/
Information Technology
Version 2014-2016
Dr Jimmy Schwarzkopf
STKI “IT Knowledge Integrators”
jimmy@stki.info
2
Thank you to the great STKI team
3
Thank you to all these companies
(expo outside)
4
Thank you to all of you
for “being here”
5
What are you getting:
1 2 3 4
5
6
What are you getting
6
So what has happened here today (till now…)
7
CIO (VPtech) looks
Inside her “kingdom”
CIO (VPtech) takes a
“seat” on the m...
So what has happened here today (till now…)
8
CIO (VPtech) looks
Inside her “kingdom”
CIO (VPtech) takes a
“seat” on the m...
So what has happened here today (till now…)
9
CIO (VPtech) takes a
“seat” on the management table
So what has happened here today (till now…)
10
Now she goes to the “board meeting”
11
CIO steps for 2014-2015
Medium-term Trends
Long-term Trends
Israel Country Profile
...
STKI Summit 2014
Dr. Jimmy Schwarzkopf
STKI “IT Knowledge Integrators”
www.stki.info
jimmy@stki.info
“ DECISION is a sharp...
Era of great “HEAD SCRATCHING”
13
Well to start:
Political
Government intrusion :
• data and privacy
Economic (People)
• have less
• spend less
• want more
...
2014: “BOOM” For New Technologies’ Implementations
15
Technology and Human Centered Innovation
16
Second Machine Age
First Machine Age (Industrial Revolution; 1700s. )
• This period was all about power systems to augment...
Entering SECOND Machine Age
18
Why??????
Moore’s Law.
• Digital stuff gets 30% to 40% cheaper every year–at the same performance point.
Andy and Bill’s L...
Why??????
Moore’s Law.
• Digital stuff gets 30% to 40% cheaper every year–at the same performance point.
Andy and Bill’s L...
The fifth wave of corporate IT
• The GOOGLE effect: separation of humans and
information
• The WHATSAPP effect: Free commu...
The fifth wave of corporate IT
• The GOOGLE effect: separation of humans and
information
• The WHATSAPP effect: Free commu...
Wearables and iBeacons
Wearables / iBeacons computing reshape how work gets
done, how decisions are made, and how you enga...
iBeacon : What is it, and what can we expect from it?
 iBeacon : iPhones do not include NFC (near field communications)
...
Internet of Things: using “artificial intelligence”
25
MOOV
Internet of Things: using “artificial intelligence”
26
MOOV
M-commerce is moving at light-speed: shopping-by-camera
27
CarPlay: iOS-based “infotainment” system for the car
28
New client/cloud winner ? Android/chrome everywhere ?
29
30
CEOs consider TECHNOLOGY the most important force
CEO Studies 2004–2013
2004 2006 2008 2010 2012 2013
6
3 3
2
1 Technology...
What are the 5 things CEOs want to do in 2014
32
NEW “CIO” ????
What does the CEO mean with simplify IT and change CIO ??
33
CEONeeds
OldCIO
Requirements
Business
Models
Applications
Dis...
What does the CEO mean with simplify IT and change CIO ??
34
CEONeeds
OldCIO
Requirements
Business
Models
Applications
Dis...
The new CIO
35
CIO Role As We Know It Is Under Attack
Burdens of legacy technology
IT is expected to give competitive advantage
IT is exp...
An entire generation of technology is shifting…
37
Example of change: no more “enterprise” e-mail ?
Slack brings:
• All communication, messages and files together in one
pla...
1
3 3
2 2
Technology factors
Market factors
Macro-economic factors
People skills
Regulatory concerns
Socio-economic factor...
What should we do?
40
CIOs rules and tools
• Provide “everyone” with simple rules and tools for
social, mobile, big data and cloud
• Establish f...
IT has become a “right-brain” science
42
CIO steps for 2014-2015
43
View of digital strategy today (2014)
44
Customer Experience Management
45
CEO’s are taking notice
Almost every CEO (95%) obsesses on customer intimacy
CEOs want to share control with customers
Areas of the business where CEOs want to include customers
Business strategy
dev...
CEOs say customers come second only to the C-suite
Voice in the board: key influencers on business strategy
C-Suite 78%
Cu...
Chief Customer Officer (CCO): in charge of “Experience”
It is the customer:
• who is put on stage
• he is the main actor
•...
