Enterasys Networks for healthcare presentation
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Enterasys Networks for Healthcare Intended Audience: Healthcare CIOs
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Enterasys Networks for healthcare presentation
- 4. MOBILE MOBILE-FIRST,ALWAYS CONNECTED, HIGHLYSECURE 78% OF HOSPITALS ALLOW PHYSICIANS TO USE PERSONAL DEVICES AT THE POINT OF CARE 2012 SAW MORE TOTAL NETWORK TRAFFIC VOLUME THAN ALL OTHER YEARS COMBINED 71% OF HOSPITALS IN NORTH AMERICAN HAVE BIOMEDICAL DEVICES ON THE WIRELESS NETWORK
- 5. COLLABORATIVE, OPEN AND CONNECTED 28% OF PATIENTS WOULD SELECT A HOSPITAL THAT OFFERED ONLINE CONSULTING 5% OF PATIENTS WOULD SELECT A HEALTHCARE ORGANIZATION WITH SOCIAL PRESENCE VS. ONE WITHOUT 1/3 OF PATIENTS (1/2 UNDER 35) HAVE USED SOCIAL MEDIA FOR HEALTHCARE PURPOSES SOCIAL
- 6. HYBRID, FLEXIBLE AND SECURE 88% OF HEALTHCARE PROVIDERS HAVE REDUCED COST WITH CLOUD APPLICATIONS 60% OF CLOUD DEPLOYMENTS WILL BE HYBRID BY 2016 66% OF NON-CLOUD USERS IN HEALTHCARE BELIEVE SECURITY IS THE TOP CONCERN CLOUD
- 7. RIGHTAPP, RIGHT PERSON, RIGHT TIME 38% OF PHYSICIANS USE MEDICAL APPS DAILY 84% MOBILE TRAFFIC IS RELATED TO APPS 0% OF HOSPITALS KNOW WHAT APPS ARE RUNNING EVERYWHERE APPS
- 8. DATATO INSIGHT TO RAPID DECISION/ACTION #1 CIO TECHNOLOGY PRIORITY FOR 2013 $450B WHAT HEALTHCARE CAN SAVE BY USING BIG DATA ANALYTICS 63% OF BUSINESSES VIEW ANALYZING BIG DATA AS A COMPETITIVE ADVANTAGE BIG DATA
- 10. PARTNERS OUR WINNING IS A TEAM SPORT GLOBAL DEDICATED PERFORMANCE-DRIVEN
- 11. ARCHITECTURE ENTERASYS SIMPLE SCALABLE END-TO-END R&D INVESTMENTS OF $1 BILLION PLUS
- 12. SERVICE AWARD-WINNING IN-SOURCED INNOVATIVE TENURED MEMBERS OF YOUR TEAM
- 13. SOLUTIONS ENTERASYS WI-FI MOBILITY DATA CENTER UNIFIED MANAGEMENT POWERED BY ONEFABRIC
- 14. WI-FI MOBILITY ENTERASYS SCALABLE VIRTUALIZED HIGH-DENSITY POWERED BY ONEFABRIC
- 15. DATACENTER ENTERASYS POWERED BY ONEFABRIC ADVANCED VISIBILITY SCALABLE TERABIT PERFORMANCE
- 16. UNIFIEDMANAGEMENT ENTERASYS POWERED BY ONEFABRIC AUTOMATED ADVANCED ANALYTICS MOBILE
- 18. INNOVATORS CIOCHAMPION ENABLED ALL-NEW EMR WITH IPADS KONNIE JACKS, MEMORIAL HEALTH SYSTEM OF EAST TEXAS ENHANCED PATIENT & CLINICIAN WELL-BEING JÖRG STINN, KLINIKUM DARMSTADT WE NOW HANDLE 100X MORE PATIENTS ERNIE McKINLEY, UNIVERSITY MEDICAL CENTER NETWORK RELIABILITY IS ROCK SOLID BRAD YOUNG, CHARLESTON AREA MEDICAL CENTER ZERO UNPLANNED DOWNTIME BILL BYERS, W. MARYLAND HEALTH SYSTEM ADDED 1000 WI-FI NODES IN ONE DAY GEORGE CARR, BRYAN HEALTH
- 19. SPOTLIGHT PUTTINGYOUINTHE YOU’RE AN INNOVATOR, GET RECOGNIZED
- 20. SUCCESS CUSTOMER-INSPIRED TOP PLACES TO WORK CEO IN THE SPOTLIGHT IT VISIONARY ENGINEERING EXCELLENCE AUTHOR/INFLUENCER/CMO DISRUPTIVE CIO
- 21. COMMITMENT OUR FEATURED LOCATION ON HOME PAGE VIDEO BLOG/CASE STUDIES FEATURED IN HIGH-PROFILE PUBLICATIONS CONNECT TO INFLUENCERS
- 22. DIFFERENCE THEENTERASYS OUR CULTURE AND PEOPLE CARE MORE OUR SOLUTIONS ARE DEEPAND WIDE OUR SERVICES ARE SECOND TO NONE
Editor's Notes
- Healthcare DeckAudience: Senior IT decision makers with budgetary responsibility. CIOs at medium to large healthcare facilities Overall Message: Why Enterasys? Thought leadership. Via soft sell. Success is about innovation, we are here to help you become a successful organization and delight your customers. ======================================================================Script: Welcome, my name is _____. I’m [your role at Enterasys].I’m here to talk with you about our company and products, but more importantly about our beliefs, our purpose, and how, by partnering with Enterasys, you can be phenomenally successful as a leader in IT. ---------------------------------------------------------Notes:Our job at Enterasys is to deliver solutions to CIOs to ensure their success; and it all starts at the network infrastructure. If we are not helpful, we are not influential. We need to be helpful and deliver value to IT leaders. Being helpful is not about our people and our technology.We believe the network is the engine that fuels business innovation and accelerates IT transformation. So why does the network matter? And how can a technology vendor earn the right to be a trusted advisor in today’s fast moving, highly unpredictable economy? It all starts with what we believe, our core values and innovation guiding principles. It is all about the WHY.For reference: The IT Conversation We Should Be Having – Harvard Business Review (April 2013)A comprehensive 2013 survey conducted by The Harvard Business Review, The Economist, Corporate Executive Board, Intel, and TNS Global conducted a 2 year worldwide research, focusing on line of business executive perception of IT and the CIO Key findings from our research:Almost half of CEOs rate their CIOs negatively in terms of understanding the business and understanding how to apply IT in new ways to the business57% of the executives expect their IT function to change significantly over the next three years, and 12% predict a "complete overhaul" of ITOnly a quarter of executives felt their CIO was performing above his or her peersWhat the business needs from IT:CEOs are demanding more visible value from their CIOs, in terms of generating revenue, gaining new customers, and increasing customer satisfaction.Increasingly, the CIO and IT must be seen less as developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it.The CIO must be responsible and accountable if technology enables, facilitates or accelerates competition that the C-suite didn't see coming,Gartner: in 4 years the vast majority of technology budget is managed outside of IT (could be as high as 90% of budget by the end of decade)Gartner: in 2 years, 25% of enterprise will appoint a chief digital officer (likely to be CMO or new title) to oversee tech spend
