Platform 3.0 Ripe to Give Standard Access to Advanced Intelligence and Automation, Bringing Commercial Benefits to Enterprises
Platform 3.0 Ripe to Give Standard Access to Advanced
Intelligence and Automation, Bringing Commercial Beneﬁts
Transcript of a BrieﬁngsDirect podcast on how The Open Group is working to stay ahead of
challenges organization face with an increase in data volume and sources.
Listen to the podcast. Find it on iTunes. Sponsor: The Open Group
Dana Gardner: Hello, and welcome to a special BrieﬁngsDirect Thought Leadership
Interview series, coming to you in conjunction with The Open Group Conference on July 15, in
I'm Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator throughout
these discussions on enterprise transformation in the ﬁnance, government, and
We're here now with a panel of experts to explore a larger issue. It's about the
business implications of the ongoing shift, the so called Platform 3.0. Known as
the new model of storage through which big data, cloud, and mobile and social
in combination, it allows for advanced intelligence and even automation in
This 3.0, so far, lacks standards and even clear deﬁnition, but The Open Group and it's
community intends to change that. We're here now to learn more about how organizations can
better leverage Platform 3.0 and the change and the dynamic nature of it as more than an IT shift
and perhaps as big as a business game changer. [Disclosure: The Open Group is a sponsor of
With that, please join me in welcoming our panel. We're here with Dave Lounsbury, the Chief
Technical Ofﬁcer at The Open Group. Welcome, Dave.
Dave Lounsbury: Hi, Dana, happy to be here.
Gardner: We're also here with Chris Harding. He is the Director of Interoperability at The Open
Group. Welcome, Chris.
Chris Harding: Thank you, Dana, and it's great to be on this panel.
Gardner: We're here also, with Mark Skilton. He is the Global Director in the Strategy Ofﬁce at
Capgemini. Welcome, Mark.
Mark Skilton: Hi, Dana, thanks for inviting us today. I'm very happy to be here.
Gardner: Dave Lounsbury, let's start with you at a really high level. A lot of people are still
wrapping their minds around this notion of Platform 3.0, something, I guess, that is a whole
greater than the sum of the parts. Why is this more than an IT conversation or a shift in how
things are either delivered? Why does the business implication appear so seemingly momentous?
Lounsbury: Well, Dana, there are lot of IT changes or technical changes going on that are
bringing together a lot of factors. They're turning into this sort of super-saturated
solution of ideas and possibilities and this emerging idea that this represents a
new platform. I think it's a pretty fundamental change.
If you look at history, not just the history of IT, but all of human history, you see
that step changes in societies and organizations are frequently driven by
communication or connectedness. Think about the evolution of speech or the
invention of the alphabet or movable-type printing. These technical innovations
that we’re seeing are bringing together these vast sources of data about the world around us and
doing it in real time.
Further, we're starting to see a lot of rapid evolution in how you turn data into information and
presenting the information in a way such that people can make decisions on it. Given all that
we’re starting to realize, we’re on the cusp of another step of connectedness and awareness.
This really is going to drive some fundamental changes in the way we organize ourselves. Part
of what The Open Group is doing, trying to bring Platform 3.0 together, is to try to get ahead of
this and make sure that we understand not just what technical standards are needed, but how
businesses will need to adapt and evolve what business processes they need to put in place in
order to take maximum advantage of this to see change in the way that we look at the
Gardner: Chris Harding is there a time issue here? Is this something that organizations should
sit back, watch how it unfolds, and then gauge their response? Or is there a beneﬁt of being in
front of this in some way?
Harding: I don’t know about in front of this. Enterprises have to be up with the way that things
are moving in order to keep their positions in their industries. Enterprises can't
afford to be working with yesterday's technology. It's a case of being able to
understand the information that they're presented and make the best decision to
We've always talked about computers being about input, process, and output. Years
ago, the input might have been through a teletype, the processing on a computer in
the back ofﬁce, and the output on print-out paper.