From Products to Information Platforms
50
The framework is the commodity, the experience is personal
 We can’t commoditize the experience – that’s the
differentiat...
CCO or CMO or CIO
“…the world is changing, it is not about us doing
something and customers agreeing, it is about the
cust...
company-centric where CIOs & CMOs rule
to customer-centric where CCOs rule
WE ARE MOVING FROM …………
Chief Customer Officer
...
Everything is about “authentic-transforming”
RIGHT BRAIN experiences
54
CMO COO
Today’s customer is VERY powerful (personal cloud)
55
Non-stop Customer: so what changes
56
Digital Disruption
This shift has profound implications:
how customers will interact with the
marketplace at large?
how ...
Digital Strategy
58
So.. What is changing?
Second Machine Age
Shift of 2006-2008
Disruptive Innovations
59
So.. What is changing?
Second Machine Age
Shift of 2006-2008
Disruptive Innovations
60
Non-stop customer in the NEW Social Economy
61
Non-stop customer in the NEW Social Economy
62
emergence of the experience continuum
63
CIO has 2 faces
64
IT is divided into two distinct “worlds”
Invest
in new
systems
Reduce
Operating
Expenses
Long development and
deployment c...
Systems of Engagement: “Engaging and influencing “
66
Why APIs and Filters ???
Channels
UX & the customer journey
Operational
CRM Suites
Sales, Marketing,
Service
Ecommerce Sui...
Goals of the “engagement systems”
Deliver “best of class” customer experience
Focus on personalization “push” mode
Design ...
Engagement systems = competitive advantages
69
CIO’s priorities have to change !!!!!!!
Transaction layer
Differentiation layer
Innovation layer
Transaction layer
Differe...
Mobility
71
CUSTOMER EXPERIENCE based on “inaction” in mobile APPs ?
72
Why CIOs think that MOBILITY
is not important?
CUSTOMER EXPERIENCE based on “inaction” in mobile APPs ?
73
Why CIOs think that MOBILITY
is not important?
customers always have an experience
(good, bad, or indifferent)
74
Mobile isn’t the future, it’s the present!
In PROGRESSIVE ENHANCEMENT we start with:
1. minimal design for “mobile-phones”...
Goals of “MOBILITY” applications
76
How can you “Engage and influence“ if you don’t ask
77
Social Business
78
Social World
79
Social Economy & Crowd-sourcing
for
enterprises
80
Social Economy & Crowd-sourcing
for
enterprises
81
DANGER ?? Share secretly
82
Biggest challenge: engage at scale
-“social enterprises” show higher
(20%++) revenues and profit”
- McKinsey and Frost & S...
84
“When something online is free, you’re not the customer, you’re the product.”
“When something online is free, you’re not t...
86
APIs, APIs, APIs, APIs (an example)
87
APIs, APIs, APIs, APIs (an example)
88
Information Repository why?
A monetization strategy looks at the ability to leverage the information repository
developed ...
DATA as an ASSET (CAPEX)
ALL organizations create information assets
Take data from being siloed and unmanaged
to become a...
DATA transformed to INFORMATION
91
“What’s the difference between
information and data?
It’s like the difference between
k...
Social + Enterprise = Information Repository (Big Data)
92
INFORMATION
REPOSITORY
Building an Information Repository
INTERNET OF THINGS
INTERNET OF PEOPLE
PLACES & COMPANIES
93
Soci...
API economy enables the context aware internet
94
CONSUMER DATA
Context-aware internet based on “Bring your own ID” (BYOID)
Bring Your Own ID (BYOID)
will bring consumerization into ente...
Context-aware (based on a Information Repository) internet
96
Consumer Data
97
Fire hose effect: in “information repository”
“fire hose effect” solution:
• stream
• filter
• drain
98
What do we do with the “Information Repository”
99
What do we do with the “Information Repository”
100
What do we do with the “Information Repository”
101
BIG DATA: the Moving Parts
102
Streaming Analytics with Big Data Technology
Many sources of streaming data, but
unable to take full advantage of them:
s...
CLOUD
104
Client/Cloud
 User most of the time connected
 APP server is on the cloud
 APP used by multiple clients devices
 APP c...
Personalization and “personal” cloud
106
New Computer Services Form ?
What’s new in the “cloud” model ?
Acquisition Model:
Based on purchasing of
services
Business...
Managed and Unmanaged Hosting
Data Center Collocation
Development Platform
Testing Platform
Managed Infrastructure Service...