- What is our purpose at Enterasys? Our purpose is to deliver the highest quality and consistent user experience. We look at that experience as multi-faceted. It involves end users- the doctors, administrators, patients who use the technology; but also the IT staff and service providers who are responsible for delivering the services. So serviceability, manageability and how we support the IT service providers is equally important as providing the right end-user features and functions.Why do we believe that the user experience is so important? The reason we believe this is important is because this is how the CIO and everyone responsible for the technology at every medical facility is judged. If the physician at a bedside who is starting up an app to deliver patient care at a hospital is unable to do so, it’s IT’s responsibility. In the April issue of HBR, an article (The IT Conversation We Should Be Having) reported that 75% of CEOs believe that their CIO is underperforming their peers. The reason for this is that every employee wants to be connected and have access to their applications and data, all the time. When that does not happen, IT and the CIO get the blame. So we believe that delivering the highest quality experience is the most important first step for the CIO to have relevancy to the hospital. And we’ve been building our products and solutions so the CIO can go from potential irrelevance to actually becoming the hero in the organization.
- Traditionally, IT infrastructure, wired and wireless networks, are seen as expenses to the hospital. It is needed as a necessary evil. It costs a lot of money, but you don’t get a lot back. Our mission is to enable the CIO and the IT staff to build the strategic infrastructure to grow the business; to unlock additional opportunities. We want to be sure that IT has a seat at the C-level table to show how technology can open the door to additional business growth. Let’s face the challenge that CIOs are seeing today. We spoke with Gartner Group VP and Fellow, Mark McDonald about the relevance of CIOs and the fact that Gartner is predicting that in two years a quarter of all businesses will appoint Chief Digital Officers who will be responsible for the mobile, social revolution and the digital transformation of business, and these folks are not the CIOs, they are the CDOs . And they will potentially have more clout in business because they are tackling mobile, social, cloud, and big data initiatives within their businesses. A recent survey of healthcare CIOs found that they expect to become “dramatically” more strategic to their organizations than they were a decade ago; but they realize that they are viewed outside of their own departments mainly as a support function. Gartner in 2012 wrote the seminal report that shook the industry, forecasting that in 5 years, 2017, the vast majority of the tech budget will NOT be within IT; it will be with the CMO or CDO. In fact, whereas at the beginning of the decade only 10% of IT spend was outside of IT control, by the end of this decade Gartner predicts that will reverse and 90% of tech spend could be outside of IT. So the main question the CIO should ask according to Gartner and others is how will technology enable our business to grow. As a CIO, do you have a strategy whereby the use of technology is aimed at growing your business? Growing the business means different things in different industries. It could mean growing revenue, or in education, it could be increasing student retention or improved fund raising. In retail it’s making sure your on-premises customers who are doing price-checking on their mobile devices stay on-premises rather than go to a competitor. In healthcare, it may mean improving the patient experience. This is why any successful CIO today views the network as a strategic business asset. [Note: If your audience asks “how fast is it”; “how much does it cost” – that indicates they are not on the right wavelength. Cost, capacity, connectivity have nothing to do with the user experience and delighting their customers.] We want to help you as a CIO make sure you provide your customers with a consistent user experience; meeting the requirements of today’s hyper-connected, hyper-knowledge-sharing economy that we are in. Only by providing a pervasive 100%-available infrastructure can healthcare support physicians utilizing their devices for communication, managing their workflow to the integrated calendar and contact manager, surfing the internet and consuming personal content. Physicians are applying increased pressure on hospital IT to allow them to use their personal devices on the hospital’s network in order to support their clinical workflows while rounding at the hospitals.
