The document discusses emerging technology trends in 2011, including visualization. Visualization refers to using images and interactive tools to explore large datasets. Advances in tools now allow visualization of trillions of records across petabytes of data. Visualization is useful for analyzing both structured and unstructured data to find patterns and insights. When combined with mobile access and social sharing, visualization can empower more users to interact with and understand complex information. The document outlines challenges of past visualization attempts and how current tools address issues like data volumes, interactivity, and integration of multiple data sources.
This is the Second webinar about a Megatris Comp ‘s IoT design method Here&Now.
The method has the scope to design contextual, liquid, intelligent and connected applications. This means to design software with a level of new cognitive artificial intelligence able to deploy applications that have a level of understanding depending on context; it learns from events and have some level of autonomy with respect to routine activities.
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
Presentation About what is Knowledge Management but specifically what is Knowledge Management Tools which are Available for Evaluating the Business Models of the Organisation.
Projections for BI in 2012 from the neutrinoBI teamneutrinoBI
At this time of year (January 2012) a number of industry commentators pop their heads above the parapet to suggest what we’re likely to see happening in the market over the coming year. Not to be left out, I asked the neutrinobi team what they thought the market would look like over the next 18 months, and after some great debate, this is what we came up with:
Increased interest in collaborative/social BI
Demand for BI without boundaries
Enterprises embrace a wider portfolio of BI tools
Data Discovery comes of age
The real BI search is ‘Freeform’
Data integration - overcoming the silos
Interactive data visualisation becomes a fundamental requirement
Demand for real-time results means in-memory technology becomes mainstream
To big data...and beyond!
Cloud-based BI? The conversation continues
This paper explains each of these projections in a bit more detail, and throughout January, with help from Jon Woodward (CEO), Patrick Foody (CTO), and Andy Bailey (Pre-Sales Consultant), we’ll be looking at some of these concepts in a bit more detail in our blog: http://www.nbi-blog.com.
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
This document provides an overview of knowledge management strategies and technologies. It discusses challenges such as capturing both explicit and tacit knowledge. A recommended approach is a staged knowledge initiative starting with pilot programs and proofs-of-concept before full production. Key considerations for a KM system include the target application area, user expectations, return on investment, and business constraints. A comprehensive KM strategy must address long-term goals, relevant knowledge domains, enabling processes, competencies, and technology investments. The document lists various technologies that can be used to analyze data, build knowledge bases, support decision making, enable collaboration, and visualize information.
This document discusses expanding business analytics to support all information workers. It describes three categories of information workers - information producers, consumers, and collaborators - and their different characteristics and technological needs. Technological considerations for supporting all information workers include a common user interface, components, models and metadata, as well as the ability to handle different analytics workloads. Modern System z environments can meet these needs through capabilities like specialty engines that reduce analytics costs, co-existence of operational and analytics data, and capacity on demand.
Knowledge management is defined as treating knowledge as an explicit concern in an organization's strategy, policy, and practices at all levels. It also involves directly connecting an organization's intellectual assets, both explicit and tacit, to positive business results. Knowledge management is needed now because marketplaces are increasingly competitive, innovation is rising, workforces are reducing, and the amount of time to acquire knowledge has diminished. Knowledge management draws from many disciplines including cognitive science, expert systems, computer-supported collaborative work, library and information science, technical writing, and organizational science.
This is the Second webinar about a Megatris Comp ‘s IoT design method Here&Now.
The method has the scope to design contextual, liquid, intelligent and connected applications. This means to design software with a level of new cognitive artificial intelligence able to deploy applications that have a level of understanding depending on context; it learns from events and have some level of autonomy with respect to routine activities.
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
Presentation About what is Knowledge Management but specifically what is Knowledge Management Tools which are Available for Evaluating the Business Models of the Organisation.
Projections for BI in 2012 from the neutrinoBI teamneutrinoBI
At this time of year (January 2012) a number of industry commentators pop their heads above the parapet to suggest what we’re likely to see happening in the market over the coming year. Not to be left out, I asked the neutrinobi team what they thought the market would look like over the next 18 months, and after some great debate, this is what we came up with:
Increased interest in collaborative/social BI
Demand for BI without boundaries
Enterprises embrace a wider portfolio of BI tools
Data Discovery comes of age
The real BI search is ‘Freeform’
Data integration - overcoming the silos
Interactive data visualisation becomes a fundamental requirement
Demand for real-time results means in-memory technology becomes mainstream
To big data...and beyond!
Cloud-based BI? The conversation continues
This paper explains each of these projections in a bit more detail, and throughout January, with help from Jon Woodward (CEO), Patrick Foody (CTO), and Andy Bailey (Pre-Sales Consultant), we’ll be looking at some of these concepts in a bit more detail in our blog: http://www.nbi-blog.com.
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
This document provides an overview of knowledge management strategies and technologies. It discusses challenges such as capturing both explicit and tacit knowledge. A recommended approach is a staged knowledge initiative starting with pilot programs and proofs-of-concept before full production. Key considerations for a KM system include the target application area, user expectations, return on investment, and business constraints. A comprehensive KM strategy must address long-term goals, relevant knowledge domains, enabling processes, competencies, and technology investments. The document lists various technologies that can be used to analyze data, build knowledge bases, support decision making, enable collaboration, and visualize information.
This document discusses expanding business analytics to support all information workers. It describes three categories of information workers - information producers, consumers, and collaborators - and their different characteristics and technological needs. Technological considerations for supporting all information workers include a common user interface, components, models and metadata, as well as the ability to handle different analytics workloads. Modern System z environments can meet these needs through capabilities like specialty engines that reduce analytics costs, co-existence of operational and analytics data, and capacity on demand.
Knowledge management is defined as treating knowledge as an explicit concern in an organization's strategy, policy, and practices at all levels. It also involves directly connecting an organization's intellectual assets, both explicit and tacit, to positive business results. Knowledge management is needed now because marketplaces are increasingly competitive, innovation is rising, workforces are reducing, and the amount of time to acquire knowledge has diminished. Knowledge management draws from many disciplines including cognitive science, expert systems, computer-supported collaborative work, library and information science, technical writing, and organizational science.
This document discusses business intelligence (BI), including its concepts, components, techniques, and benefits. It defines BI as the process of collecting, analyzing, and presenting large amounts of enterprise data to help managers make better business decisions. The key components of BI discussed are online analytical processing (OLAP) and extraction, transformation, and loading (ETL) tools. BI is described as an integrated solution that analyzes detailed business data and reports to address business needs through technologies like data warehousing and reporting.
As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
Metadata and Taxonomies for More Flexible Information Architecture jrhowe
The document discusses the foundations of information architecture (IA) and how principles of library and information science can be applied to design corporate websites and intranets. It defines key concepts of IA like organization systems, navigation systems, labeling systems, and searching systems. The presentation also outlines why IA is important to reduce costs for users and organizations as well as improve learning across information systems.
This document discusses implementing a single view of customer data across an enterprise. It begins by outlining common barriers such as a lack of digital experience strategy, silos between teams, and challenges measuring ROI. It then proposes using MongoDB as a flexible data platform to integrate new and existing data sources. Pentaho is recommended for blended analytics across data silos. The approach aims to provide a single customer view, resolve technology skills gaps, and iteratively define strategies by starting small projects and engaging stakeholders.
ENTARENA - Benefits of a connected treasurerENTARENA
1) Treasury employees need to gather both external information from sources like social media as well as internal data from various business systems to make informed decisions.
2) However, collecting and sharing information across different internal systems is time-consuming, making it difficult to identify all relevant treasury issues.
3) Lufthansa implemented a dashboard solution from Entarena that allows treasury staff to easily customize views of internal bank data alongside external news, and communicate securely about business issues, improving information flow and decision making.
Ontology And Taxonomy Modeling Quick GuideHeimo Hänninen
The document discusses the need for better organizing information through taxonomy and ontology development due to issues like information silos, inefficient searching, and lack of integration. It then provides an overview of an iterative phased approach to ontology modeling that involves preparation, conceptual modeling, logical modeling, implementation modeling, testing, and use case prototyping. The approach focuses on understanding business needs, extracting relevant entities, properties and relationships, and formally modeling and mapping the ontology.
Top 10 guidelines for deploying modern data architecture for the data driven ...LindaWatson19
Enterprises are facing a new revolution, powered by the rapid adoption of data analytics with modern technologies like machine learning and artificial intelligence (A).
The document introduces the concept of the predictive enterprise, which uses emerging technologies to analyze large amounts of data in real-time and anticipate future business issues. This allows businesses to transition from being reactive to proactive. The key is reducing the gap between analyzing data (knowledge) and taking actions (execution). The predictive enterprise requires capabilities to capture, manage, access, analyze and respond to data from various sources. Intel sees its role as enabling this model through architecture-based technologies that support computing capabilities for sensing, predicting and acting on information.
Knowledge Management, Business Intelligence & Business Analytics - Managemen...FaHaD .H. NooR
This document discusses knowledge management, business intelligence, and business analytics. It defines each term and explains their relationships. Knowledge management involves processes to generate, capture, codify, and transfer knowledge across an organization. Business intelligence uses data to understand and analyze business performance using technologies like reporting and dashboards. Business analytics refers specifically to using quantitative models and fact-based management to drive decisions, and is considered a subset of business intelligence. The document also discusses the differences between tacit and explicit knowledge, and how knowledge management can provide value to organizations in areas like sharing best practices, managing globalization, rapid change, downsizing, and gaining competitive advantage.
Silverman Research: Collective Intelligence In Organisations ReportSilverman_Research
Silverman Research's report on Collective Intelligence. It details the background behind Collective Intelligence, and how it can be used for research and analysis in organisations.
The document is an IBM study that developed a data center operational efficiency model with four stages - Basic, Consolidated, Available, and Strategic. Data centers operating at the Strategic level allocate 50% more resources to new projects compared to Basic centers. Key characteristics of Strategic data centers include optimizing assets for high availability, designing for flexibility, using automation tools, and aligning the data center plan with business goals. The study found Strategic data centers delivered greater investment in initiatives, efficiency, and flexibility compared to Basic centers.