109
Physical infrastructure
Software Platform as a Service
APPs & APIs
Components as a Service
Infrastructure as a Service...
Cloud Deployment Models
Internal
(private) cloud
Community
cloud
Public cloud
Hybrid cloud
The cloud infrastructure is ope...
INSTANCES of “hybrid services”
Dynamic
Cloud
Services
Ad-Hoc
Cloud
Services
Static
Cloud
Services
111
Cloud Computing Service Models
112
From STKI Summit 2013 (last year)
113
Shadow IT should move to Cooperative IT (mostly in the cloud)
114
Shadow IT should move to Cooperative IT (mostly in the cloud)
115
Modern IT Department
Enterprise App Store
Central IT
Services
Private
Cloud
Public
Cloud
Public Cloud
&
Mobile
Apps
Tradit...
Shutterstock
117
END of PART
O N E
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STKI Summit 2014 Main tent presenation

  1. 1. / Information Technology Version 2014-2016 Dr Jimmy Schwarzkopf STKI “IT Knowledge Integrators” jimmy@stki.info
  2. 2. 2
  3. 3. Thank you to the great STKI team 3
  4. 4. Thank you to all these companies (expo outside) 4
  5. 5. Thank you to all of you for “being here” 5
  6. 6. What are you getting: 1 2 3 4 5 6 What are you getting 6
  7. 7. So what has happened here today (till now…) 7 CIO (VPtech) looks Inside her “kingdom” CIO (VPtech) takes a “seat” on the management table First day in the “new” position: Mrs. Israela Israeli
  8. 8. So what has happened here today (till now…) 8 CIO (VPtech) looks Inside her “kingdom” CIO (VPtech) takes a “seat” on the management table
  9. 9. So what has happened here today (till now…) 9 CIO (VPtech) takes a “seat” on the management table
  10. 10. So what has happened here today (till now…) 10
  11. 11. Now she goes to the “board meeting” 11 CIO steps for 2014-2015 Medium-term Trends Long-term Trends Israel Country Profile National Relevant Data Characteristics of IT Market IT Industry Markets IT Industry Growth Forecast IT Product Market Product Market Segmentation Product Growth Rates Forecast Vendor Landscape Major Hardware Providers Major Software Providers Major IT Services Providers
  12. 12. STKI Summit 2014 Dr. Jimmy Schwarzkopf STKI “IT Knowledge Integrators” www.stki.info jimmy@stki.info “ DECISION is a sharp knife that cuts clean and straight; INDECISION, a dull one that hacks and tears and leaves ragged edges behind it. ” Gordon Graham 12
  13. 13. Era of great “HEAD SCRATCHING” 13
  14. 14. Well to start: Political Government intrusion : • data and privacy Economic (People) • have less • spend less • want more • global competition Social • social networks • online communities • collaborative consumption Technological • social • mobile • cloud • byo-everything • internet of things • advanced analytics Environmental • Corporate social responsibility • (green) sustainability Legal • Compliance • Regulation 14
  15. 15. 2014: “BOOM” For New Technologies’ Implementations 15
  16. 16. Technology and Human Centered Innovation 16
  17. 17. Second Machine Age First Machine Age (Industrial Revolution; 1700s. ) • This period was all about power systems to augment human muscle, and each new invention delivered more and more power. But they all required humans to make decisions about them. • Inventions of this era actually made human control and labor more valuable and important. Labor and machines were complementary Second Machine Age (starting 2006-8) • We automate a lot more cognitive tasks and machines can make better decisions than humans. • Three advances: • Exponential: relentless increase of digital inventions • Digital : the internet, the APP and API economies • Combinatorial: take Google Maps and combine them with an app like Waze • Our generation can rely on fewer people and more technology. Humans and software-driven machines may increasingly be substitutes, not complements 17
  18. 18. Entering SECOND Machine Age 18
  19. 19. Why?????? Moore’s Law. • Digital stuff gets 30% to 40% cheaper every year–at the same performance point. Andy and Bill’s Law. “What Andy giveth, Bill taketh away.” • When Andy Grove (Intel) brought a new chip to market then Bill Gates (Microsoft) would upgrade his software and soak up the new chip’s power. Moore’s Law constantly enables new software. Metcalfe’s Law. • usefulness of a network/application improves by the square of the number of nodes (consumers) on the network. Gilder’s Law: • The best business models waste the era’s cheapest resources in order to conserve the era’s most expensive resources. • Today the cheapest resources are “computer power and bandwidth” and the most expensive “people” Drucker’s Law: • drop the word “achievement” and replace it with “contribution,” • Contribution puts the focus where it should be–on your customers, employees and shareholders. Ogilvy’s Law. • If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants 19