- [The next 5 slides are to demonstrate that Enterasys understands the megatrends impacting our customers. We want to impart the thought leadership that Enterasys brings to this space.]Enterasys is a BYOD organization with 1000 employees. Our customer-facing employees, like sales and services, have multiple mobile devices; we’re highly connected; highly secure. We have visibility and control all the way to the wireless user on their smart devices.Our CIO thinks mobile first, actually, he tends to think mobile-only. And that’s our advice to CIOs who want to remain relevant: think mobile first (soon to be mobile-only); always connected (not: oh, patients can go to the lobby for Wi-Fi connectivity), and highly secure. From our own research: 30% of hospitals do not offer Wifi to patients and guests. Reminds me of the signs I continue to see in hospitals forbidding cell phone use -- universally ignored by both doctors and guests.Also: 32% of hospitals are not using technology to enforce their BYOD policies.It’s not just mobile phones and tablets, we found heavy growth of WiFi connected biomedical devices (71% vs 37%)And it only grows and accelerates: 36% of hospitalswill be completely wireless within three years----------------------------------------------------------------------------------------------------------------Notes:Our survey 78% of hospitals are allowing physicians to utilize personally owned devices at the point of care. 74% of people are only willing to wait 5 seconds or less for a mobile web page to load before leaving (HubSpot)Total traffic volumes in 2012 alone exceeded all the previous years combined (AtKearney.com)70% of mobile searches lead to action within one hour; It takes 1 month for same percentage of desktop users to reach that (HubSpot)99% increase in smartphone subscribers from two years ago (comScore)1.62 Billion mobile devices win the workplace by 2016 (Business Insider)1.7 Billion smartphones will be shipped in 2017, compared to 448 million that were shipped in 2011 (Cnet)Enterasys FACTS:Enterasys is 100% mobile. All of our customer facing functions have 3+ mobile devices – smartphone, tablet and laptop.Why? We are a connected business, servicing our customers from anywhere with access to all of our business tools. We have a flexible BYOD deployment where our employees can bring their own devices. Why? Because flexibility means satisfaction and a satisfied, happy employee is more productive.
- Social is a trend that isn’t going away. It’s only going to increase. As a CIO, you need the comfort to embrace social. Social should not be a scary thing. And it’s not scary if you have 100% visibility and control into all activities and social traffic traversing the enterprise network; and that’s what we provide. The most successful CIOs are the ones that are interested in their users’ success. The reason why our own CIO, Dan Petlon, was named by Boston Business Journal in 2012 as a top 10 CIO in Boston (a market that is arguably third in the country in technology) is that he is collaborative, he’s open - he defaults to “yes”, and he’s hyper-connected. That’s what social is all about. If you are not accessible,as a CIO and as a medical facility, you can’t be social. It’s much more than social media. It takes the right partnership. And by partnership I mean being accessible - when we meet a customer we give them a business card; they have our email, they have our cell phone, they have our Twitter account. Enterasys is an accessible team working for a highly accessible company. We are social. It doesn’t mean we’re on Facebook or Twitter or Google+. We are an accessible company and therefore a social business. These characteristics are major differentiators between a good CIO and a great CIO. From our research: 28% of hospitals are already using social media for clinical use But (HuffPost blog): Only one health care CIO in the top 10 and a total of five CIOs in the Top 70, the voice of the health care CIO is largely absent in social media. --------------------------------------------------------------------------------------------Notes:2012 PwC survey for social trends in healthcare: 28% would select a health care organization that offered online doctor consultations over others that didn't17% would make that choice based on facilities that use an electronic medical record5% would pick one that had a social media presence over one that did not. 1/3, including half of those under 35, have used social media channels for health care purposes.Demi & Cooper Advertising and DC Interactive Group: more than 90% of people ages 18-24 said they would trust health information they found on social media channels. One in two adults use their smartphone to look-up health information.65% of B2B companies have acquired a customer through LinkedIn (Jeff Bullas) (Marketing Charts)94% of customers believe that C-level social media participation enhances brand image (Jeff Bullas) (eMarketer)82% of employees trust a company more when the CEO and leadership team communicate via social media (Jeff Bullas) (eMarketer)56% of customer tweets to companies are being ignored (LinkedIn)85% of all businesses that have a dedicated social media platform as part of their marketing strategy reported an increase in their market exposure (Forbes)32% of all Internet users are using Twitter. (Huffington Post)Enterasys facts: We are an award winning social business. Social does not mean social media alone. Being a social business means being a connected, accessible, transparent, and collaborative business. Our customers contact our CEO and all of the executives directly with no filters. We have been using social technologies, integrated in our CRM solution to transform business silo thinking to becoming a more collaborative business. We believe the smartest person in the room is the room. We have transformed our customer services from a department to a process because of collaboration technologies. We are also a listening and learning organization. We leverage social networks to listen to our customers. What we are seeing today, is the most innovative CIOs are social. They are thought leaders and influencers. Fact: if you’re not helping, you are not influential. Social scales your voice and delivers value to your network. Fact: your customers and employees are talking about you, the question is are you listening. Our company was named the #4 best places to work in Boston in 2012 by the Boston Globe (the biggest newspaper publication in New England) and the reason is our employees are committed to our company. We have the industry’s best employee retention and the reason is in our company the best ideas win, not the best titles. That’s what social CIOs and IT organizations understand.