Now, we're talking about the input being through a range of sensors and social media, the
processing is done on the cloud, and the output goes to your mobile device, so you have it
wherever you are when you need it. Enterprises that stick in the past are probably going to suffer.
Gardner: Mark Skilton, the ability to manage data at greater speed and scale, the whole three Vs
-- velocity, volume, and value -- on its own could perhaps be a game changing shift in the
market. The drive of mobile devices into lives of both consumers and workers is also a very big
Of course, cloud has been an ongoing evolution of emphasis towards agility and efﬁciency in
how workloads are supported. But is there something about the combination of how these are
coming together at this particular time that, in your opinion, substantiates The Open Group’s
emphasis on this as a literal platform shift?
Skilton: It is exactly that in terms of the workloads. The world we're now into is the multi-
workload environment, where you've got mobile workloads, storage and compute workloads,
and social networking workloads. There are many different types of data and trafﬁc today in
different cloud platforms and devices.
It has to do with not just one solution, not one subscription model, because we're
now into this subscription-model era, the subscription economy, as one group
tends to describe it. Now, we're looking for not only just providing the security,
the infrastructure, to deliver this kind of capability to a mobile device, as Chris
was saying. The question is, how can you do this horizontally across other
platforms? How can you integrate these things? This is something that is critical
to the new order.
So Platform 3.0 addressing this point by bringing this together. Just look at the numbers. Look at
the scale that we're dealing with -- 1.7 billion mobile devices sold in 2012, and 6.8 billion
subscriptions estimated according to the International Telecommunications Union (ITU)
equivalent to 96 percent of the world population.
We’ve got a massive growth in scale of mobile data trafﬁc and internet data expansion.
Mobile data is increasing 18 percent fold from 2011 to 2016 reaching 130 exabytes annually. We
passed 1 zettabyte of global online data storage back in 2010 and IP data
trafﬁc predicted to pass 1.3 zettabytes by 2016, with internet video
accounting for 61 percent of total internet data according to Cisco
These studies also predict data center trafﬁc combining network and internet based storage will
reach 6.6 zettabytes annually, and nearly two thirds of this will be cloud based by 2016. This is
only going to grow as social networking is reaching nearly one in four people around the world
with 1.7 billion using at least one form of social networking in 2013, rising to one in three people
with 2.55 billion global audience by 2017 as another extraordinary ﬁgure from a eMarketing.com
It is not surprising that many industry analysts are seeing growth in technologies of mobility,
social computing, big data and cloud convergence at 30 to 40 percent and the shift to B2C
commerce passing $1 trillion in 2012 is just the start of a wider digital transformation.
These numbers speak volumes in terms of the integration, interoperability, and connection of the
new types of business and social realities that we have today.
Gardner: Dave Lounsbury, back to you. Why should IT be thinking about this as a fundamental
shift, rather than a step change or a modest change? It seems to me that this combination of
factors almost blows the whole IT deﬁnition of 10 years ago, out of the water. Is it that big a deal
for IT? It also has an impact on business. I'd like to just focus on how IT organizations might
need to start rethinking things?
Lounsbury: A lot depends on how you deﬁne your IT organization. It's useful to separate the
plumbing from the water. If we think of the water as the information that’s ﬂowing, it's how we
make sure that the water is pure and getting to the places where you need to have the taps, where
you need to have the water, etc.
But the plumbing also has to be up to the job. It needs to have the capacity. It needs to have new
tools to ﬁlter out the impurities from the water. There's no point giving someone data if it's not
been properly managed or if there's incorrect information.
What's going to happen in IT is not only do we have to focus on the mechanics of the plumbing,
where we see things like the big database that we've seen in the open-source role and things like
that nature, but there's the analytics and the data stewardship aspects of it.
We need to bring in mechanisms, so the data is valid and kept up to date. We need to indicate its
freshness to the decision makers. Furthermore, IT is going to be called upon, whether as part of
the enterprise IP or where end users will drive the selection of what they're going to do with
analytic tools and recommendation tools to take the data and turn it into information. One of the
things you can't do with business decision makers is overwhelm them with big rafts of data and
expect them to ﬁgure it out.