  20. 20. Why?????? Moore’s Law. • Digital stuff gets 30% to 40% cheaper every year–at the same performance point. Andy and Bill’s Law. “What Andy giveth, Bill taketh away.” • When Andy Grove (Intel) brought a new chip to market then Bill Gates (Microsoft) would upgrade his software and soak up the new chip’s power. Moore’s Law constantly enables new software. Metcalfe’s Law. • usefulness of a network/application improves by the square of the number of nodes (consumers) on the network. Gilder’s Law: • The best business models waste the era’s cheapest resources in order to conserve the era’s most expensive resources. • Today the cheapest resources are “computer power and bandwidth” and the most expensive “people” Drucker’s Law: • drop the word “achievement” and replace it with “contribution,” • Contribution puts the focus where it should be–on your customers, employees and shareholders. Ogilvy’s Law. • If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants 20
  21. 21. The fifth wave of corporate IT • The GOOGLE effect: separation of humans and information • The WHATSAPP effect: Free communications, death of distance • The FACEBOOK effect: Virtualization of human relationships • The LINKEDIN effect: Virtualization of specialized knowledge • The AMAZON effect: Virtualization of customer experience • The WAZE effect: Virtualization and crowdsourcing of travel 21
  22. 22. The fifth wave of corporate IT • The GOOGLE effect: separation of humans and information • The WHATSAPP effect: Free communications, death of distance • The FACEBOOK effect: Virtualization of human relationships • The LINKEDIN effect: Virtualization of specialized knowledge • The AMAZON effect: Virtualization of customer experience • The WAZE effect: Virtualization and crowdsourcing of travel 22
  23. 23. Wearables and iBeacons Wearables / iBeacons computing reshape how work gets done, how decisions are made, and how you engage with employees, customers, and partners. Wearables / iBeacons introduce technology to previously prohibitive scenarios While consumer are in the spotlight today, STKI expects business to drive acceptance and transformative products 23
  24. 24. iBeacon : What is it, and what can we expect from it?  iBeacon : iPhones do not include NFC (near field communications) phone is able to pick the transmissions (Bluetooth Low Energy) work a GPS in indoor locations (high degree of accuracy) triggering (in the phone) more than a simple ‘You are here’ signal, it can be pretty much anything at all.  EXAMPLES: Get a request for payment in a wallet APP, use your fingerprint and/or a PIN to authorize payment on one of your preloaded cards and receive your receipt electronically. In a iBeacon-equipped underground parking garage, park your car and have an APP direct you back to your exact parking space. Passbook-like APP which user loads up with cards for the companies he wants to hear from, and only those companies can send offers. Walking past a store and receive a discount coupon valid for that day. CeBIT 2014, they're sending out critical messages such as "free coffee." 24
  25. 25. Internet of Things: using “artificial intelligence” 25 MOOV
  26. 26. Internet of Things: using “artificial intelligence” 26 MOOV
  27. 27. M-commerce is moving at light-speed: shopping-by-camera 27
  28. 28. CarPlay: iOS-based “infotainment” system for the car 28
  29. 29. New client/cloud winner ? Android/chrome everywhere ? 29
  30. 30. 30
  31. 31. CEOs consider TECHNOLOGY the most important force CEO Studies 2004–2013 2004 2006 2008 2010 2012 2013 6 3 3 2 1 Technology factors Market factors Macro-economic factors People skills Regulatory concerns Socio-economic factors Globalization Environmental issues Geopolitical factors 1 Source: 2013 IBM global C-suite Study What are the most important external forces that will impact the enterprise over the next 3 to 5 years? 31
  32. 32. What are the 5 things CEOs want to do in 2014 32 NEW “CIO” ????