- We are a poster child for a hybrid cloud deployment. Ten years ago, we moved our most sensitive data (sales and service information) to the cloud. To us this is as sensitive as patient data, so we know what hospitals are going through as they move their super-sensitive data to the cloud. We had the confidence in the infrastructure which we had built and used; knowing that flow-based Coreflow visibility and control was all we needed to comfortably move our applications to the cloud. Our network management team would be able to use our own technology and deliver a secure model for an on-premise solution leveraging cloud.Fast forward 10 years: we now have 30 enterprise cloud applications that we use to power Enterasys; but we have our own data center. Our own data center is the funnel to the Internet and the Cloud. It’s now powered by CoreFlow2 technologies. So the reason why our CIO is the most innovative CIO in the business is he is leveraging our technology to be perceived as a hero in the market. And that’s exactly what we want to do with customers that we sell to. Mobile, Social, Cloud are gravity; you can hate gravity, but gravity always wins. This deals with the de-perimeterization of IT; applications, devices, servers, data centers are going outside the traditional bounds of IT. So IT no longer has traditional visibility and control mechanisms. So we have to look at this differently and solve it differently. Success is balance… you want to default to yes, you want to delight your customers, you want an open ecosystem. But you know as soon as your network is hacked, it’s your responsibility and your IT team’s obligation to bring normalcy back to the business. The balance is to deliver “perceived openness”, but still have the visibility and control to lock down what you need to lock down, and secure what’s important to your business. Deliver that balance and you’re a hero. ----------------------------------------------------------------------------Gartner predicted an annual spending on cloud-related transactions thatmay grow to almost $150 billion worldwide by 2014. Although health care is a market segment that has generally resisted jumping into the in the cloud, according to the CDW 2011 Cloud Computing Tracking Poll, 30 percent of health care organizations are now either implementing cloud-based solutions or are already operating such solutions.There are also a number of unique cloud-based solutions that specifically benefit health care organizations, including:EMR and EHRStorage of patient data and practice guidelines in centralized databasesHome monitoring apps for patientsReal-time collaboration by professionalsSiemens Medical software is Soarian (Clinicals, Revenue Cycle Management, Scheduling, Enterprise, …)Cloud Computing Perception 2013: The Hybrid Cloud in HealthcareAllscrips and Cerner customers were surveyed for this study by KLAS. While cloud users gave their vendors near-perfect satisfaction scores, 66 percent of non-users surveyed said security was the top concern stopping them from moving forward with adoption. The perception in healthcare is that cloud applications and virtualization is still a significant security concern, however those that use cloud today, give their vendors a near perfect score in regards to security. 88% of health care organizations have reduced their cost of software applications by moving them to cloud (Information Management, http://www.information-management.com/news/health-care-cloud-computing-10020883-1.html)97% of workers are using cloud services (NorthBridge)60% of all cloud deployments will be hybrid by 2016 (IDC)77% of businesses saw rogue cloud deployments last year (Symantic)70% of businesses are either using or investigating cloud computing solutions. ~ (Wired, Advanced Micro Devices)$150 billion market in 2014, as predicted by Gartner (Information Management)70% of the 2,000 mid-size companies are actively pursuing cloud based analytics for greater efficiency, upgrades and insights. (Cloud Computing)84% of CIOs cut application costs by moving to the cloud (Business Insider)77% of enterprises are in the initial stages of adoption: standardization, consolidation, and virtualization (CIO Insight)With healthcare reform, the HITECH Act’s Meaningful Use effort and ICD-10 conversion on IT executives’ minds, many of the health IT priorities in 2013 are similar to those we saw in 2012. Among healthcare providers, the use of mobile computing is getting hotter, interest in cloud computing is still lukewarm and concern about security appears less intense than one might expect. However, with cost pressures in health care being what they are, the financial benefits of moving to the cloud cannot be ignored (and haven’t been).Enterasys Facts: Our company decided to move our most important business application – our sales and customer service relationship management (CRM) – to the cloud. This was in 2003. Yes, 10 years ago we were bullish about the cloud. How could that be? Well today, we have over 30 business applications that we run in the cloud and throughout the 10 years of having a hybrid IT infrastructure – we manage our own data center, powering 1000 employees across 30 offices around the globe – is because the embedded security technologies in our switching and routing and wireless products gave us the visibility and control we needed (the security piece of mind) to design a flexiable, hybrid on premise and cloud integrated enterprise network. Our CIO, who was named the top 10 CIO in Boston in 2012 (Boston is arguably the top 5 most innovative city in the US – silicon valley, san francisco, new york, etc.) because of his hybrid deployment success.