Modernizing the Enterprise Monolith: EQengineered Consulting Green PaperMark Hewitt
Are you an enterprise that recognizes the business liability inherent in the monolithic or otherwise dated enterprise software applications you have built? Does your technology represent an impediment to the needed agility and flexibility required to meet the needs of today’s business environment?
Historically, enterprise software development focused on an approach that incorporated all functionality into a single process, and replicated it across servers as additional capacity was required. Today, these large applications have become bloated and unmanageable as new features and functionality are added. And, as small changes are made to existing functionality, the requirements to update and redeploy the server-side application becomes an intractable juggernaut.
Forward-thinking organizations like Amazon and Netflix led the way toward agile processes, deconstructed software stacks, and efficient APIs. Both large and small organizations serious about embracing modern practices have followed by decoupling the front and back end of their enterprise applications, employing microservices and cloud technologies, and adopting agile methodologies. These very steps can serve to highlight additional technical deficits in old solutions and codebases, which in turn become stumbling blocks to modern development practices.
As these technology trends continue to evolve, how can your company keep pace and remain viable?
In this green paper, we discuss how CIOs, CTOs, and VPs of Engineering can lead the needed modernization with their counterparts in marketing and the business to ensure that their organizations remain competitive in today’s customer-driven and technology-led economy.
Key questions addressed include:
• Why is technical modernization vital for the business?
• What types of modernization projects are there?
• How does modernization fit into your organization?
1. The document discusses various categories and technologies for knowledge management (KM) as identified by Liao in a 2003 literature review, including KM frameworks, knowledge-based systems, data mining, information and communication technologies, expert systems, database technologies, and modeling.
2. It also discusses main functions of KM aided by information technology, including knowledge creation, accumulation, and sharing.
3. Key challenges discussed for adoption of KM technologies include the need for organizational culture and mindset changes, as well as ensuring meaningful knowledge sharing and distribution within appropriate contexts.
This document proposes a new framework called Actionable Knowledge As A Service (AKAAS) for managing knowledge in cloud computing environments. It discusses how traditional knowledge management systems are challenged by cloud computing and social/technological changes. The framework aims to provide on-demand, customizable knowledge to users based on their needs and interactions. It argues that user behaviors and needs should be the focus, rather than just the volume of published content. Analytics using data on user interactions are proposed to help discover knowledge tailored to specific contexts. The goal is to evolve from push-based knowledge delivery to personalized, actionable knowledge acquisition.
Ericsson Review: Data without borders: an information architecture for enterp...Ericsson
Today’s information systems rely on mediation to use and share the data that is available within an enterprise. But this is changing. IT systems are moving away from traditional architectures, where information is hidden inside functions, toward an information-centric approach that separates information from functionality – data without borders. Breaking functionality and information apart creates a systems architecture that is flexible, supports business agility, and ultimately boosts the bottom line.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
This document discusses developing an effective information architecture (IA). It explains that an IA comes from understanding business objectives, constraints, content, and user requirements. The key steps in developing an IA are: understanding the business context, conducting content analysis, user research like card sorting, developing and evaluating a draft IA, documenting the final IA in a site map. An effective IA must reflect how users think about the content and support common tasks. The outputs of developing an IA include site maps, annotated page layouts, content matrices, and prototypes.
Knowledge management (KM) has become an effective way of managing organization‟s intellectual capital or, in other words, organization‟s full experience, skills and knowledge that is relevant for more effective performance in future. The paper proposes a knowledge management to achieve a competitive control of the machining systems. Then an application of Knowledge Management in engineering has been attempted to explain. The model can be used by the manager for the choosing of competitive orders.
KM systems support the four KM processes of knowledge discovery, capture, sharing, and application. They utilize various KM mechanisms and technologies to do so. For example, knowledge discovery systems support combination and socialization through mechanisms like meetings and employee rotation, using technologies like databases and video conferencing. Knowledge is classified according to the main KM process supported by the system, and each system relies on specific mechanisms and technologies tailored to their associated sub-processes of externalization, internalization, socialization, direction, or routines.
This document summarizes various software tools that can support knowledge management activities in organizations. It begins by introducing the importance of knowledge management for software organizations. It then describes two models for conceptualizing knowledge - the tacit-explicit knowledge sharing model and the knowledge lifecycle model. The rest of the document categorizes and describes different types of software tools that support knowledge management activities aligned with the stages of the knowledge lifecycle and types of knowledge conversion. These include document management systems, collaboration tools, data/knowledge discovery tools, expert networks, knowledge portals, and customer relationship management tools. For each category, it provides examples of tools, the knowledge processes they support, and their benefits for software organizations.
H1N1 flu, also known as swine flu, is a virus with symptoms similar to regular seasonal flu such as fever, cough, and body aches. It spreads through coughing, sneezing, or contact with infected surfaces. To avoid catching the flu, people should get vaccinated, cover their mouth when coughing or sneezing, wash their hands frequently, and stay home when sick. Those at highest risk for H1N1 flu include pregnant women, young children, healthcare workers, and people with chronic health conditions.
This document is a proposed bill to amend Georgia law to create the Invest Georgia Fund as a component of the existing Seed-Capital Fund. The bill provides legislative findings about increasing private investment capital for Georgia businesses. It defines key terms related to venture capital funds, early stage businesses, and the new Invest Georgia Board. The bill also establishes provisions for insurance premium tax credits that can be purchased by insurance companies to offset tax liability and be allocated to the new Invest Georgia Fund.
This document discusses business intelligence (BI), including its concepts, components, techniques, and benefits. It defines BI as the process of collecting, analyzing, and presenting large amounts of enterprise data to help managers make better business decisions. The key components of BI discussed are online analytical processing (OLAP) and extraction, transformation, and loading (ETL) tools. BI is described as an integrated solution that analyzes detailed business data and reports to address business needs through technologies like data warehousing and reporting.
As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
Metadata and Taxonomies for More Flexible Information Architecture jrhowe
The document discusses the foundations of information architecture (IA) and how principles of library and information science can be applied to design corporate websites and intranets. It defines key concepts of IA like organization systems, navigation systems, labeling systems, and searching systems. The presentation also outlines why IA is important to reduce costs for users and organizations as well as improve learning across information systems.
This document discusses implementing a single view of customer data across an enterprise. It begins by outlining common barriers such as a lack of digital experience strategy, silos between teams, and challenges measuring ROI. It then proposes using MongoDB as a flexible data platform to integrate new and existing data sources. Pentaho is recommended for blended analytics across data silos. The approach aims to provide a single customer view, resolve technology skills gaps, and iteratively define strategies by starting small projects and engaging stakeholders.
ENTARENA - Benefits of a connected treasurerENTARENA
1) Treasury employees need to gather both external information from sources like social media as well as internal data from various business systems to make informed decisions.
2) However, collecting and sharing information across different internal systems is time-consuming, making it difficult to identify all relevant treasury issues.
3) Lufthansa implemented a dashboard solution from Entarena that allows treasury staff to easily customize views of internal bank data alongside external news, and communicate securely about business issues, improving information flow and decision making.
Ontology And Taxonomy Modeling Quick GuideHeimo Hänninen
The document discusses the need for better organizing information through taxonomy and ontology development due to issues like information silos, inefficient searching, and lack of integration. It then provides an overview of an iterative phased approach to ontology modeling that involves preparation, conceptual modeling, logical modeling, implementation modeling, testing, and use case prototyping. The approach focuses on understanding business needs, extracting relevant entities, properties and relationships, and formally modeling and mapping the ontology.
Top 10 guidelines for deploying modern data architecture for the data driven ...LindaWatson19
Enterprises are facing a new revolution, powered by the rapid adoption of data analytics with modern technologies like machine learning and artificial intelligence (A).
The document introduces the concept of the predictive enterprise, which uses emerging technologies to analyze large amounts of data in real-time and anticipate future business issues. This allows businesses to transition from being reactive to proactive. The key is reducing the gap between analyzing data (knowledge) and taking actions (execution). The predictive enterprise requires capabilities to capture, manage, access, analyze and respond to data from various sources. Intel sees its role as enabling this model through architecture-based technologies that support computing capabilities for sensing, predicting and acting on information.
Knowledge Management, Business Intelligence & Business Analytics - Managemen...FaHaD .H. NooR
This document discusses knowledge management, business intelligence, and business analytics. It defines each term and explains their relationships. Knowledge management involves processes to generate, capture, codify, and transfer knowledge across an organization. Business intelligence uses data to understand and analyze business performance using technologies like reporting and dashboards. Business analytics refers specifically to using quantitative models and fact-based management to drive decisions, and is considered a subset of business intelligence. The document also discusses the differences between tacit and explicit knowledge, and how knowledge management can provide value to organizations in areas like sharing best practices, managing globalization, rapid change, downsizing, and gaining competitive advantage.
Silverman Research: Collective Intelligence In Organisations ReportSilverman_Research
Silverman Research's report on Collective Intelligence. It details the background behind Collective Intelligence, and how it can be used for research and analysis in organisations.
The document is an IBM study that developed a data center operational efficiency model with four stages - Basic, Consolidated, Available, and Strategic. Data centers operating at the Strategic level allocate 50% more resources to new projects compared to Basic centers. Key characteristics of Strategic data centers include optimizing assets for high availability, designing for flexibility, using automation tools, and aligning the data center plan with business goals. The study found Strategic data centers delivered greater investment in initiatives, efficiency, and flexibility compared to Basic centers.
Modernizing the Enterprise Monolith: EQengineered Consulting Green PaperMark Hewitt
Are you an enterprise that recognizes the business liability inherent in the monolithic or otherwise dated enterprise software applications you have built? Does your technology represent an impediment to the needed agility and flexibility required to meet the needs of today’s business environment?
Historically, enterprise software development focused on an approach that incorporated all functionality into a single process, and replicated it across servers as additional capacity was required. Today, these large applications have become bloated and unmanageable as new features and functionality are added. And, as small changes are made to existing functionality, the requirements to update and redeploy the server-side application becomes an intractable juggernaut.
Forward-thinking organizations like Amazon and Netflix led the way toward agile processes, deconstructed software stacks, and efficient APIs. Both large and small organizations serious about embracing modern practices have followed by decoupling the front and back end of their enterprise applications, employing microservices and cloud technologies, and adopting agile methodologies. These very steps can serve to highlight additional technical deficits in old solutions and codebases, which in turn become stumbling blocks to modern development practices.