  33. 33. What does the CEO mean with simplify IT and change CIO ?? 33 CEONeeds OldCIO Requirements Business Models Applications Disruptive Technologies CEO Old CIO
  34. 34. What does the CEO mean with simplify IT and change CIO ?? 34 CEONeeds OldCIO Requirements Business Models Applications Disruptive Technologies CEO Old CIO
  35. 35. The new CIO 35
  36. 36. CIO Role As We Know It Is Under Attack Burdens of legacy technology IT is expected to give competitive advantage IT is expected to design “Next Gen Business Models” Technology advancements outpace ability to adopt change 36
  37. 37. An entire generation of technology is shifting… 37
  38. 38. Example of change: no more “enterprise” e-mail ? Slack brings: • All communication, messages and files together in one place (real-time messaging, archiving and search) • Content integrated from twitter, DROPBOX, google docs and others services. • Build for team work. 38
  39. 39. 1 3 3 2 2 Technology factors Market factors Macro-economic factors People skills Regulatory concerns Socio-economic factors Globalization Environmental issues Geopolitical factors CEO CFO CHRO CIO CMO CSCO CIOs ranking technology as number two? External forces impacting the enterprise (3–5 Years) Question What are the most important external forces that will impact the enterprise over the next 3 to 5 years? 2 39
  40. 40. What should we do? 40
  41. 41. CIOs rules and tools • Provide “everyone” with simple rules and tools for social, mobile, big data and cloud • Establish foundation and tools for managing and governing 10x-100x more IT and data • Throw out “traditional” IT playbook and go “emergent” technologies • Become a “change” agent and an IT “revolutionary” • IT & Business must become “DESIGN THINKERS” 41
  42. 42. IT has become a “right-brain” science 42
  43. 43. CIO steps for 2014-2015 43
  44. 44. View of digital strategy today (2014) 44
  45. 45. Customer Experience Management 45
  46. 46. CEO’s are taking notice Almost every CEO (95%) obsesses on customer intimacy
  47. 47. CEOs want to share control with customers Areas of the business where CEOs want to include customers Business strategy development 60%43% Product/service testing 75% 71% Environmental and social policies development 50% 33% Product/service sourcing 45%36% 44%Privacy and security policy validation 33% 90%82%New product and service definition Customer policies and procedures development 72%59% 3–5 YearsToday Pricing structure development 48% 56% Source: 2013 IBM global C-suite Study 47
  48. 48. CEOs say customers come second only to the C-suite Voice in the board: key influencers on business strategy C-Suite 78% Customers 55% Board of Directors 53% Corporate strategy function 44% Non-executive senior leadership 26% Key external business partners 25% Parent company 23% Who has the most influence on your strategic vision and business strategy? Source: 2013 IBM global C-suite Study 48
  49. 49. Chief Customer Officer (CCO): in charge of “Experience” It is the customer: • who is put on stage • he is the main actor • the production, services, even bureocracy takes place with his active participation • all in order to create memorable experiences. 49
  50. 50. From Products to Information Platforms 50
  51. 51. The framework is the commodity, the experience is personal  We can’t commoditize the experience – that’s the differentiating part – it’s personal  It is an emotional connection between the person, the interaction, and the brand  Technology can only provide the framework (as a commodity) to enable the experience to happen -”We need to become part of people’s lives and digital allows us to do that”- Simon Pestridge, Nike -”You’ve gotta start with the customer experience and work backwards to the technology”- Steve Jobs 51
  52. 52. CCO or CMO or CIO “…the world is changing, it is not about us doing something and customers agreeing, it is about the customer expecting us to do things differently and us delivering…” 52
  53. 53. company-centric where CIOs & CMOs rule to customer-centric where CCOs rule WE ARE MOVING FROM ………… Chief Customer Officer 53
  54. 54. Everything is about “authentic-transforming” RIGHT BRAIN experiences 54 CMO COO
  55. 55. Today’s customer is VERY powerful (personal cloud) 55
  56. 56. Non-stop Customer: so what changes 56
  57. 57. Digital Disruption This shift has profound implications: how customers will interact with the marketplace at large? how customers will interact with specific organizations? how employees will deliver goods and services? how IT will support both of these groups? 57
  58. 58. Digital Strategy 58
  59. 59. So.. What is changing? Second Machine Age Shift of 2006-2008 Disruptive Innovations 59