You really need to present the information in a way that they can use to quickly make business
decisions. That is an addition to the role of IT that may not have been there traditionally -- how
you think about the data and the role of what, in the beginning, was called data scientist and
things of that nature.
Shift in constituency
Skilton: I'd just like to add to Dave's excellent points about, the shape of data has changed, but
also about why should IT get involved. We're seeing that there's a shift in the constituency of
who is using this data.
We've got the Chief Marketing Ofﬁcer and the Chief Procurement Ofﬁcer and other key line of
business managers taking more direct control over the uses of information technology that enable
their channels and interactions through mobile, social and data analytics. We've got processes
that were previously managed just by IT and are now being consumed by signiﬁcant stakeholders
and investors in the organization.
We have to recognize in IT that we are the masters of our own destiny. The information needs to
be sorted into new types of mobile devices, new types of data intelligence, and ways of
delivering this kind of service.
I read recently in MIT Sloan Management Review an article that asked what is the role of the
CIO. There is still the critical role of managing the security, compliance, and performance of
these systems. But there's also a socialization of IT, and this is where the positioning
architectures which are cross platform is key to delivering real value to the business users in the
Gardner: So we have more types of users, more classes of individuals and resources within a
enterprise starting to avail themselves more of these intelligence capabilities more ubiquitously,
vis-à-vis the mobile and the cloud delivery opportunity.
How do we prevent this from going off the rails? How is it that we don’t start creating multiple
ﬁre hoses of information and/or too much data, but not enough analysis? Chris Harding, any
thoughts about where perhaps The Open Group or others can step in to help make this a more
fruitful, rather than chaotic, transition?
Harding: This a very important point. And to add to the difﬁculties, it's not only that a whole set
of different people are getting involved with different kinds of information, but there's also a step
change in the speed with which all this is delivered. It's no longer the case, that you can say, "Oh
well, we need some kind of information system to manage this information. We'll procure it and
get a program written" that a year later that would be in place in delivering reports to it.
Now, people are looking to make sense of this information on the ﬂy if possible. It's really a case
of having the platforms be the standard technology platform and also the systems for using it, the
business processes, understood and in place.
Then, you can do all these things quickly and build on learning from what people have gone in
the past, and not go out into all sorts of new experimental things that might not lead anywhere.
It's a case of building up the standard platform in the industry best practice. This is where The
Open Group can really help things along by being a recipient and a reﬂector of best practice and
Lounsbury: I'd like to expand on that a little bit if I could, Dana. I agree with all the points that
Chris and Mark just made. We should also mention that it's not just the speed of the analysis on
the consumption side. We're going to see a lot of rapid evolution in the input side as well.
New data sources
We're starting to see lot of new data sources come on line. We've touched on the mobile
devices and the social networks that those mobile devices enable, but we’re really also on the
cusp of this idea of the "Internet of things," where there is a vast globe full of network connected
sensors and actuators out there, all of which produce their own data.
Part of the process that Chris alluded to and the best practices Chris alluded to is how you run
your business processes so that you keep your feeds up to date, so that you can adapt quickly to
new sources of information, as well as adapt quickly to the new demands for information from
the lines of business.
Gardner: It seems to be somewhat unprecedented that we have multiple change agents playing
off of one another with complexity, scale, and velocity all very much at work. It's one thing to
have a vision about how you would want to exploit this, but it's another to have a plan about how
to go about that.
Mark Skilton, with your knowledge of Capgemini and the role that they play in the market, it
seems to me that there's a tremendous need for some examples or some sense of how to go about
managing the ability to exploit Platform 3.0 without getting tripped up and overwhelmed in the
Skilton: That’s right. Capgemini has been doing work in this area. I break it down into four
levels of scalability. It's the platform scalability of understanding what you can do with your
current legacy systems in introducing cloud computing or big data, and the infrastructure that
gives you this, what we call multiplexing of resources. We're very much seeing this idea of
introducing scalable platform resource management, and you see that a lot with the heritage of
Going into networking and the network scalability, a lot of the customers have who inherited
their old telecommunications networks are looking to introduce new MPLS type scalable
networks. The reason for this is that it's all about connectivity in the ﬁeld. I meet a number of
clients who are saying, "We’ve got this cloud service," or "This service is in a certain area of my
country. If I move to another parts of the country or I'm traveling, I can't get connectivity." That’s
the big issue of scaling.