- The statistics in terms of app usage are stunning… 47,000 apps downloaded every 60 seconds.There are now 500,000 iPhone apps on iTunes and 300,000 for Android. Dr. Eric Topol of Scripps Health in San Diego talks about prescribing apps rather than pills.Two years ago Enterasys recognized this app economy that we live in and commissioned our engineering organization to build a solution for us to provide visibility, insight and control of application usage in the enterprise. Today, we model our own employees at Enterasys and we know that there are about 35 apps on every smart device that employees carry on our campus. We used our understanding and capabilities of our Coreflow technologies and our OneFabric architecture to bring to market a solution whereby we can model every single app on every employee device on both wired and wireless ports. By “everywhere” in the business environment, we don’t mean just at a firewall or Internet choke-point. We are talking about ubiquitous visibility all the way to application layer 7. So we know the app that someone is running is not just “Google”; but it is Google Hangout or Gmail, or Google Calendar or Google whatever. This capability stems from our heritage of deep packet inspection logic, our industry-leading deep packet IPS/IDS solution, coupled with our Coreflow2 custom ASIC logic, in which we’ve invested over $1B over the last ten years; to produce a highly scalable capability - with 10s of millions of flows. So hospitalscan tackle this application storm that’s happening in the industry. You can’t tell users which apps they can use - that notion of “control” is a complete illusion in today’s environment. It’s about co-creation of value, which you only get by partnering with the right vendor and right system integrator and having the right IT staff in your organization. ------------------------------------------------------------------------------------------------------Notes:38 percent of physicians with smartphones use medical apps apps on a daily basis, with that number increasing to 50 percent in the next twelve months. (http://mobihealthnews.com/14703/half-of-doctors-to-use-medical-apps-by-2012/) CompTIA’s “Third Annual Healthcare IT Insights and Opportunities” study84% Mobile traffic related to apps (JumpTab)0% of Businesses know what apps are running everywhere (Enterasys)By 2014, there will be more than 70 billion mobile app downloads from app stores every year. (Forbes)80% of mobile device user’s time is spent within apps (games, news, productivity, utility, and social networking) (Business Insider)85% increase in mobile apps in 2012 (TechCrunch)103 Million Smartphone users download apps, and each one downloads an average of 36 apps per year. (Online Publishers Association with Frank N. Magid Associates, Inc.)Facts:We commissioned our R&D organization and started an application intelligence development project more than 2 years go, leveraging our award winning and industry leading NAC technologies, coupled with our industy’s only flow-based customer ASIC technology that powers our switching and routing platforms with the objective to bring to market a highly scalable, ubiquitous (wired and wireless) solution that would provide IT application visibility at layer 7, at wire speed for the entire enterprise. Later this year, we will have a 2.6 Terrabit, 100 million application flow capable solution that will provide visibility and later control of all application usage, for every user, connected on every wired/wireless port, with reporting capabilities like no other. In my humble opinion, this is the most exciting piece of innovation that I have seen in over 10 years. The possible use cases for this type of innovation are endless, from education, to hospitality, to retail, healthcare and more. Absolutely stunning. We can demonstrate this today and we are using it to better understand our own company’s employee productivity and business growth drivers.
- Over the last two years our services business has won six Stevie awards. Stevie is a global consortium that looks at the best innovation in the market across all size companies. The reason we’ve won these Stevie awards is the use of predictive analytics in our services business; where we are shifting the pendulum from a defensive-oriented service organization to an offensive, pre-emptive service delivery. [analogy to preventive care versus treatment]We have also won five manufacturing Leadership 100 awards. This year in 2013 we won three; there were only two companies that won three; the other being IBM. The reason we won was because we are able to look at discrete components that we use to build our most advanced products. On our S-family of products, one of our fabric cards is a 20-layer PCB with nearly 18,000 discrete components, with 10 million lines of code. We are able to extract failure data right from the assembly line on the manufacturing floor and tie it back to our CRM system which our quality engineering team monitors with automated workflows and SLAs. So there are millions of data points that are fed to us during the manufacturing cycle and we can determine early-on where there is a need to replace a particular component…. We are a Big Data-driven company. And one definition of “Big Data” is anything too big to manage with Excel. And we are an innovative data-driven company. For us to win, we have to be data-driven. But for the CIO, data by itself doesn’t mean knowledge. A successful CIO takes data and produces insight. From that insight, makes rapid decisions that lead to rapid actions; to deliver value to the end customer. Any break in that value chain of data-insight-rapid decision-action-value and you fail as a technology leader. We are building products and solutions to insure you can start from data and get to delighting users. As the only networking manufacturing company in the world that continues to deliver flow-based intelligence using our Coreflow2 custom ASICs, we are all about delivering contextual understanding that can only come from a large volume set of data. There are nearly 50 finger-print attributes that