface with a more clean and compact look. All the users are able to use these applications on all existing Galaxy devices including the Galaxy S4 and Galaxy Note 3. However, to be able to install the device, the operating system should run on the Android 4.4.2 KitKat. For the unlocked variants of Galaxy S4 and Galaxy Note 3, the Korean company is already rolling out Android 4.4.2 KitKat update.</p><p>The users can download and install these applications as the normal apk and those with any problems with the package might have to uninstall all previous versions. What is to be remembered is that the device may require root access before the installation of these leaked applications. Of all these, most of them are operating seamlessly except that of S Health which basically is able to convert the device into a personal health management powerhouse.</p><p>The S Health application allows the users to track various health statistics including the blood glucose levels, blood pressure and weight. Moreover, the users can also view and track the different environmental conditions and thereby their exercise regimen. The application uses the Samsung account of the owner to back up and restore all the information.</p><p>On the other hand, the Gear Fit Manager application is not that useful without using the Gear Fit smarthand, however, users can still download it to know more about the application. This application along with the Gear 2 and the Gear 2 Neo smart watch is expected to reach by the end of March. Other than this, all the other leaked applications are available for download.</p><p>Stuart hopes thinks that Samsung has finally heard the feedback and woes of its users and come up with a revamped Samsung galaxy s5 which offers different apps as well as a different interface. The Samsung Galaxy S5 will soon join the bandwagon of <a href="http://www.beforeyoubuy.co.uk/mobile-phone/samsung" rel="nofollow">Samsung mobile phones UK.</a></p> http://www.enterprisecioforum.com/en/blogs/richardmanning/top-5-apps-samsung-galaxy-s5#comments Technology Services Blog-post Samsung mobile phones in UK Samsung mobile phones UK Fri, 04 Apr 2014 06:06:37 +0000 Richard_Manning 8266 at http://www.enterprisecioforum.com Data Security & Cyber Privacy: Circumstances Have Changed, and So Should IT http://www.enterprisecioforum.com/en/blogs/kpadir/data-security-cyber-privacy-circumstance <p>Lately, it feels like data breaches are making headlines daily. The breaches at Target and Neiman-Marcus, for example, have raised a crescendo of concern that is certainly justified but sometimes a little off base. In particular, there’s confusion over the distinction between online privacy and online security. Some of the commentators have simply been echoing Sun CEO, Scott McNealy’s comments dating back to 1999, suggesting that we all just “get over it” and learn to live without online privacy.</p><p>We all want and need to know that our financial transactions are secure. When there is a breach of the type that occurred with Target and Neiman-Marcus, personally identifiable information (PII in security parlance) makes its way into the hands of third parties. The primary consequence of this: our information could be used not only to defraud us, but to also defraud retailers and credit card companies.</p><p>While not the same as avoiding government surveillance, financial and transactional security and cyber-privacy are both worthy of thought and concern.&nbsp;The rise of the Internet of Things (IoT) only compounds these issues. What happens to privacy when devices like Fitbit track and make available details of our life as intimate as our heart rate? Who is watching and who might watch – legally or otherwise –is and ought to be a concern. &nbsp;And, what are the potential issues involved with hacking these new devices? The&nbsp;<em>Los Angeles Times</em>&nbsp;<a href="http://www.latimes.com/business/technology/la-fi-tn-refrigerator-hacked-internet-of-things-cyber-attack-20140116,0,5757808.story#axzz2rzSZwXKR" rel="nofollow">recently reported</a>&nbsp;that security firm Proofpoint has uncovered a cyberattack that included smart TVs, wireless speaker systems, Internet-connected set top boxes and “at least one refrigerator.”</p><p>The rapid evolution of these technologies demands that the IT industry formulate proper, adequate, and appropriate solutions.</p><p>Consider that the first cars didn’t have locks on the ignition, and most people can remember a time when airports had no security at all.&nbsp;Anyone could walk out on the tarmac and sneak on to a jet bound for the other side of the world—who would have known? But, as circumstances changed, the technologies and practices that surrounded automobiles and aircraft had to change as well.</p><p>In our race to deliver more and better functionality at even more competitive prices, security has been playing catch up – and privacy has hardly been a thought.&nbsp;Guess what?&nbsp;Circumstances have changed and the technologies and practices that surround IT, the web, mobility, and the Internet of Things need to catch up.</p> http://www.enterprisecioforum.com/en/blogs/kpadir/data-security-cyber-privacy-circumstance#comments Business Issues Technology Big Data Security Blog-post cyber privacy data breaches Data security IoT IT Mobility Thu, 03 Apr 2014 14:15:32 +0000 KPadir 8265 at http://www.enterprisecioforum.com