As these technology trends continue to evolve, how can your company keep pace and remain viable?
In this green paper, we discuss how CIOs, CTOs, and VPs of Engineering can lead the needed modernization with their counterparts in marketing and the business to ensure that their organizations remain competitive in today’s customer-driven and technology-led economy.
Key questions addressed include:
• Why is technical modernization vital for the business?
• What types of modernization projects are there?
• How does modernization fit into your organization?
1. The document discusses various categories and technologies for knowledge management (KM) as identified by Liao in a 2003 literature review, including KM frameworks, knowledge-based systems, data mining, information and communication technologies, expert systems, database technologies, and modeling.
2. It also discusses main functions of KM aided by information technology, including knowledge creation, accumulation, and sharing.
3. Key challenges discussed for adoption of KM technologies include the need for organizational culture and mindset changes, as well as ensuring meaningful knowledge sharing and distribution within appropriate contexts.
This document proposes a new framework called Actionable Knowledge As A Service (AKAAS) for managing knowledge in cloud computing environments. It discusses how traditional knowledge management systems are challenged by cloud computing and social/technological changes. The framework aims to provide on-demand, customizable knowledge to users based on their needs and interactions. It argues that user behaviors and needs should be the focus, rather than just the volume of published content. Analytics using data on user interactions are proposed to help discover knowledge tailored to specific contexts. The goal is to evolve from push-based knowledge delivery to personalized, actionable knowledge acquisition.
Ericsson Review: Data without borders: an information architecture for enterp...Ericsson
Today’s information systems rely on mediation to use and share the data that is available within an enterprise. But this is changing. IT systems are moving away from traditional architectures, where information is hidden inside functions, toward an information-centric approach that separates information from functionality – data without borders. Breaking functionality and information apart creates a systems architecture that is flexible, supports business agility, and ultimately boosts the bottom line.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
This document discusses developing an effective information architecture (IA). It explains that an IA comes from understanding business objectives, constraints, content, and user requirements. The key steps in developing an IA are: understanding the business context, conducting content analysis, user research like card sorting, developing and evaluating a draft IA, documenting the final IA in a site map. An effective IA must reflect how users think about the content and support common tasks. The outputs of developing an IA include site maps, annotated page layouts, content matrices, and prototypes.
Knowledge management (KM) has become an effective way of managing organization‟s intellectual capital or, in other words, organization‟s full experience, skills and knowledge that is relevant for more effective performance in future. The paper proposes a knowledge management to achieve a competitive control of the machining systems. Then an application of Knowledge Management in engineering has been attempted to explain. The model can be used by the manager for the choosing of competitive orders.
KM systems support the four KM processes of knowledge discovery, capture, sharing, and application. They utilize various KM mechanisms and technologies to do so. For example, knowledge discovery systems support combination and socialization through mechanisms like meetings and employee rotation, using technologies like databases and video conferencing. Knowledge is classified according to the main KM process supported by the system, and each system relies on specific mechanisms and technologies tailored to their associated sub-processes of externalization, internalization, socialization, direction, or routines.
This document summarizes various software tools that can support knowledge management activities in organizations. It begins by introducing the importance of knowledge management for software organizations. It then describes two models for conceptualizing knowledge - the tacit-explicit knowledge sharing model and the knowledge lifecycle model. The rest of the document categorizes and describes different types of software tools that support knowledge management activities aligned with the stages of the knowledge lifecycle and types of knowledge conversion. These include document management systems, collaboration tools, data/knowledge discovery tools, expert networks, knowledge portals, and customer relationship management tools. For each category, it provides examples of tools, the knowledge processes they support, and their benefits for software organizations.
H1N1 flu, also known as swine flu, is a virus with symptoms similar to regular seasonal flu such as fever, cough, and body aches. It spreads through coughing, sneezing, or contact with infected surfaces. To avoid catching the flu, people should get vaccinated, cover their mouth when coughing or sneezing, wash their hands frequently, and stay home when sick. Those at highest risk for H1N1 flu include pregnant women, young children, healthcare workers, and people with chronic health conditions.
This document is a proposed bill to amend Georgia law to create the Invest Georgia Fund as a component of the existing Seed-Capital Fund. The bill provides legislative findings about increasing private investment capital for Georgia businesses. It defines key terms related to venture capital funds, early stage businesses, and the new Invest Georgia Board. The bill also establishes provisions for insurance premium tax credits that can be purchased by insurance companies to offset tax liability and be allocated to the new Invest Georgia Fund.
- SaaS M&A activity was down slightly in August from the previous year, with 13 transactions totaling $1.48 billion compared to 19 transactions totaling $173 million in August 2011.
- The SaaS index increased 8.8% in August, outperforming the Nasdaq which increased 4.1%. Large-cap and small-cap SaaS groups increased over 10% and 6.8% respectively.
- Notable SaaS transactions in August included IBM's acquisition of Kenexa for $1.4 billion and Tangoe's acquisition of Symphony Teleca for $44 million.
SXSW Interactive is an annual conference in Austin, Texas that focuses on technology, digital media, and related topics. The 2013 event saw over 30,000 attendees, up from 25,000 in 2012. Key themes included the emerging collaborative economy, smarter connected devices, grassroots innovation through 3D printing and crowdsourcing, the intersection of physical and digital experiences, wearable technology, online retail reshaping the in-store experience, and brands promoting their products. Notable demonstrations included gesture interfaces, NFC payments replacing QR codes, connected devices as part of the Internet of Things, Google Glass, life logging cameras, and branded activations from companies like AT&T, Samsung, Beats by Dre, Oreo and Gr
MWG Game Changers - Rob Rekers (De Nederlandse Energie Maatschappij)MWG verbindt media
MWG Game Changers op dinsdag 20 maart 2012 in The CoolBrands House in Amsterdam. Moderator: Rens de Jong. Sprekers: Joëlle Frijters (Improve Digital), Nico Hilhorst (M2Media), Rob Rekers (De Nederlandse Energie Maatschappij) en Jeroen van Eck (Joe Public).
Navigating Risk In Data & Technology TransactionsMMMTechLaw
The document discusses various risks and considerations for negotiating data and technology contracts. It covers indemnification provisions, confidentiality obligations, security requirements, limitations of liability, export controls, open source software risks, and patent licensing issues. The parties should address allocation of risks, third party intellectual property claims, data protection policies, liability caps, exceptions for gross negligence, compliance with export laws, risks to intellectual property and revenue from open source software, and product liability insurance requirements.
Here are the key points about post-closing purchase price adjustments from the document:
- Post-closing purchase price adjustments allow the purchase price to be adjusted based on the target's financial position at closing compared to estimates made prior to closing.
- Adjustments are typically made based on working capital balances like cash, accounts receivable and accounts payable at closing relative to pre-closing estimates.
- An "Adjustment Amount" is calculated as the difference between the actual closing working capital and the estimated "Initial Working Capital" used to determine the upfront purchase price payment.
- The Adjustment Amount can increase or decrease the purchase price paid at closing depending on whether the actual closing working capital is higher or lower than the initial
This document summarizes recent employment law cases from the United States Supreme Court and the National Labor Relations Board.
1) The Supreme Court upheld a state law mandating employer use of E-Verify and found that oral complaints are protected under the FLSA's anti-retaliation provision. Additionally, the Court enforced arbitration agreements prohibiting class actions.
2) An NLRB decision found that mandatory arbitration clauses cannot restrict employees' rights to collective or class actions. The NLRB also required employers to post notices informing employees of their NLRA rights. New NLRB rules make it easier for unions to organize small employee groups.
3) The document discusses the implications of these rulings, including states' ability
This document provides a summary of big data analytics and how it can derive meaning from large volumes of structured and unstructured data. It discusses how new analysis tools and abundant processing power through technologies like Hadoop can unlock insights from massive data sets. Examples are given of how big data analytics can help various industries like healthcare, banking, manufacturing, and utilities to optimize processes, predict outcomes, and detect patterns. The integration of structured and unstructured data from various sources into analytical models is also described.
Big data analytics enables organizations to derive meaningful insights from large volumes of structured and unstructured data. New tools can analyze petabytes of data across various formats and identify patterns and trends. This helps optimize processes, reduce risks, and uncover new opportunities. Examples include detecting healthcare treatment patterns that improve outcomes, preventing bank fraud, and predicting consumer demand to inform utility planning. While big data is still emerging, it has potential to enhance business intelligence and integrate diverse internal and external data sources for more powerful analytics.
This document outlines trends in business intelligence tools in recent years. It discusses the rise of explainable AI and the need for transparency in machine learning models to ensure they are trustworthy. It also discusses the growth of natural language interfaces that allow users to interact with data and analytics tools using natural language questions instead of technical queries.
This document provides an overview of managing an organization's data and knowledge resources. It discusses key concepts like data, information, and knowledge. It also covers database technologies, including data warehouses and data centers. Big data and data analytics are explained. Blockchain technology and its applications and barriers are summarized. Knowledge management and knowledge management systems are also introduced. The document is an educational module that aims to define important data and knowledge management terms and concepts.
Top ten data and analysis technology trends in 2021Ruchi Jain
Data and analytics leaders should make mission-critical investments to accelerate their ability to predict, transform, and respond based on these ten trends.
Data modeling techniques used for big data in enterprise networksDr. Richard Otieno
This document discusses data modeling techniques for big data in enterprise networks. It begins by defining big data and its characteristics, including volume, velocity, variety, veracity, value, variability, visualization and more. It then discusses various data modeling techniques and models that can be used for big data, including relational, non-relational, network, hierarchical and others. Finally, it examines some limitations in modeling big data for enterprise networks and calls for continued research on developing new modeling techniques to better handle the complexities of big data.
Towards the Intelligent Internet of EverythingRECAP Project
In this presentation, Prof. Theo Lynn (DCU) was talking about observations on Multi-disciplinary Challenges in Intelligent Systems Research, at the RECAP consortium meeting in Dublin, Ireland on 06 November 2018.