we look at when we dynamically provision networks. We’re one of the only companies that can use location-based data as an attribute. As an example, if you are a physician accessing the network; we know that fact and we know what application you are using and also where you are (bedside near a patient, for example). The same physician, same device, same app, but located in a parking lot of the hospital or in the cafeteria, may not be granted access because of HIPAA compliance. To be able to capture the identity of the individual and the devices and the applications, but also location; and dynamically make sense of all this, to make sure you are conforming to government standards- that’s all in our switches and routers. That’s designing with data as a principle philosophy governing our architecture and engineering practices at Enterasys. We are a great broker contributing to the big data analytical engine that hospitals and medical facilities can unlock to identify areas for improvement and growth. Now [transition], how do we deliver the high quality end user experience and consistency, if IT no longer owns all the components? The network can and should do more than just provide the plumbing. It should provision, provide automation and dynamic control of how the applications are delivered to the end user. --------------------------------------------------------------#1 CIO technology priority for 2013 (Gartner)The healthcare IT industry can save up to $450 billion if they use big data analytics and patients make the right choices about their care and lifestyles, a recent report by consulting firm McKinsey & Co. revealed ("The Big Data Revolution in Healthcare,“). but healthcare organizations continue to struggle with managing and leveraging the vast stores of data they are building up. Henry Ford Health System alone might have as much as 15 petabytes of patient data just from its electronic health record (EHR) system, or 2000 times the amount of information held at the Library of Congress.EHRs have brought standardized patient data into hospitals and practices nationwide, but that’s only the first step of the digital revolution sweeping across the healthcare industry. That data needs to be shared, shaped, studied, and ultimately used to benefit patients in their daily lives. Enter health information exchange (HIE) and data analytics: two of the fundamental requirements for achieving that vision. As we move forward in this new era of care and coordinated patient care, big data analytics has to be an integral part of delivering care in order to reap the financial benefits of leveraging the HIE. 63% of Businesses view analyzing Big Data as a competitive advantage (IBM) and this is never more so than in the healthcare industry60% increase in operating margin by using big data (McKinsey)90% of the world’s total data has been created just within the past two years (IBM)$3.2 billion was spent by companies on big data in 2010; it is predicted companies will spend $16.9 billion on big data by 2015 (CIO).5% of Big Data is being analyzed today (IDC)63% of Businesses view analyzing Big Data as a competitive advantage (IBM)60% increase in operating margin by using big data (McKinsey)90% of the world’s total data has been created just within the past two years (IBM)$3.2 billion was spent by companies on big data in 2010; it is predicted companies will spend $16.9 billion on big data by 2015 (CIO)Facts:Enterasys is a data driven company. We collect data because we need to stay nimble and proactive. But we know that data must produce insight, so that we can make rapid decisions followed by rapid actions aimed at delighting our customers. The reason we have one of the best customer loyalty scores in the industry (our net promoter score) is because of our data-driven culture. Predictive analytics in services and support – 6 global customer service innovation and leadership awards in in 2012-2013Predictive and early warning system in quality engineering – 5 manufacturing leadership and quality awards in 2012-13Sales forecast predictive analytics and probability scoring of pipeline with incredible accuracy
- Enterasys can be viewed as the largest start-up; with 1,000 employees hungry to be sure we delight our customers. We deliver on three principles:We are a reliable organization in terms of product-quality, people-quality, and relationship-quality.We are an innovative technology company- we have vision and a time-tested history of delivering innovation to the market. We’ve been in business for 30 years, which something we are certainly proud of. And service and support; the experience of the marriage has to be better than the experience of the courtship. Based on customer, market, and partner feedback, our service and support is second-to-none. Our net promoter score and our innovation awards say that we are on the right track when it comes to servicing our customers. Still, our goal is continuous improvement. We never rest on our laurels. None of the technology is worth anything if you don’t have the people who possess the knowledge, experience, and skills to enable the technology through the selling process, the delivery process, through the support process, and to the education process. We believe in our culture and our organization and it all starts with our people. Competitors can theoretically duplicate products or processes; BUT, they cannot duplicate our people.Note: To calculate a company’s NPS, take the percentage of customers who are Promoters and subtract the percentage who are Detractors.
- We are a people-oriented company and we treat our partners like our employees; with the same training, the same sales enablement approach, the same incentive programs. We are a global company with nearly 500 global partners that range from large system integrators like Siemens Enterprise Communications, to small 1-2 person organizations who have a fiercely committed and loyal customer base. We love being able to win customers by partnering with the very best in the industry – partners who believe in what we believe in: great people, technology and service.