  60. 60. So.. What is changing? Second Machine Age Shift of 2006-2008 Disruptive Innovations 60
  61. 61. Non-stop customer in the NEW Social Economy 61
  62. 62. Non-stop customer in the NEW Social Economy 62
  63. 63. emergence of the experience continuum 63
  64. 64. CIO has 2 faces 64
  65. 65. IT is divided into two distinct “worlds” Invest in new systems Reduce Operating Expenses Long development and deployment cycles Touch people In-moment decisions Personalized & in-context Social and analytics driven short & rapid releases 65
  66. 66. Systems of Engagement: “Engaging and influencing “ 66
  67. 67. Why APIs and Filters ??? Channels UX & the customer journey Operational CRM Suites Sales, Marketing, Service Ecommerce Suites Payment, Order, Fulfillment, Catalogue, Pricing, PIM Social Listening Platforms Sentiment Analysis BPM + BPA Process definition & Execution Applications Back-end processes Customer experience analytics Alerts & Events Persona lization Analytic filters, NBA Digital Analytics Cross & Up-sell Aggregation frameworks Web Mobile Social Face-to- Face Contact Center Doc. Output (coupons etc.) 67 APIs & Filters
  68. 68. Goals of the “engagement systems” Deliver “best of class” customer experience Focus on personalization “push” mode Design for people to people interaction models Drive relevancy with context not content Deliver value for customers (time is the constraint for customers) Move mobile strategies from campaign to e-commerce Address big and small data (from BI through streaming analytics) 68
  69. 69. Engagement systems = competitive advantages 69
  70. 70. CIO’s priorities have to change !!!!!!! Transaction layer Differentiation layer Innovation layer Transaction layer Differentiation layer Innovation layer IT department up to 2014 IT department after 2014 70
  71. 71. Mobility 71
  72. 72. CUSTOMER EXPERIENCE based on “inaction” in mobile APPs ? 72 Why CIOs think that MOBILITY is not important?
  73. 73. CUSTOMER EXPERIENCE based on “inaction” in mobile APPs ? 73 Why CIOs think that MOBILITY is not important?
  74. 74. customers always have an experience (good, bad, or indifferent) 74
  75. 75. Mobile isn’t the future, it’s the present! In PROGRESSIVE ENHANCEMENT we start with: 1. minimal design for “mobile-phones” 2. make really impressive smartphone APPs 3. add technologies and platforms on an as-needed basis until we build a “full feature” desktop site In GRACEFUL DEGRADATION we start with: 1. Desktop site that takes advantage of every possible technology 2. We start finding workarounds and alternatives for scaling down for mobile APPs. 75
  76. 76. Goals of “MOBILITY” applications 76
  77. 77. How can you “Engage and influence“ if you don’t ask 77
  78. 78. Social Business 78
  79. 79. Social World 79
  80. 80. Social Economy & Crowd-sourcing for enterprises 80
  81. 81. Social Economy & Crowd-sourcing for enterprises 81
  82. 82. DANGER ?? Share secretly 82
  83. 83. Biggest challenge: engage at scale -“social enterprises” show higher (20%++) revenues and profit” - McKinsey and Frost & Sullivan Israeli Enterprises are 2-4 years behind the rest of the world 83
  84. 84. 84
  85. 85. “When something online is free, you’re not the customer, you’re the product.” “When something online is free, you’re not the customer, you’re the product.” (advertisers are the clients, and the users enjoying free content are what’s being sold) Online free services usually make money by extracting lots of data from users — and then selling that data, or using it for targeted availability of those users for advertising, to advertisers. 85
  86. 86. 86
  87. 87. APIs, APIs, APIs, APIs (an example) 87
  88. 88. APIs, APIs, APIs, APIs (an example) 88
  89. 89. Information Repository why? A monetization strategy looks at the ability to leverage the information repository developed or owned by an enterprise, and builds solutions around information for interested internal and external parties. 89
  90. 90. DATA as an ASSET (CAPEX) ALL organizations create information assets Take data from being siloed and unmanaged to become an Information Repository managed end-to-end through a Data Supply Chain DATA is a premier IT asset INFORMATION is a premier business asset 90
  91. 91. DATA transformed to INFORMATION 91 “What’s the difference between information and data? It’s like the difference between knowing Julia Roberts’ phone number and Knowing Julia Roberts” - Woody Allen
  92. 92. Social + Enterprise = Information Repository (Big Data) 92
  93. 93. INFORMATION REPOSITORY Building an Information Repository INTERNET OF THINGS INTERNET OF PEOPLE PLACES & COMPANIES 93 Social Media
  94. 94. API economy enables the context aware internet 94 CONSUMER DATA