Data is raw facts and events that are recorded, information is processed data that is meaningful and relevant, and intelligence emerges from information that has been analyzed and from which conclusions have been drawn. Management information systems process data into useful information reports and dashboards to help managers make effective decisions. There are three main categories of information technology - functional IT that supports tasks, network IT that enables collaboration, and enterprise IT that structures interactions across the organization.
This document discusses using visual analytics techniques on linked data. It begins by motivating the combination of these fields by noting that while linked data services excel at data access, they lack support for complex analytical scenarios. It then provides examples of how visual analytics has been used in other domains like analyzing financial data, patent trends, and simulating biological processes. Finally, it outlines how visual analytics could be applied to linked data, including aggregating and filtering data, implementing analytical workflows, and using visualization techniques to enable discovery and presentation of insights to domain experts. The goal would be supporting collaborative analytical tasks on a global scale.
Big data presents opportunities for communications service providers (CSPs) to capture new revenue streams by optimizing large amounts of structured and unstructured customer data. To take advantage, CSPs must develop a strategic plan and roadmap to transform how they use customer data, identifying specific business values. Success stories show how CSPs have improved operational efficiency, provided targeted marketing offers, and created new business models through partnerships. The document recommends CSPs formulate a big data strategy and business case with measurable outcomes to guide strategic transformation and monetization of big data opportunities.
Presented during the Open Source Conference 2012, organized by Accenture and Redhat on December 14th 2012. This presentation discusses an open source Big Data case study.
By Jonathan Bender, Consultant, Accenture Technology Labs
AI Powered Campus Resource Assistance using Google Dialog FlowYaswantAY
The "AI Powered Campus Resource Assistance" project leverages cutting-edge technologies such as Natural Language Processing (NLP) and Generative AI to enhance campus experiences through an intelligent and conversational interface. Developed on the Google Dialog flow platform, our solution aims to revolutionize the way students and faculty access and interact with campus resources.
The system employs NLP to understand and interpret user queries, allowing for seamless communication between users and the AI assistant. Through the integration of Generative AI, the platform goes beyond predefined responses, generating contextually relevant and personalized information tailored to the user's needs. This dynamic approach enables the AI to adapt to various scenarios, providing a more human-like interaction and enhancing user engagement.
Key features include real-time assistance with campus navigation, event information, academic queries, and other resource-related inquiries. Users can effortlessly seek information, receive updates, and engage in meaningful conversations, fostering a more connected and informed campus community.
By harnessing the power of Google Dialog flow, our project not only streamlines information retrieval but also ensures scalability, accessibility, and ease of integration with existing campus systems. This AI-driven solution represents a significant step toward creating an intelligent, user-centric campus environment, ultimately enhancing the overall educational experience for all stakeholders.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
Global Data Management: Governance, Security and Usefulness in a Hybrid WorldNeil Raden
With Global Data Management methodology and tools, all of your data can be accessed and used no matter where it is or where it is from: on-premises, private cloud, public cloud(s), hybrid cloud, open source, third-party data and any combination of the these, with security, privacy and governance applied as if they were a single entity. Ingenious software products and the economics of computing make it economical to do this. Not free, but feasible.
Data Integration Alternatives: When to use Data Virtualization, ETL, and ESBDenodo
Data integration is paramount, in this presentation you will find three different paradigms: using client-side tools, creating traditional data warehouses and the data virtualization solution - the logical data warehouse, comparing each other and positioning data virtualization as an integral part of any future-proof IT infrastructure.
This presentation is part of the Fast Data Strategy Conference, and you can watch the video here goo.gl/1q94Ka.
In this ppt, you can learn about the Top 10 Trends to Watch for In Data Science. You must see this ppt till the end, written by experts of data science institute in GTB Nagar Delhi.
Data analytics can immensely impact and improve a business’s decision-making processes. From better strategies to profits, explore the full scope of analytics.
This document provides contact information for various professionals at Hyde Park Capital Advisors, LLC, an investment banking firm focused on mergers and acquisitions, capital raising, and technology. It then summarizes capital market performance in the first half of 2012, technology-focused initial public offerings, middle market M&A activity and trends in the technology sector, and notable technology M&A transactions announced in the second quarter of 2012.
Financial Technology July Market AnalysisMMMTechLaw
Raymond James provides an overview of their financial technology investment banking services and recent transaction experience. They cover areas such as payments, banking technology, trading technology, and outsourced solutions. Services include M&A advisory, public offerings, private placements, debt origination, and valuation. Recent transactions since 2010 include acquisitions, mergers, and public offerings totaling over $3 billion across various fintech subsectors.
This document discusses six healthcare trends and why user experience matters for addressing them. It provides definitions of usability and user experience, arguing that user experience is broader and requires understanding user needs from the start. The six trends are: 1) increased adoption of electronic medical records, 2) increased patient engagement, 3) mobile health becoming mainstream, 4) moving towards accountable care, 5) rise of retail health clinics, and 6) increased care at home solutions. For each trend, the document discusses challenges and how user-centered design can help address them.
The document summarizes the key risk factors cited in SEC filings by the 100 largest US technology companies. Competition, economic concerns, and regulations were the top 3 risks. Concerns about natural disasters/conflicts, data breaches, and supply chain disruptions have increased significantly. Successful product development and M&A integration are also major challenges given competitive pressures.
The document discusses the results of a survey of over 100 private equity professionals. It finds that respondents are cautiously optimistic about 2012, expecting more deal flow and an easier fundraising environment compared to 2011. Specifically, 70% expect to close 2-3 deals in the next 12 months compared to 47% closing no deals in 2011. Respondents also anticipate investing more capital in 2012, with middle market funds in particular expecting to nearly double their investment levels.
The document summarizes M&A activity in the infrastructure software sector from 2011-2012. It notes that deal volume doubled from 2009 to 142 deals in 2011, driven by cloud computing adoption. However, the largest deals lacked the billion-dollar transactions of 2010. The top 5 deals ranged from $700M to $591M in value. Cloud computing remains the biggest trend, with Forrester forecasting the cloud market to grow over six-fold to $241B by 2020. Large vendors made numerous acquisitions to expand their cloud, virtualization, and data offerings.
This document is an executive summary of the Deloitte Open Mobile Survey 2012. It finds that the mobile industry is undergoing rapid changes as new entrants rewrite the rules of competition. Nearly half of respondents believe internet companies will dominate mobile in 5 years, while carriers will focus on connectivity. Most companies must transition from closed to open models. The summary also notes that mobile cloud, machine-to-machine technologies, and mobile payments show the most potential for future revenue. Gaming is seen as the most lucrative app category long-term.
This document provides an industry update on the education sector from Hyde Park Capital Advisors. It summarizes recent stock performance and valuation multiples for different education industry subsectors. It also lists several recent private placement and M&A transactions in the education industry, including a proposed acquisition of Archipelago Learning by PLATO Learning for $305 million.
Financial Technology Market Analysis - March 2012MMMTechLaw
Raymond James provides the following in their financial technology investment banking services:
- A market analysis of the financial technology sector including coverage of payments, banking technology, insurance technology, and more.
- Expertise in transaction processing, investment technology, outsourced solutions, and other business models.
- A range of investment banking services including M&A advisory, public offerings, private placements, debt origination, and valuation.
The document summarizes M&A activity and market performance in the industrials sector in Q4 2011. It notes that overall M&A transaction volume and value declined from Q4 2010 levels, with the number of deals down 32% and total value down 14%. However, public company stock prices in the sector increased over both 3 and 12 month periods. The electrical equipment industry saw the strongest performance with median multiples of 10.0x LTM EBITDA. Recent M&A transactions highlighted include the acquisitions of Heil Trailer and Unifrax.
Grant Thornton/Pitchbook PE Exits ReportMMMTechLaw
The document summarizes private equity exit activity in 2011 and 2012 trends. It found that 420 US companies were exited in 2011 through sales or IPOs totaling $104 billion, similar to 2010 levels. While exit levels remain strong, the growing gap between investment and exits is concerning as it indicates portfolio companies are being held longer. Secondary buyouts could help address the growing inventory of companies by shortening hold periods. The report aims to analyze industry-level data to better understand which sectors may see more exits or hold periods lengthen further.
This document provides an overview of the technology mergers and acquisitions (M&A) landscape in the fourth quarter of 2011. It summarizes M&A deal activity and public market performance for the technology sector. Specifically, it notes that overall technology M&A deal volume declined in 2011 compared to 2010, though total deal value increased slightly. It also provides examples of notable technology M&A transactions announced in Q4 2011.
The document summarizes a report from Hyde Park Capital Advisors on healthcare mergers and acquisitions (M&A) activity in the fourth quarter of 2011. It provides contact information for several senior directors and associates at the firm. It then reviews capital market performance in Q4 2011 and lists several healthcare-related initial public offerings (IPOs) and secondary offerings. The rest of the document analyzes trends in annual and quarterly middle market M&A activity and transaction pricing in the healthcare industry for 2011.
This document provides a summary of key changes and impacts from the America Invents Act of 2011, which overhauled the U.S. patent system. The Act transitions the U.S. from a "first to invent" system to a "first to file" system, increasing the urgency to file patent applications quickly. It also aims to improve patent quality through new procedures allowing easier challenges of patents outside the court system. However, the Act likely will not cut back on large patent lawsuit damages or significantly impact patent "trolls" in the near future. The biggest change is transitioning to a "first to file" priority system.
This document provides an overview of technology spending by U.S. bankers in 2012. It discusses key themes in the banking industry like channel shift, disintermediation, customer engagement, and improving customer experience. The document also summarizes the state of the banking industry in 2011, noting continued challenges from the mortgage crisis but signs of recovery. Technology spending growth is projected to be modest at 1.8% in 2012 due to uncertainties. The rest of the document breaks down projected spending areas and provides expert opinions on trends in mobile banking, analytics, compliance, security and other technologies.
The Multi-State Employers Council will host its ninth annual invitation-only conference from May 2-4, 2012 at The Sea Pines Resort in Hilton Head Island, South Carolina. The conference will allow employers to network, address recent developments in employment law, and explore strategies for managing human resources issues. A proposed agenda includes sessions on legal updates, HR audits, FLSA compliance, and unemployment claims. Registration is $250 per person and hotel rooms are $175 per night.