Another one is application programming interfaces (APIs). What we’re seeing now is an
explosion of integration and application services using API connectivity, and these are creating
huge opportunities of what Chris Anderson of Wired used to call the "long tail effect." It is now a
reality in terms of building that kind of social connectivity and data exchange that Dave was
Finally, there are the marketplaces. Companies needs to think about what online marketplaces do
they need for digital branding, social branding, social networks, and awareness of your
customers, suppliers, and employees. Customers can see that these four levels are where they
need to start thinking about for IT strategy, and Platform 3.0 is right on this target of trying to
work out what are the strategies of each of these new levels of scalability.
Gardner: Dave Lounsbury, we're coming up on The Open Group Conference in Philadelphia
very shortly. What should we expect from that? What is The Open Group doing vis-à-vis
Platform 3, and how can organizations beneﬁt from seeing a more methodological or
standardized approach to some way of rationalizing all of this complexity?
Lounsbury: We're still in the formational stages of "third platform" or Platform 3.0 for The
Open Group as an industry. To some extent, we're starting pretty much at the ground ﬂoor with
that in the Platform 3.0 forum. We're leveraging a lot of the components that have been done
previously by the work of the members of The Open Group in cloud, services-oriented
architecture (SOA), and some of the work on the Internet of things.
Our ﬁrst step is to bring those things together to make sure that we've got a foundation to
depart from. The next thing is that, through our Platform 3.0 Forum and the Steering Committee,
we can ask people to talk about what their scenarios are for adoption of Platform 3.0?
That can range from things like the technological aspects of it and what standards are needed, but
also to take a clue from our previous cloud working group. What are the best business practices
in order to understand and then adopt some of these Platform 3.0 concepts to get your business
What we're really working towards in Philadelphia is to set up an exchange of ideas among the
people who can, from the buy side, bring in their use cases from the supply side, bring in their
ideas about what the technology possibilities are, and bring those together and start to shape a set
of tracks where we can create business and technical artifacts that will help businesses adopt the
Platform 3.0 concept.
Gardner: Anything to offer on that Chris?
Harding: There are some excellent points there. We certainly need to understand the business
environment within which Platform 3.0 will be used. We've heard already about new players,
new roles of various kinds that are appearing, and the fact that the technology is there and the
business is adapting to this to use technology in new ways.
For example, we've heard about the data scientist. The data scientist is a new kind of role, a new
kind of person, that is playing a particular part in all this within enterprises. We're also hearing
about marketplaces for services, new ways in which services are being made available and
We really need to understand the actors in this new kind of business scenario. What are the pain
points that people are having? What are the problems that need to be resolved in order to
understand what kind of shape the new platform will have. That is one of the key things that the
Platform 3.0 Forum members will be getting their teeth into.
Gardner: At the same time, The Open Group is looking to enter into more vertical industry
emphasis with its activities. At the Philadelphia Conference, you've chosen ﬁnance, government
and healthcare. Dave or Chris, is there something about these three vertical industries that make
them excellent test cases for Platform 3.0? Is there something about going into a vertical industry
that helps with the transition to 3.0, rather than a general or one-size-ﬁts-all approach? What's the
impact of vertical industry emphasis on this transition?
Lounsbury: First, I'll note that the overarching theme of The Open Group Conferences is about
business transformation -- how you adapt and evolve your business to take better advantage of
the efﬁciencies afforded by IT and other developments. So as a horizontal activity, Platform 3.0
ﬁts in very well with that, because I believe these transformational drivers from the evolution of
Platform 3.0 are going to affect all industries.