  95. 95. Context-aware internet based on “Bring your own ID” (BYOID) Bring Your Own ID (BYOID) will bring consumerization into enterprise security 95
  96. 96. Context-aware (based on a Information Repository) internet 96
  97. 97. Consumer Data 97
  98. 98. Fire hose effect: in “information repository” “fire hose effect” solution: • stream • filter • drain 98
  99. 99. What do we do with the “Information Repository” 99
  100. 100. What do we do with the “Information Repository” 100
  101. 101. What do we do with the “Information Repository” 101
  102. 102. BIG DATA: the Moving Parts 102
  103. 103. Streaming Analytics with Big Data Technology Many sources of streaming data, but unable to take full advantage of them: simply too much data to collect and store before analyzing it timing – by the time they store data on disk, analyze it, and respond – it’s too late. The benefits of streaming analytics are : cost savings by analyzing all the data and only storing what is necessary ability to detect and make real-time decisions Streaming analytics tools harness the natural resource of streaming data and turn it into actionable insight. 103
  104. 104. CLOUD 104
  105. 105. Client/Cloud  User most of the time connected  APP server is on the cloud  APP used by multiple clients devices  APP client installed on all devices  Some work off line  Move from APP to SERVICE Terminals V 2 WEB/Browser client 2 types of applications: 1. Off-line: processing and storage local (not apps) 2. Always connected: browser based applications Client/Server 2 types of applications: 1. Off-line: processing and storage local 2. Always connected : data moves; processing@server; GUI@client Terminals V1 Always connected I/O only at the local New Platforms are client/cloud models ADVANCES/COST 1. Communications/networking 2. Processor/storage 3. Power /battery 105
  106. 106. Personalization and “personal” cloud 106
  107. 107. New Computer Services Form ? What’s new in the “cloud” model ? Acquisition Model: Based on purchasing of services Business Model: Based on pay for use Access Model: Over the Internet to ANY device Technical Model: Scalable, elastic, dynamic, multi-tenant, & sharable Every decade a new, lower priced computer class forms with new programming platform, network, and interface resulting in new usage and industry. Gordon Bell 107
  108. 108. Managed and Unmanaged Hosting Data Center Collocation Development Platform Testing Platform Managed Infrastructure Services Virtual servers Logical and virtual disks DBMS, middleware and other infrastructure services Systems Management APPs that can integrate into mashups APIs from specific services / sources (API Economy) Web Sites ,Collaboration, e-mail and Office Service Desk Applications (ERP and vertical core systems) Engagement Systems (CRM, call center, MBaaS…) Physical Infrastructure as-a-Service Infrastructure as-a-Service Software Platform as-a-Service APPs & APIs components as-a-Service Software Applications as-a-Service 5 XXXX as a Service Level of Abstraction 108
  109. 109. 109 Physical infrastructure Software Platform as a Service APPs & APIs Components as a Service Infrastructure as a Service Software as a ServiceEnd users Traditional data center services market, such as collocation or managed hosting Existing end user services market, delivered from the cloud Three cloud services that are difficult to separate Where IT’s Cloud Focus? Infrastructure/Platform Capabilities 109
  110. 110. Cloud Deployment Models Internal (private) cloud Community cloud Public cloud Hybrid cloud The cloud infrastructure is operated within the consumer’s organization. The cloud infrastructure is owned by an organization selling cloud services to the general public or to a large industry group. The cloud infrastructure is jointly owned by several organizations and supports a specific community that has shared concerns (e.g., mission, security requirements, policy, and compliance considerations).. The cloud infrastructure is a composition of two or more clouds (internal, community, or public) that remain unique entities but are bound together by standardized or proprietary technology that enables data and application portability. 110
  111. 111. INSTANCES of “hybrid services” Dynamic Cloud Services Ad-Hoc Cloud Services Static Cloud Services 111
  112. 112. Cloud Computing Service Models 112
  113. 113. From STKI Summit 2013 (last year) 113
  114. 114. Shadow IT should move to Cooperative IT (mostly in the cloud) 114
  115. 115. Shadow IT should move to Cooperative IT (mostly in the cloud) 115
  116. 116. Modern IT Department Enterprise App Store Central IT Services Private Cloud Public Cloud Public Cloud & Mobile Apps Traditional IT 116
  117. 117. Shutterstock 117 END of PART O N E

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