This document provides an overview and analysis of private equity deals from 2001 to 2010 based on data from PitchBook. Some key findings include:
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The document summarizes key deal terms from middle-market mergers and acquisitions where Houlihan Lokey served as the financial advisor. It analyzes purchase agreement terms such as indemnification provisions, representations and warranties. The majority of deals involved strategic buyers acquiring stock for all cash. Earn-outs were included in 18% of deals while rollovers were included in 20% of deals. Valuation multiples like EV/EBITDA increased in 2010 from prior years.
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(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
1. Tech Trends 2011
The natural
convergence
of business and IT
2011 Technology Trends
2. Preface
Deloitte’s annual Technology Trends report examines the ever-evolving landscape of technology put to business use.
Topics are chosen based on their potential business impact over the next 18 months, with input from clients,
analysts, alliances and our network of academic leaders. This year we identified 10 important trends, clustered in
two categories: (Re)Emerging Enablers and Disruptive Deployments.
(Re)Emerging Enablers are trends that many CIOs have spent time, thought, and resources on in the past – perhaps
multiple times. This year these familiar topics deserve another look due to specific factors in the technology or
business environment.
Disruptive Deployments are trends that present significant new opportunities – offering new business models or
transformative ways to operate. The technologies themselves are not necessarily disruptive, but when deployed as
discussed, they could disrupt the cost, capabilities, or even the core operating model of IT and the business.
Our 2011 trends list plays significantly to the convergence of Social and Mobile computing – a convergence that is
fundamentally changing how information is accessed and used in business operations and decision-making. ”There’s
an app for that” captures the essence of this change, engaging users wherever and whenever they choose, and
taking full advantage of the next generation of Cloud Computing. These finished business capabilities within the
cloud, for both structured and unstructured information analytics, are changing the role of the CIO and the shape
and size of apps. But what isn’t changing is the importance of information security and privacy practices that can
stand up to today’s hyper-evolving cyber threat landscape.
All of these trends are relevant today. Each has demonstrated significant momentum and potential to have an impact
– and each is important enough to support immediate consideration. Forward-thinking organizations should consider
developing an explicit strategy in each area, even if that strategy is to wait and see. But whatever you do, stay ahead.
Use the convergence to your advantage. Don’t get caught by surprise.
Mark E. White
Principal and CTO
Deloitte Consulting LLP
3. Contents
(Re)Emerging Enablers
Visualization .................................................................................... 1
“Almost-Enterprise” Applications ...................................................... 7
Cyber Intelligence .......................................................................... 13
CIOs as Revolutionaries .................................................................. 19
The End of the “Death of ERP” ...................................................... 25
Disruptive Deployments
Real Analytics ................................................................................. 32
Social Computing........................................................................... 38
User Engagement .......................................................................... 44
Applied Mobility............................................................................. 50
Capability Clouds ........................................................................... 56
Conclusion .................................................................................... 62
Authors ......................................................................................... 63
5. 1 Visualization
See, discover and explore deeper insights within flow and evolution of information. Intuitive touch or
large, complex data sets gesture-based drill-downs and on-the-fly relationship
Enterprises move into 2011 with information at the mapping add immediacy to the analysis, encouraging
forefront of their agendas. According to a recent Gartner manipulation and higher-order understanding instead of
survey, increasing the use of information and analytics is static or passive views.
one of the top three business priorities1. Data volumes
continue to explode, as unstructured content proliferates Though a long-established discipline, visualization deserves
via collaboration, productivity and social channels. And a fresh look in 2011, partly due to the evolution of the
while organizations are making headway on enterprise underlying tools. In-memory databases and distributed
information management and broad analytics solutions, MapReduce processing now allow trillions of records and
much potential insight is buried within static reports that petabytes of data to be sorted, joined and queried.
are accessible only by a small fraction of the organization2. Visualization suites complement business intelligence and
analytics platforms, offering rich graphics, 3-D perspectives,
This static, tabular approach runs counter to fundamental interactivity and usability on par with leading consumer
patterns of human thinking; our brains have been tuned to experiences – often with deployment channels on
recognize shapes, detect movement and use touch to smartphones, tablets and other mobile devices.
explore surroundings and make connections. Thus, the true
value of business intelligence is often lost as companies
Another difference in 2011 is the rich potential represented
struggle to communicate complicated concepts and
by unstructured data, whereby organizations can tap into
empower more stakeholders.
millions of internal emails, instant messages and
documents, as well as trillions of Facebook objects (100
Visualization refers to the innovative use of images and billion page views per day3), Twitter tweets (90 million per
interactive technology to explore large, high-density day4), text messages, blogs and other content of potential
datasets. Through multi-touch interfaces, mobile device concern to the enterprise. In the face of so many loose
views and social network communities, organizations are connections and non-intuitive correlations, visualization is
enabling users to see, explore and share relationships and proving to be an excellent mechanism to make sense of
insights in new ways. Spatial and temporal context add unstructured data and feed it into decision making and
physical location and sequencing to the analysis over time, process improvement activities.
allowing patterns to be uncovered based on the source,
2011 Technology Trends - (Re)Emerging Enablers 1
6. Visualization
History repeating itself?
Visualization has deep roots going back to society’s earliest maps, scientific charts and instructional illustrations – many
designed to convey complex information in ways that simplify, communicate and foster understanding. In computer
science, visualization has been attempted for decades, but has been limited by graphical horsepower, CPU, memory and
storage constraints.
What were the challenges? What’s different in 2011?
Spreadsheet/database • Restricted to essentially four variables: x and y • Three dimensional visual and interactive
chart builders axis, size and coloring of plotted points. elements allow for many variables to be
considered for any given analysis.
• Viewpoints typically restricted to static, siloed
data – leaving little room for alternatives. • Visualization tools have continued to add
features and toolkits – from stand-alone
• Limited ability to interact with the data – some packages (e.g., SAS, ILOG) to productivity tool
drill-down, but queries and views were generally plug-ins (e.g., Excel) to cloud services (e.g.,
fixed. ManyEyes, Google, Tableau Public).
• Tools allow information acquisition (with
requisite cleansing and correlation) or real-time
integration to connect relevant data, inside and
outside of organizational boundaries.
• High degrees of interactivity, both for drilling
down and on-the-fly editing of core dimensions
of the analysis.
Business intelligence/ • Tools required power users to perform self- • Business intelligence solutions are often part of
reporting guided queries and explore the data universe rich analytics suites – which include visualiza-
– demanding detailed knowledge of underlying tion tools designed with business analysts and
data structures and SQL. end-users in mind. Data structures are abstracted
based on enterprise objects and metrics; 4GL
• Primary focus on historical reporting – with languages allow drag and drop exploration.
tabular text or chart/histogram output. Without
spatial and temporal context, many patterns • The last few years have seen consolidation in
were impossible to recognize. the ERP/BI space (e.g., SAP and Business Objects,
Oracle and Hyperion, IBM and Cognos, SPSS).
• Computational and storage bottlenecks either As product lines are becoming integrated,
restricted the complexity of analysis or the size organizations have easier access to, and an
of data sets (or both). easier time feeding into, tools capable of driving
visualization.
• Natural links to performance management and
predictive modeling tools, allowing not just
confirmation of intuition, but discovery and
insight.
• High-performance appliances, in-memory
analytics solutions, cloud-based infrastructure
as a service and distributed data processing
solutions have introduced cost-effective means
to remove technology constraints.
2011 Technology Trends - (Re)Emerging Enablers 2
7. Visualization
Technology implications
Tools for rendering and displaying complex visuals are a natural part of this trend. Beyond the presentation layer,
visualization requires foundational Enterprise Information Management and Information Automation disciplines – as well
as means to integrate data silos within and beyond the organization5.
Topic Discussion
Master data management Insights from sophisticated visualization solutions will only be as good as the underlying data. If entity-
level relationships are not understood at the structural level, nuanced correlations and associations will
be almost impossible to achieve at the business level. Even worse: the analysis will yield flat-out wrong
conclusions based on faulty data.
Data quality Any derived understanding will be compromised if the source data is dirty, inconsistent or of unknown
quality. That’s why leading organizations are adopting tiers of trust zones for data. Acknowledging a
lack of control over external and unstructured data, different puzzle pieces are allowed to be included
as a part of the analysis, but stakeholders are made aware of potential issues with the integrity of the
data sources.
Integration Ability to link multiple internal – and increasingly external – data sources to feed into the palette of
information to be visualized. On-premise solutions typically feature batch and transaction-level movement
of information between physical repositories driven by data, service or event based interfaces. If one or
more cloud solutions are also potential sources, an external “integration-as-a-service” platform will likely
become part of the technology landscape (e.g., CastIron, Boomi, Pervasive).
In-memory, distributed and Infrastructure is needed to support processing of large data volumes – using either column-based
cloud-based infrastructure compression optimizations, map reduce or elastic scale of the operating environment. These allow
for high-performance computing characteristics at a relatively low cost, enabling complex visualizations
and analysis.
Visualization rendering Either as extensions to broader information suites or as stand-alone niches addressing the presentation
and interaction tools and manipulation of complex analyses, visualization tools must be a part of the strategic information
landscape. Many of these tools feature mobile application access – ranging from viewing pre-defined
outputs to actively exploring the data universe.