- It’s very hard to do simple – that’s worth repeating. So our approach is to go back to our Northstar: the user experience. In this case, the user experience of IT and administration. This is why we have customers like Henry Ford Health Systems managing 3200 wireless access points and 20,000 mobile devices managed by IT staffs of eight. So you can be strategic as an IT organization. Simplicity, scalability, and end-to-end solutions are what’s important. It can’t be “well the wired stuff is simple, but when you introduce wireless you need to get more certified, you need a different user interface, etc”. We have an end-to-end solution for both wired and wireless. It ALL has to be simple. Wireless is as simple as wired. This is how we were able to win significant customers like the New England Patriots. We won the Patriots by being the only company capable of providing WiFi solutions to 70,000 non-deterministic users, meaning there is no controlling the set of applications, the phones, the tablets; it’s all bets are off in a highly dense, highly demanding environment. Doing simple right is a very expensive, thoughtful approach. Over the past ten years, our engineering and R&D teams have invested over $1B+ to create an architecture that can meet the simple, scalable end-to-end requirements we have as our guiding principles. Before we introduce a new feature or function, or “shiny object”, we need to insure that it fits into our architecture. It has to scale. For example in 2003 we brought the N-series (our modular flagship product) to market. Three years ago it was time for us to bring the S-series to market - going from Coreflow1 to Coreflow2 technology. We made a conscious decision to make sure that the S-series would ship with software that was fully backward compatible with the N series, rather than new, but incompatible software. This decision delayed the S-series market entry by about 9 months. But it was the right decision because all our existing customers who had invested in N could run their code on the S right out-of-the-box. It’s a pragmatic view knowing that winning does not always mean being first to market. (Apple proved that, as well as many other companies). We may not always be first to market, but when we bring a new product to market it’s aimed at delighting our existing customers and protecting their investment. First is most often not the most-robust solution. 100G, 802.11ac are examples of first to market not being the best. When we bring these to the market, they will include the visibility and control needed for the market as dictated by our core beliefs; so you can be strategic.
- As we have just shown, we have an architecture that supports the innovation that we bring to market. But still, these products are complex switches and routers and access points and network management; and the only time a product is completely defect-free is when it is obsolete. So you need to know that your vendor will be there to support your implementation and optimization. At Enterasys, our award-winning service includes professional services. We have subject-matter experts around the globe and we have partners that are certified as professional services members of our ecosystem. We have a comprehensive educational services program that includes in-classroom training and virtual instructor-led training. We can bring training to your site. And we have a global call center with a follow-the-sun model, with support in 9-languages that delivers 7x24x365. We can provide this level of quality support because we are insourced and because our employees have long tenure. The average tenure of our customer services employees is 12 years. We are at the top in terms of employee retention. All of our customer service professionals are engineering degreed and certified pros. All of customer service professional are active in the field – visiting customer sites and delivering advanced services. All of customer service professionals are employees of Enterasys – zero outsourcing. We make the investment in service and support because we understand the importance of this investment. We work hard to become an extension of your team. We know your business. We know your people. We know your vision of the future. We know your definition of success.We are there when the times are tough. We will never take you for granted and we will earn the right to your business. We are in the business of delighting customers.And we will get better with you. Side by side. No other company can deliver the service quality that we can. No one.Our customers, CIOs are judged on post-deployment, after the first six months. Did they make the right decision? Our net promoter score gives a strong indication on how well we deliver on our promise. Our score of 8.1 is at the very top, up there with Harley-Davidson. Our customers know they can trust us. Still, our goal is to continually improve.
- Our solutions fall into three buckets: Wi-Fi Mobility solutions, Data Center solutions; Unified Management. We offer amazing innovation from access to distribution to core, and from data center to wireless solutions.It’s all powered by our OneFabric architecture. This means the elements of Coreflow2 exist across the DNA of our entire product portfolio. In some instances, it is a combination of hardware-software customization. In other instances it is software based on the simplicity of our product set. But again, we take a very pervasive, very wide, very deep solution approach to the enterprise. -----------------------------------------------------------------------Notes:Empower Users At The Edge By Moving To The Third Generation Of WLANs. – ForresterIn the workplace, we have seen the average number of mobile devices per user (the mobile stack) explode from 2.7 in 2011, to 3.5 in 2012. – iPassThe network must now support a mix of applications & services, including voice & video, enhancing security, deploying WLANs & supporting wireless applications. – IDCA network architecture that focuses on monitoring, controlling, & optimizing the quality of user experience. - ForresterThe all-wireless office is becoming a reality — Wireless bandwidth is now sufficient to handle all foreseen loads, including video, for most users. - GartnerMultimedia capabilities — voice/UC & video: Another increasing trend in enterprise use of mobile devices is the increasing presence of voice & video applications. - IDCThrough 2015, 80% of customers will have to upgrade the WLANs they just put in place. – GartnerThe Internet of things – Term may have come from some MIT professors - http://www.smashingapps.com/2011/09/11/the-internet-of-things-infographic.html
- Our Enterasys IdentiFi Wi-Fi solution provides wired-like performance, security and reliability for mobile and BYOD users. This includes access points, centralized management, and controllers that provide enterprises with economic value, reduced risk, and flexibility to rapidly adapt to change in the business environment.Henry Ford Health System case study information:HFHS is one of the nation’s leading comprehensive, integrated health systems. It provides health insurance and healthcare delivery, including acute, specialty, primary andpreventive care services backed by excellence in research and education. HFHS is the fifth-largest employer in metro Detroit with over 2.1 million-square-feet of medical facilities which treat 2.2 million patients per year.The system has five main medical centers and every one is utilizing Enterasys networking solutions to meet the needs of mobility and BYOD, cloud, apps and big data; all with only 8 dedicated networking engineers to manage their more than 20,000 mobile devices and upwards of 8,000 concurrent users. Delivering life-critical wireless accessto physicians, care givers, and medical equipment used to monitor and save lives. All with 12 wireless controllers, 3,200 access points, full time WIPS.