To get back to your question, the beneﬁt of Platform 3.0 will be most immediately and urgently
felt in vertical industries that deal with extremely large volumes of data and need to ﬁlter very
large volumes of data in order to achieve their business objectives and run their businesses
For example, one of the things that healthcare is struggling with right now is a mass of patient
records that need to be done. How do care givers or care providers make sense of those, make
sure that everybody is up-to-date, and make sure that everybody is simply working off of the
same data? It's a core question for them.
That’s today's problem which some of the infrastructure of Platform 3.0 will undoubtedly help
with. When you come to looking at care not only as an individual topic, how my doctor or nurse
gives care to me, but in terms of the larger trends in healthcare, can we look at how certain drugs
effect certain diseases, it's a perfect example for the use of data and strong analytics to get
information. We couldn’t have actually gotten that before, simply because we couldn’t bring it
together and understand it.
In some sense, the biotech industry has been leading this trend. Genomics have really seeded a
lot of the big data capabilities.
That will be a very exciting area for healthcare. If you go into any Apple Store, you'll see a
whole retail rack of gadgets that you wear on your body that tell you how ﬁt you are, or how ﬁt
you aren’t in some cases. It will tell you what your pulse is, your heart rate, and your body mass
index. We're getting very close to a time when we will have things that might even measure and
report bits of your blood chemistry. We're very close to that, for example, with blood sugar.
That data might, through the concepts of Platform 3.0, provide a really personalized and much
more immediate healthcare loop in the patient care. Again, these are all things a few years out.
The Open Group is deliberately choosing to get in early, so we and our members can be informed
about these trends, how to take advantage of them and what standards are going to be needed to
We can go on about ﬁnance too, but it's also another area where this massive data that will need
to be correlated and analyzed.
Gardner: You are saying that not only are we facing an internet of things, we're going to be
facing an internet of living things as well. So, there's a lot of data to come.
One of the great things about The Open Group that I've been observing over the years is that it
really provides a super important environment for different types of organizations to collaborate
and share their stories and understand what others are doing, both in their own vertical industries,
but also another types of business.
I expect that’s really going to be a huge beneﬁt to organizations as they transition towards
Platform 3.0, to learn from how others are doing it and even how others have stumbled along the
way? But do you have any early indicators, either examples or use cases that would illustrate just
how important this is, how instrumental this can be in helping companies?
Let's go across our panel. Mark Skilton at Capgemini, any examples that we could point to that
would indicate that when you do this well, when you transition, when you take advantage of all
these changes in tandem, you get pragmatic and even measurable beneﬁt.
Skilton: Identifying business value is the key and builds on what David was talking about in
terms of having new types of data, sensors, and capabilities. What we’re ﬁnding is clients are
dealing with this in eHealth, eGovernment and eFinance.
Cost of health care
In the health sector the rising cost of health care and the increasing life expectancy and
longevity of the population is increasing pressure on the cost of health care in many countries.
eHealth initiatives, use of new technologies such as mobile patient monitoring, and improved
digital patient record management and care planning will aim to drive down the cost of medical
care while improving the quality of life of patients.
In the federal government sector the eGov initiatives seek to develop citizen services and value
for money of public spend programs. Open data initiatives aim to develop information and
marketing sharing of services.
What can we do there to accelerate the adoption of services across markets. How can we actually
bring mobile services to customers quickly? How can we grow growth of different vertical and
horizontal markets? They're looking for convergence of Platform 3.0 services where I can offer
In the ﬁnance sector we see adoption of new technologies to scale to multiple consumer markets
with rapid insight and large scale data analytics to proﬁle ﬁnancial behavior and credit risk
proﬁles for example.
A recent seminar that I was involved in was about cost avoidance of the future cost of investing
in more infrastructure. How can you bring big data and social capabilities together, bring new
experiences and improve quality of life, and improve the citizens' value of services from their
government? How can you drive new ﬁnancial processes and services? There are many similar
case studies across multiple industries.