2011 Technology Trends - (Re)Emerging Enablers 3
8. Visualization
Lessons from the frontlines Living, breathing (digestible) almanac
Matter of life and death IBM created a tool to showcase the power of visualization
The University of Maryland launched the Similan effort based on publically available data from the CIA’s World
to “enable discovery and exploration of similar records Factbook, providing analysis comparing Gross Domestic
in temporal categorical dataset.”6 In other words, Product (GDP) and population growth across the globe7. It
they wanted to enable searches based on a sequence compares the effectiveness of online analytical processing
of events – specifically, to be able to look through (OLAP)-based bar charts with integrated, spatial interfaces
patients’ electronic health records and find incidents of the same data. A tree map shows GDP per country
of a specific pattern of treatments and symptoms that via rectangles of varying sizes, with color coding to
might be representative of an overarching disease represent varying population growth velocities. The view
or condition. For example, patients that predispose effectively communicates thousands of data points.
themselves to contrast-induced nephropathy would By allowing the same analysis to be mapped spatially
start with normal creatinine levels, then undergo to the globe, new patterns can be detected based on
radiation therapy and then have low creatinine levels regional activities, patterns that would not be apparent
within five days. Unfortunately, patient histories and in the continental view. While each perspective has its
charts were not easily searchable by event sequences. strong points, the ability to switch from one to another
allows for a wider range of analysis, and more potential
Enter Similan. By allowing visual representations of for insight. Finally, drill-down is possible for any given
events mapped against time, backed with effective country – providing end-user access to low-level detail.
search tools and animated event flows, the desired
pattern is easier to recognize. Beyond healthcare Metering the Internet
applications, there are wide-ranging possibilities for Akamai’s Internet visualization tools provide a view
commercial use of this technology, including events into multiple dimensions of online performance: overall
such as product line launches, M&A transactions, web traffic, net usage indices based on transaction and
retail store openings, or corporate downsizings. content type and individual site visitation, response and
application performance8. By providing real-time visibility
into traffic, correlation to past performance for trending
analysis and the ability to use touch-based gestures to
investigate regions and activity over time, the complexity
of two billion Internet users’ habits is made simple
and actionable. Organizations are taking advantage of
specialized views describing retail Web site visits and
e-commerce transactions by geography to improve their
advertisement strategies and tailor consumer offers.
2011 Technology Trends - (Re)Emerging Enablers 4
9. Visualization
Where do you start? • Know your audience. Choosing the right visualization
Visualization is a largely untapped source of value, technique has everything to do with what you are trying
with current efforts typically focused on historical to do. Is the intent to clearly convey findings? Or to
reporting, dash-boarding or predictive modeling. enable others to discover their own insights? Will it be
Establishing tools to improve consumption, increase leisurely consumed from a desktop in a corner office
exploration and better understanding of these activities or by someone in the field to help resolve immediate,
is frequently an afterthought for organizations. It is pressing issues? Clearly understand your audience –
often assumed that the analytics tools themselves will and their intended usage – to guide scope and design.
provide visualization capabilities out of the box, an
assumption that does not generally hold up. Similar • Information management mandate. Worse than
to the 2011 Technology Trend on User Engagement, not having the answer to a question, is to have false
consumerization and generational forces are driving confidence in an answer that is compromised. That’s
radical new expectations for information access. The good why master data management and data quality are
news: these new developments can yield tremendous crucial parts of the visualization story. Luckily, it is
value for the organization, particularly when applied to feasible to address information management in phases
the largely green-field terrain of unstructured data. aligned with the scope of the business problems ahead.
Just think through enterprise implications from the
• Business purpose first. The types of tools and start so the journey can be accretive, not a series of
disciplines needed for visualization will be determined redundant or divergent efforts.
by the business problems to be addressed. That is critical
to informing stakeholders and determining the degree • Explore. There are many open source options for
of focus on communication clarity, how much to invest exploring the potential benefits of visualization:
in exploration and manipulation, how mobile scenarios ManyEyes, Tableau Public, Google Public Data
fit in and which visualization techniques are applicable. Explorer and other services allow either exploration
The range of possibilities is enormous – from simple Tree of public information or importing of private data for
Maps and Bézier curves to advanced solutions like the visualization and manipulation. Just keep in mind that
University of California at Santa Clara’s AlloSphere9, a normal security and privacy considerations apply for
self-enclosed research center with two five meter radius any sensitive intellectual property. Dedicated players
hemispheres allowing fully immersive visual and auditory like Qlikview, Spotfire, Roambi and offerings from
exploration of complex data sets (e.g., electron spin/ IBM, SAP, Oracle and others, provide tools for rapid
bonding, brain activity, etc). prototyping. Tool decisions should be based on existing
technology footprints and expected use cases. By
experimenting with several platforms, the business
can be better educated on the art of the possible –
driving an informed vision and investment roadmap.
2011 Technology Trends - (Re)Emerging Enablers 5
10. Visualization
Bottom line
The promise of visualization has been a long time coming, but the results often fall short of the business’
imagination. With the mix of rich new tools, the rising quality of enterprise information and analytics, the
untapped potential of unstructured data and the incentive of mobile use – the deck is finally stacked to make
good on that promise. However, the richest visual presentation is of no use if the content is flawed.
Organizations with solid information foundations can use visualization to leap-frog competitors. Laggards can
use the allure of visualization as strong reason to finally shore up data management concerns. Regardless of
which category your organization falls into, your employees, customers and partners will soon expect access
and transparency to information that can be explored, manipulated and acted upon. Leading companies will be
in a position to profit from getting it right.
Endnotes
1
Mike Vizard, Gartner 2010 CIO Survey: A Time of Great IT Transition, http://www.itbusinessedge.com/cm/blogs/vizard/gartner-2010-cio-survey-a-
time-of-great-it-transition/?cs=38795 (January 19, 2010).
2
Additional information is available in Deloitte Consulting LLP (2011), “Tech Trends 2011: The natural convergence of business and IT”, http://
www.deloitte.com/us/2011techtrends, Chapter 6.
3
Chris Crum, Facebook Gets 100 Billion Hits Per Day, http://www.webpronews.com/topnews/2010/07/21/facebook-gets-100-billion-hits-per-day
(July 21, 2010).
4
Leena Rao, Twitter Seeing 90 Million Tweets Per Day, 25 Percent Contain Links, http://techcrunch.com/2010/09/14/twitter-seeing-90-million-
tweets-per-day/ (September 14, 2010).
5
Additional information is available in Deloitte Consulting LLP (2010), “Depth Perception: A dozen technology trends shaping business and IT in
2010”, http://www.deloitte.com/us/2010technologytrends, Chapter 1.
6
Visit http://www.cs.umd.edu/hcil/similan/
7
Visit http://visunetdemos.demos.ibm.com/blogsamples/factbook2/FactBookSE.html
8
Visit http://www.akamai.com/html/technology/nui/retail/index.html
9
Visit http://www.allosphere.ucsb.edu/
2011 Technology Trends - (Re)Emerging Enablers 6
11. “Almost-Enterprise”
2 Applications
Quick and agile solutions appeal to the business, applications have been institutionalized over the years for
but are they “enterprise enough” for IT? good reason. ERP providers have invested decades and
Business units have historically had a love-hate relationship billions of dollars in creating solid platforms worthy of
with IT. In the early days, IT was an esoteric specialty, businesses entrusting their critical operations. Hundreds
far removed from core business competencies yet of thousands of top developers have helped fortify and
consuming a big piece of the budget. IT was often extend development frameworks like .NET and Java
seen as unresponsive, expensive or flat-out ineffective, EE, with just as many proof points of their readiness
but business leaders saw no other choice for essential for enterprise-class solutions. Many of these almost-
process and information automation. IT was left to enterprise solutions, on the contrary, are as short on
balance these harsh perceptions with the practical formal reliability, transactional integrity, security and
reality of providing secure, reliable and scalable interoperability standards as they are long on anticipated
solutions with zero tolerance for fault or failure. functionality. In addition, while entire industries
have matured to support development, governance,
Individuals and departments have taken on this maintenance and monitoring of traditional enterprise
re-emerging self-service approach before. In the 1990s, applications, these capabilities are still in infancy for much
the client/server trend gave almost anyone the ability of the SaaS and PaaS market. That said, the potential
to put a small server under their desk and build a Visual value of the next generation of self-service approaches
Basic application to help perform their job. This eventually to the business is real, with providers continuously
resulted in a sprawl of apps that were outside the control improving to close the maturity and discipline gaps.
of, and not subject to the disciplines of, professional
IT. Some of these apps were eventually determined to Because these almost-enterprise solutions are easily
be central to the business, and the lack of formality shared (internet-based) and inherently scalable
in their pedigrees created risk for the business. The (a function of the cloud backbone), the potential
CIO often had to adopt or rationalize these efforts. business risk exposure is significant. Threats include
the possibility for business disruption, security and
As a result of the cloud revolution, Software- and privacy risks and intellectual property leakage. And
Platform-as-a-Service (SaaS, PaaS) capabilities are there is often the danger of additional vendor lock-in
being eagerly embraced by many business leaders for and the introduction of yet-another platform or (even
reasons including predictable results, easy and rapid worse) proprietary development language. CIOs need
availability and a demystification of IT. Put simply, to anticipate this wave with sourcing guidelines,
the resulting almost-enterprise applications can offer implementation standards and an upgraded delivery
transparency in the value and cost for services, in terms model designed around executing smaller, faster
understandable by the business, without the overhead projects. At a minimum, they need to prepare for the
too often perceived with central IT departments. inevitable: just like before, some of these applications
However, the CIO has good reason to tread skeptically will reach the scale, complexity or business criticality that
towards these new solution patterns – and with motives necessitates centralized IT management and support.
much nobler than self-preservation. Capital “E” enterprise
2011 Technology Trends - (Re)Emerging Enablers 7
12. “Almost-Enterprise” Applications
History repeating itself?
Almost-enterprise applications represent the most recent iteration of a long-running cycle: the democratization of IT in
search of better, faster, cheaper enablement of the business. While technology advances and entrepreneurial energy
surrounding cloud make 2011’s rendition particularly compelling, there is high potential for today’s almost-enterprise
applications to follow a similar evolution.
What were the challenges? What’s different in 2011?
Desktop-ware (e.g., • Difficult to distribute and scale; required either • A broad and growing catalog of finished services
Access, Excel, Visual Basic) a locally-installed program or access to a available for purchase. Instead of buying building
physical file. blocks, businesses are able to subscribe to cloud
• Version control and redundancy challenges, capabilities (e.g., sales lead tracking).
especially as the business became more • Easy access across the internet and rapid
dependent on one-off solutions. scale based on cloud backbone reduce
• Core IT was typically not involved in the deployment issues, but also raise risks of
development or maintenance of solutions – uncontrolled proliferation.
leading to exposure in the areas of security, • Utility-based model (pay-per-use), infrastructure
reliability and maintainability. “hidden” in the cloud, and improving enterprise
• Inefficiencies in both workload (e.g., time- development and maintenance tools mitigate the
consuming manual extracts of data to feed cost argument – if pricing and contract terms are
rogue applications) and operational costs (e.g., favorably managed.
hundreds/thousands of underutilized servers • Highly extensible tools and platforms that make it
sitting under desks). easier to operate off a common/shared data set.