- In June, we are launching our new data center products including 40G top-of-rack and S140/180 class solutions. We can provide terabit multiprotocol switch routing performance with modular, top of rack, and chassis form factors. S180 Class Highlights -320 Gb/s capacity: 2X Performance increase over current 150/155 Class products-Increases 10G port density to 24 ports per module-40Gb/s Ethernet interfaces-Dedicated VSB (virtual switching bonding) ports- Advanced data center protocols including priority flow control and congestion notifications. Top of rack high density solutionsHighest density 10 gigabit solution we’ve ever hadDelivering 40 Gigabit technologies and design ready for 100 Gigabit in the futureWe have advanced data center software protocols like shortest path bridging and so much more. All of this powered by our Coreflow2 patented technology that is the industry's only flow based switching/routing platform. We have refreshed our entire fixed and modular portfolio in the past 2 years and we will continue to deliver rapid innovation in the fixed and modular space.Any questions on our Data Center solution?
- Unified management is the glue that connects all the hardware and software components that make up the OneFabric solution set. The fact that you have visibility and control at your fingertips including with mobile and smart devices, is music to the ears of CIOs. We provide a extensive automation to network management. To be strategic, you as a CIO need a high degree of automation so you have time to be strategic. Our unified management with automation is the secret sauce for making it all work together. Balance, simplicity and scale are the tenets of our OneFabric architecture. The tangible element is the user interface and network management; all working in concert with our Coreflow technologies and the functionality that we have embedded in our switches, routers, and wireless products. We continue to deliver enhancements to our wired and wireless network management capabilities. Our solutions are mobile and simple to use. We are incredibly excited about our application intelligence launch later this year that will solidify our position as industry leader when it comes to network-driven, scalable and open architecture with the most granular visibility and control capabilities to date.
- Enterasys has a long-standing heritage of being recognized for quality and innovation, but it important to understand that it starts with being a great place to work; with great products; and with partnering with our customers in terms of servicing the solution set. In our company, we don’t wait for you to call us. We have the analytics to drive proactive engagement with our customers. We’re there during the good times, the difficult times, any time you think we help you be successful. Customers give us good grades; and as you can see here, the analysts also give us good grades.
- Once you have the right technology, the right people, right process and right service, you ultimately create CIOs who are not only innovators, but heroes within their organization and within their market. For 2013 alone, we’ve been able to highlight some of the unbelievably innovative and successful CIOs across multiple industries. Our marketing organization, and our company as a whole is driven to partner with the right CIOs who view the network as a strategic business asset and are aimed at delighting their own end customers.
- When we find innovative CIOs and partner with them, we have a maniacal focus to make sure the world knows about the work they are doing. Our web site, our produced content, our publishing platforms that we contribute to, which include some of the industry’s biggest publications, all focus on spotlighting the CIOs. Yesterday if you asked one of our customers why they partnered with us they might have said product quality or service quality. Tomorrow, our promise to you is that when we find a successful CIO doing amazing work, we will be the vendor that works harder and is more successful at spotlighting your success than any other vendor, because that’s our marketing philosophy.
- [Only spend a minute on this.]Our innovative CIOs and customers inspire our success. As we tell our story it is always coupled with how Enterasys, our partners and customers are changing the way technology improves the market position and growth of their company. When we talk about our success stories, we are inspired by how CIOs are growing their businesses using our technology.
- If we earn the right to do business with you, our commitment is not only to deliver an architecture-powered solution that is simple to use, scalable, and reliable; not only will we deliver the best service and support; we are also committed to highlighting your business success. And that’s through our web pages, our blogs, our press activities, our videos and publications; and connecting thought leaders to each other.We’ll inspire you to more success. Technology is growing at an incredible rate, so the notion that the CIO is not relevant to the business is nonsense. In fact, the CIO is best positioned to *lead* the mobile, social, cloud, data revolution in healthcare. Not just have a seat at the table, but be at the head of the table.Enterasys is a company that believes in that, and we are going to continue to produce products and solutions to make that realization come true.
- So “Why Enterasys”? I want to leave you with one take-away with three elements to it: At Enterasys we are driven by People first (competitors can never replicate our best employees)Our solutions are deep and wide; we are not RFP checklist driven. We take an architectural pragmatic approach to delivering solutions to the market.Our services are second to none. We are top-of-mountain; we know we have to work hard to stay there.That’s the difference: Culture; Solutions; and Services.
- Why are we driven, what’s our goal? We want to be your favorite company to do business with. We want to earn that right.Let me ask you: Who is your favorite company to do business with now? Why? [Does the company present a reliable roadmap? Is their customer service great? Do they have great field engineers? Whatever it is, take down this important information for future meetings.]We understand the importance in thishighly competitive market of gaining your trust and earning the right to your business.
- This is the compass that guides us: “There is nothing more important than our customers”We are a customer company. We are a connected, innovative, highly serviceable company and that’s our compass. Thank you!