Gardner: Chris Harding, being involved with interoperability so deeply, are there any examples
or use cases that you can point to where not only are organizations looking internally for better
efﬁciency and productivity gain, but perhaps are expanding the capabilities of Platform 3.0
outside of their organizations into a ecosystem or even greater? What are some of the divisions
around extending 3.0 beneﬁts into a wider, collaborative environment?
Harding: If you want a practical but historical example of how shared information, analytics,
collection, distribution can empower a whole industry, you only have to look at the ﬁnance
industry, where it's been commonplace actually for some time. Shared information is collected in
real time, various companies analyze it, and it's distributed and made available in graphical form.
You can probably get it on your mobile phone if you want.
Imagine how that kind of information processing ability could be translated into other areas, such
as healthcare, so that on a routine basis, medical people could get up-to-the-minute information
on critical patients wherever they are. You can see what possibilities we are looking at.
But it's really early days yet. The idea of Platform 3.0 is only just crystallizing, and the point of it
is, to pick up on Mark's point, that enterprises everywhere are constantly under pressure to do
more and more with fewer and fewer resources. That’s why some kind of standard platform that
will enable industries across the board to take advantage of this kind of possibility is something
that we really need.
Lounsbury: We all know the Gartner hype cycle. We get out on the early edge of things. We see
the possibilities, and then there is the trough of disillusionment. Chris has touched on something
very important that I think is necessary for there to be a successful transition to this Platform 3.0
world we envisioned.
One of the big risks here is that we see ﬁgures that say the amount of data produced doubles
every 1.2 years. Well, the rate of growth of people who can deal with that data, data scientists
and whatever, is pretty much a linear growth. Maybe it's 5 percent a year or 10 percent a year, or
something like that, but it's not doubling every 1.2 years.
One of the reasons that it's very important for people to come in, get engaged, and start bringing
in these use cases that you've mentioned is because the sooner we get to have common
understandings and common approaches, the more efﬁcient our industrial base and our use of the
big data will be.
The biggest challenge to actually attaining the value of Platform of 3.0 will be having the human
processes and the business processes needed to deal with that volume and velocity that Mark
alluded to right at the beginning. To me that's a critical aspect that we've got to bring in -- how
we get the people aware of this as well.
Gardner: We're getting close to the end, but looking to the future, Dave, we think about the
ability of the data to be so powerful when processed properly, when recommendations can be
delivered to the right place at the right time, but we also recognize that there are limits to a
manual or even human level approach to that, scientist by scientist, analysis by analysis.
When we think about the implications of automation, it seems like there were already some early
examples of where bringing cloud, data, social, mobile, interactions, granularity of interactions
together, that we've begun to see that how a recommendation engine could be brought to bear.
I'm thinking about the Siri capability at Apple and even some of the examples of the Watson
Technology at IBM.
So to our panel, are there unknown unknowns about where this will lead in terms of having
extraordinary intelligence, a super computer or data center of super computers, brought to bear
almost any problem instantly and then the result delivered directly to a center, a smart phone, any
number of end points?
It seems that the potential here is mind boggling. Mark Skilton, any thought?
Skilton: What we're talking about is the next generation of the internet. The advent of IPv6 and
the explosion in multimedia services, will start to drive the next generation of the internet.
I think that in the future, we'll be talking about a multiplicity of information that is not just about
services at your location or your personal lifestyle or your working preferences. We'll see a
convergence of information and services across multiple devices and new types of “co-presence
services” that interact with your needs and social networks to provide predictive augmented
When you start to get much more information about the context of where you are, the insight into
what's happening, and the predictive nature of these, it becomes something that becomes much
more embedding into everyday life and in real time in context of what you are doing.
I expect to see much more intelligent applications coming forward on mobile devices in the next
5 to 10 years driven by this interconnected explosion of real time processing data, trafﬁc, devices
and social networking we describe in the scope of platform 3.0. This will add augmented
intelligence and is something that’s really exciting and a complete game changer. I would call it
the next killer app.