• Fragmentation of processes and data leading
to additional inefficiencies and need for
complex reconciliation when attempting to
“roll-up” results.
Document flow and task • Similar to desktop-ware, widespread proliferation • Ability to establish standards and foundational
management (e.g., Lotus led to significant redundancy – which resulted services (e.g., data management, integration,
Notes, SharePoint) in consistency and data integrity issues: Which security) that can decrease redundancy and address
version of the truth should be trusted? concerns of the overall stability and maturity of
• Advanced security, fault tolerance and scalability almost-enterprise solutions.
features were sporadically implemented by the • SaaS and PaaS platforms are rapidly adding features
non-IT development community. to provide reliability, security and transactional
• Applications could be extremely idiosyncratic. Any integrity capabilities that can be consistently
given document could be handled by multiple applied (e.g., Google two-stage authentication
applications, introducing new complexities. for Enterprise App Engine platform).
• Started to deliver more collaboration and • Increasingly the cloud, social, mobile and
associated processes automation capabilities collaboration worlds are combining to allow
but remained incomplete, overly static multi-faceted collaboration between people,
and fragmented. data and documents.
Application service • Rigid implementations with minimal ability to • Solutions built specifically to support multi-tenancy
provider (e.g., FatCow, customize for business-specific needs. provide additional configuration flexibility.
subscription Websites) • Applications were extended from on-premise, • App Stores encourage specialized capabilities and
licensed platform models. Without multi-tenancy, cross-enterprise reuse and sharing even in relatively
they required dedicated operating environments, specialized business domains.
which impacted cost-saving potential. • In-cloud integration can allow cross line-of-
• Bandwidth impacted performance and availability. business or external collaboration.
Offline access – if it existed – was sub-optimal. • Proliferation of broadband and mobile solutions
has made the solutions viable. Incorporation of
elegant offline solutions is closing the remaining
gaps (e.g., Adobe Air).
2011 Technology Trends - (Re)Emerging Enablers 8
13. “Almost-Enterprise” Applications
Technology implications
Almost-enterprise applications require many of the same foundational disciplines that have been leading practices in
traditional IT organizations for years, if not decades. But rather than representing optional approaches, they are becoming
required to realize the full potential of the new hybrid landscape.
Topic Discussion
Enterprise Whether almost-enterprise applications are focused on information analytics, financial transaction processing, sales,
information HR, collaboration, or support of other processes, a significant factor will be the accuracy and reliability of underlying
management data. The tenants of EIM are required here – from master data management to correlation of business entities and
(EIM) promoting matching based on imperfect information… to data archiving and managing retention and storage of
cloud-based bits… to data cleansing which must expand its reach to the extended solution environment. Specific
implementation approaches should be guided by the level of access to SaaS and PaaS data (either directly or via
administrative tools), as well as the capabilities of data, application, and service-level APIs.
Integration The ability to coordinate long-running end-to-end business processes across legacy and almost-enterprise
(notably applications is essential, especially as transactions increasingly require navigation of the “cloud of clouds” –
orchestration and hybrid footprints traversing multiple cloud providers, coupled with manual tasks and automated workflows. In
event processing) addition to support service-oriented software architecture standards, almost-enterprise applications should include
foundational event handlers for realization of asynchronous, unpredictable processes. While most of the new class
of solution providers have open, extensible, SOA-compliant architecture, they are in the midst of building out mature
integration frameworks.
Security and Data security and privacy are legal mandates for many industries, with restrictions on where data can be physically
privacy located and required controls for access to sensitive information – including internal intellectual property, private
customer/employee data or business partner trade secrets. Identity, authentication, and entitlement services should be
implemented enterprise-wide to manage who has access to assets, whether internally or externally sourced. Seamlessly
passing credentials across clouds is technically challenging, but progress is underway. More likely, third-party solution
providers will allow ICAM (identity, credential, access management)-related activities to be exposed and remotely
invoked – ICAM-as-a-Service tying into core enterprise services.
Maintenance and IT encounters a familiar pattern for new technology adoption with the initial immaturity of tools and leading practices
monitoring tools for monitoring and maintaining the solution. These include native services for capacity, performance and health
tracking across the stack (network, server, OS, DB, app server, application, UI); tools for deploying, managing and
tracking code; and configuration changes and support activities (such as incident, problem and release management).
In addition, many solutions still have minimal hooks to external monitoring and management standards or industry
tools (e.g., HP OpenView, IBM Tivoli, etc). Leading solutions are getting more transparent about performance and
uptime but there remains a reluctance to commit to concrete SLAs, maintenance windows are generally inflexible, and
detailed visibility is often lacking. Due diligence is critical to guide contracting – and properly set internal expectations.
SDLC skills and The tools and methods that allow configuration or development and deployment of almost-enterprise solutions
methods continue to evolve and emerge very rapidly. They may or may not already be in the toolbox of the enterprise IT shop.
For example, Ruby on Rails or Objective C may not be in the current enterprise architecture but CIOs are encouraged
to establish a formal process for evaluating and on-boarding new tools and technologies in a given area. This may be
a formal center of excellence or an informal stealth activity, but the effort will be attractive to many high-performing IT
professionals who value staying ahead of the curve, and could be of value to the business overall.
Furthermore, this generation of almost-enterprise solutions has largely been developed since the advent of Agile
methodologies and as a result are ideally suited to them. In fact, employing a traditional waterfall approach with a
sharp delineation between “build” and “run” functions can dilute the power of these new architectures. Often the
embrace of cloud solutions is an effective trigger to drive the modernization of IT delivery approaches.
Cloud pricing As services are increasingly sourced via the cloud, vendor, usage, and contract management become essential
and contract functions. Given the potential scale of almost-enterprise solutions, attempting to control these factors manually could
agreements create disaster, most likely in the form of runaway usage that leads to business disruptions or exorbitant fees due to
unnegotiated ceiling clauses.
In addition, many of these solutions introduce additional topics that must be taken into consideration such as SLAs,
exit clauses, data usage rights and backup and recovery outcomes.
2011 Technology Trends - (Re)Emerging Enablers 9
14. “Almost-Enterprise” Applications
Lessons from the frontlines Apps on demand
CRM coup A chemical products manufacturer had been an early
A leading consumer products company with a significant adopter of Google Enterprise Apps engine – focusing
ERP footprint endured a coup from one of its North on building almost-enterprise applications anchored in
American business units. Tired of waiting for an overdue the productivity and collaboration suites. One example
second wave of a global roll-out that would finally was a series of Gmail plug-ins that read the subject of
deliver CRM functionality, the VP decided to launch emails and automatically retrieve CRM and HR workflow
a stealth Salesforce.com (SFDC) initiative for service documents from SAP, with embedded controls for taking
management – self-funded and independent of IT. action that, in turn, execute back-office transactions.
The CIO and head architect attempted to cancel the Another was the ability to automatically update call
project, but the board intervened. The business was notes in their CRM system with chat or voice transcripts,
given a cautionary green-light, with caveats to include removing what was historically 90 seconds of low-value
IT for design and integration to legacy data stores. activity at the end of each customer service call.
The project proved more complex that originally scoped, This approach represents a clear difference from the
mostly because of unforeseen data cleansing needed to company’s historical application focus, which was
seed the SaaS environment and the desire to integrate into based on enterprise solutions extended from their
the business unit’s existing HP OpenView business systems supply chain or financial systems. Average project
management tools. Native app-specific administration duration has been reduced to approximately four
and maintenance tools were easy to use, but outsourced weeks. Average business case capture and customer
application management services and help-desk satisfaction levels have increased tenfold.
capabilities required adoption of standard enterprise
services used by the rest of the company. Even with these Swimming against the tide
challenges, the project was completed in less than four The CIO of a leading insurance company had made the
months – by far the fastest implementation of an almost- organization’s “anti-cloud” stance very clear. Burned
enterprise solution the company had ever experienced. in a previous career role by a substantial investment in
The central IT group came to appreciate the simplicity Active Server Pages (ASP), he issued a mandate that
of development and configuration of the platform, the prohibited funding, support and tolerance for cloud-
robustness of the underlying design, configure, test based services in the organization. Six months later the
and run capabilities, and the built-in governors to deter board came close to issuing a call of “no confidence”
sloppy code. The decision was made to include SFDC against the CIO because the cloud-free IT strategy was
as the standard for an interim CRM solution, and to deemed a poor decision. The CIO decided to investigate
extend the enterprise’s existing TIBCO integration and his current IT spend across the infrastructure, platform
Websphere identity and access management solutions and software stacks, and to his surprise he discovered
to expose consumable services from the cloud. that – in spite of his edict – 15 of his VPs and business
unit leaders had already started the cloud journey. How
did he find out? He queried their corporate credit cards.
2011 Technology Trends - (Re)Emerging Enablers 10
15. “Almost-Enterprise” Applications
Where do you start? • Stake a claim for information, integration, and
CIOs who think this trend is “not happening on my security. Forward-build or contract for capability
watch” should ask HR to poll their business unit centers to support flexible delivery of these skills and
leaders’ corporate credit card accounts for charges services – creating a pool of resources to be shared
from Amazon EC2, IBM, Google or Salesforce.com. across projects, across the lifecycle of solutions, and
Many Fortune 500 organizations will find at least dynamically applied to multiple projects of short
initial dabbling, if not significant investing. CIOs durations. There is a growing need to offer shared IT
need to take a number of steps today to take control services around security, integration, maintenance and
– and advantage – of this re-emerging trend. reliability as “tax-free” enablers for as many solutions
as feasible. Ideally, these will involve incrementally
• Take a hard look in the mirror. Look at the building out capabilities in support of real business
effectiveness of IT. There is little motivation for an initiatives, instead of investing in standalone, lengthy,
organization to seek change if it feels its needs isolated or pre-emptive framework efforts.
are being met by the status quo. That said, rogue
investments should not be looked at as an indictment. • Provide information for your people to
The cloud hype machine is in overdrive, and it is natural understand tomorrow. Finally, remember that
for business leaders to experiment. parts of this transition will be highly personal. The
skill sets of your people must evolve. Decision rights
• Up central IT’s game. Take time to understand the will almost certainly shift. Methodologies will look
root cause of rogue projects. If delivery reliability markedly different. Simply “keeping the lights on”
is in question, think about ramping up a portfolio will be less valued. Transparency is key. Treat your
and project management (PPM) effort. If the issue customers with respect and stay open-minded
is transparency, consider adopting an IT service in decision-making, while building excitement
management mentality to crisply define the catalog about the possibilities of tomorrow’s world.
of offerings you provide – along with cost, value and
delivery metrics (SLAs) described in business terms.