Gardner: Chris Harding, there's this notion of intelligence brought to bear rapidly in context,
at a manageable cost. This seems to me a big change for businesses. We could, of course, go into
the social implications as well, but just for businesses, that alone to me would be an incentive to
get thinking and acting on this. So any thoughts about where businesses that do this well would
be able to have signiﬁcant advantage and ﬁrst mover beneﬁts?
Harding: Businesses always are taking stock. They understand their environments. They
understand how the world that they live in is changing and they understand what part they play
in it. It will be down to individual businesses to look at this new technical possibility and say,
"So now this is where we could make a change to our business." It's the vision moment where
you see a combination of technical possibility and business advantage that will work for your
It's going to be different for every business, and I'm very happy to say this, it's something that
computers aren’t going to be able to do for a very long time yet. It's going to really be down to
business people to do this as they have been doing for centuries and millennia, to understand
how they can take advantage of these things.
So it's a very exciting time, and we'll see businesses understanding and developing their
individual business visions as the starting point for a cycle of business transformation, which is
what we'll be very much talking about in Philadelphia. So yes, there will be businesses that gain
advantage, but I wouldn’t point to any particular business, or any particular sector and say, "It's
going to be them" or "It's going to be them."
Gardner: Dave Lounsbury, a last word to you. In terms of some of the future implications and
vision, where could this could lead in the not too distant future?
Lounsbury: I'd disagree a bit with my colleagues on this, and this could probably be a podcast
on its own, Dana. You mentioned Siri, and I believe IBM just announced the commercial version
of its Watson recommendation and analysis engine for use in some customer-facing applications.
I deﬁnitely see these as the thin end of the wedge on ﬁlling that gap between the growth of data
and the analysis of data. I can imagine in not in the next couple of years, but in the next couple of
technology cycles, that we'll see the concept of recommendations and analysis as a service, to
bring it full circle to cloud. And keep in mind that all of case law is data and all of the medical
textbooks ever written are data. Pick your industry, and there is huge amount of knowledge base
that humans must currently keep on top of.
This approach and these advances in the recommendation engines driven by the availability of
big data are going to produce profound changes in the way knowledge workers produce their job.
That’s something that businesses, including their IT functions, absolutely need to stay in front of
to remain competitive in the next decade or so.
Gardner: Well, great. I'm afraid we'll have to leave it there. There will be lots more to hear at
the conference itself. Today we've been talking about the business implications of the shift to
Platform 3.0. They're coming about, and we can start to plan for transitions. We've seen how
Platform 3.0 provides a potential game-changing opportunity for companies to leverage
advanced intelligence and automation and heighten productivity in their businesses.
This special BrieﬁngsDirect discussion comes to you in conjunction with The Open Group
Conference this July, in 2013, in Philadelphia. It’s not too late to register or to follow the
proceedings online and also via Twitter. You'll hear more about Platform 3.0 as well as enterprise
transformation and how that’s impacting speciﬁcally the ﬁnance, government, and healthcare
I'd like to thank our panel for joining us today. It has been very interesting. Thank you Dave
Lounsbury, Chief Technical Ofﬁcer at The Open Group.
Lounsbury: Thank you, Dana, thank you for hosting the discussion, and we look forward to
seeing many of the listeners in Philadelphia.
Gardner: We've also been here with Chris Harding, Director of Interoperability at The Open
Group. Thanks so much, Chris.
Harding: Thank you, Dana, it's been a great discussion.
Gardner: And lastly, thanks to Mark Skilton, a Global Director in the Strategic Ofﬁce at
Capgemini. Thank you, sir.
Skilton: Thank you, Dana, and to Dave and Chris. It's been an interesting, very topical
discussion. Thank you very much.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and
moderator throughout these thought leader interviews. Thanks again for listening, and come back
Listen to the podcast. Find it on iTunes. Sponsor: The Open Group
Transcript of a BrieﬁngsDirect podcast on how The Open Group is working to stay ahead of
challenges organization face with an increase in data volume and sources. Copyright Interarbor
Solutions, LLC, 2005-2013. All rights reserved.
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