Being open-minded regarding areas for improvement
will go a long way in the next stage.
• Gain trust and credibility as an unbiased
“conductor”. Position IT as an advisor for solution
shaping and design. Take responsibility for creating
the standards for when solutions like PaaS and SaaS
are appropriate. Describe the design standards and
patterns that should be considered when implementing
the prescribed solution, even if IT is not involved.
Enterprise architecture is a huge component of this,
requiring domain (e.g., data, integration, security)
experience and solution architects (typically tied to
business and/or functional areas) to earn the trust
of business executives and process advisors. And
remember, trust will require compromise,
with some recommendations including almost-
enterprise applications.
2011 Technology Trends - (Re)Emerging Enablers 11
16. Bottom line
With the advent of everything-as-a-service in the capability cloud, social computing inside and outside the
enterprise and increasing investment in outside-in architecture, the traditional role of the IT department is at an
inflection point. IT’s importance and value potential have not changed, but it is now at the mercy of market
arbitrage. The change imperative is clear: CIOs need to get in front of this democratization and self-service trend,
notably since many of rogue investments will come back into IT’s fold once they reach a breaking point in complexity
or scale. When that happens, lines of business will once again be reminded that the initial app stand-up is the easy
part compared to ongoing care, feeding and improvement. The CIO must consider taking action to be seen as the
trusted caretaker and source of information innovation for the enterprise, not a naive landlord who is determined to
maintain a status quo.
Almost-enterprise services are seductive. They’re quickly growing in number and can be bought with the swipe of
a corporate card. In today’s operating environment, they simply can’t be avoided nor ignored. CIOs must recognize
the upside to their business customers while preparing to mitigate risk. Instead of creating “thou shall not” barriers,
guide and govern the decision process while educating the business as to why some standards, disciplines and
frameworks are worth the time and effort at almost any scale.
2011 Technology Trends - (Re)Emerging Enablers 12
17. 3 Cyber Intelligence
Protecting vital information assets demands a Cyber intelligence represents a vastly more sophisticated
full-spectrum cyber approach and full set of threat management tactics, providing
In 2010, security and privacy graduated from IT tools to move to a more proactive “over the horizon”
department concerns. C-suites and boardrooms took threat awareness posture. Cyber analytics looks to detect
notice of highly visible incidents, ranging from malware- patterns across systems, networks, physical security logs
infected motherboards from top-tier PC manufacturers1, and external cyber-threat intelligence analysis to predict
to information theft from a leading cloud provider2, to future attacks. Cyber forensics is moving beyond root-
the manipulation of the underlying routing tables of cause analysis to include tracking of where attacks came
the internet, redirecting traffic to Chinese networks3. from, and detailed tracing of what they were doing
At the same time, the regulatory environment around after the infiltration. Cyber logistics adopts an outside-in
sensitive data protection has become more rigorous, view of security, protecting against compromises in
diverse and complex. Organizations are aware of the the value chain – from upstream suppliers to personnel
shifting threat profile and are working to deal with sourcing. Powerful tools can allow advanced incident
technical barriers as well as sophisticated criminal response, triaging “how” and “from where” attacks
elements. Incidents are increasingly originating in the originated. And cyber security remains a key component
trust vector – due to inadvertent employee behavior – creating identity, access and control frameworks
via the sites they visit, the posts they access on social to safeguard assets, while embedding enforcement
media sites or even the devices they bring with them to policies and procedures throughout the organization.
the workplace. A “protect-the-perimeter and respond-
when-attacked” mentality is no longer sufficient. In 2011, security incidents remain nearly unavoidable.
By building cyber intelligence capabilities, the impact
Yet the vast majority of businesses in 2011 have only of incidents can be contained, the source of threats
limited capabilities to detect and react to point-in- understood, and learnings codified into controls that can
time breaches. Vulnerabilities are understood based help prevent future incidents. But beyond developing
on past events – not based on emerging cyber threats broader disciplines, organizations must embrace security
or on the actual risk profile of the organization. and privacy as foundational to their business. Cyber
intelligence efforts need to be championed by the C-suite,
funded as a strategic priority, and empowered to become
part of the operational genome of the company.
2011 Technology Trends - (Re)Emerging Enablers 13
18. Cyber Intelligence
History repeating itself?
Individual cyber intelligence capabilities have been in play for decades, some since the earliest days of IT system design.
Beyond the inflection point of a unified, holistic approach, there have been significant advancements in overall discipline:
What were the challenges? What’s different in 2011?
Cyber security • Many cyber security efforts were geared toward • Cyber security is increasingly framed as a combina-
perimeter intrusion protection and detection. tion of architecture, practices and processes – with
As threats shifted inside the trust zone, new equal focus on internal and external threats.
tools and techniques were needed. • Highly integrated tool sets and investments in
• Identity and access management solutions cyber analytics have helped connect dots and
were subject to systems silos – with isolated identify previously undetectable exposures.
entitlements, activity logging and controls. • Automated identity management tools are
Limited context of surrounding events made incorporated into day-to-day tasks, including
pattern detection of higher-order threats smart cards, biometrics, fingerprint and
extremely difficult. handprint scanners.
• Technology solutions were manual, • CSO role has become common-place, possessing
perceived as nuisances to the business and a mix of technology and leadership skills and a
often circumvented. seat at the executive table.
• The Chief Security Officer (CSO) or CISO, if
they existed at all, were typically technologists
with deep domain knowledge, but without a
seat in the boardroom.
Cyber forensics • Incident investigations would conclude • Cyber forensics is now looking beyond the host to
once root-cause analysis was determined the network layer, determining the source (inside
and cleaned. or outside the organization) of the malware. This
• Self-contained analysis was rarely used to is correlated with other internal and known
augment existing controls or update policies. external threats using cyber analytics in an
At best, a script was created to improve attempt to inform of future vulnerabilities.
response in case of breach recurrence. • Forensics results are part of a closed-loop cycle in
cyber intelligence, improving directly-affected and
associated controls.
Cyber analytics • An understanding of the value of business • An established tradecraft of analytics, reinforced
analytics, without the models to apply by the realization that threats and opportunities
the patterns. are often hidden in plain sight.
• Reactive approach to analytics based on • Cyber Analytics is predictive, prescriptive and a part
situational awareness and descriptive analysis. of a closed-loop cycle of continuous refinement
based on other cyber Intelligence activities.
Cyber logistics • Supplier security reviews were typically limited • Cyber logistics includes extensive analysis to identify,
to deal signings and cursory annual audits. assess and mitigate risk posed by vendors subject
• Notable in manufacturing, reliance on several to foreign ownership, control or influence (FOCI),
ever-changing sub-contractors and small or other significant concerns prior to purchase or
hardware providers – each with their own contract award.
risk profile – created potential weaknesses • Continuous audit of suppliers, including organi-
upstream in the supply chain. zation structures, corporate activity (e.g., M&A
• Personnel checks occurred during hiring or transactions) and ongoing verification of integrity
contracting process – with clearance processing of goods.
handled by largely unknown third parties. • Cyber intelligence strategies include provisions
for personnel security such as verifying legitimacy
of background investigation agencies, proactive
foreign travel risk advisory, and automated
reinvestigations of executives and privileged roles.
2011 Technology Trends - (Re)Emerging Enablers 14
19. Cyber Intelligence
Technology implications
Cyber intelligence is as dependent on governance and organizational change as it is on underlying technology. The tools
themselves are an important part of an increasingly automated foundation for prevention, detection, and response.
Topic Description
Identity, credential and Identity, credential and access management solutions continue to be the foundation for enterprise
access management risk management – integrated with physical security systems and automated tools for user, asset and
(ICAM) system authentication.
Forensics Cyber-criminal attacks have increasingly targeted computer memory – avoiding disc scan detection
and circumventing many wireless and disc encryption techniques with in-memory key management.
Traditional network scanning tools must be used to survey the full landscape and identify devices of
interest, which are then treated to a full memory extract to determine any breaches – followed by
code deconstruction, malware analysis and containment.
Analytics Effectively studying associations between people, organizations and other security-relevant data
elements across systems and organizational boundaries requires broad capabilities, including
data management, performance optimization and advanced analytics - integrated with system
log files, storage, physical security systems and mobile profiles 4. Predictive modeling outputs are
used to automate control updates, complemented by visualization to allow manual exploration of
information. Additional value can be derived by providing insight to line-of-business decision making
– ranging from fraud prevention to vendor management contracting.
Infrastructure A combination of change, device and asset management – reflecting the need to maintain inventory,
management monitor usage and promote firmware and operating environment updates to servers, desktops,
mobile devices and physical equipment5.
Secure software Securing the technology value chain by introducing safeguards and controls across design,
development lifecycle development, testing and deployment of IT solutions. With so many organizations dependent on
(SDLC) external consultants, contractors and outsourcing providers, there is a need to control the entire
upstream channel – including data and code being deployed across the enterprise and to customers.
2011 Technology Trends - (Re)Emerging Enablers 15
20. Cyber Intelligence
Lessons from the frontlines Digital footprint in the sand
Be careful who you onboard A financial services institution with greater than 85% of
A government agency had historically performed security revenue from on-line services subscribed to a third-party
background investigations and adjudicative services using for anti-phishing services. What they didn’t realize at
a labor-intensive, paper-based process supported by the time was that a high-quality source of intelligence is
multiple software systems. A cyber logistics effort was often inside the data of the company itself: policies, logs
launched to improve screening processes and controls and the rest of the data in their information ecosystem.
for personnel employed, assigned or contracted to the Despite longstanding access to this information, and
agency – as well as to meet the Intelligence Reform and ongoing review of webserver logs, they had never pieced
Terrorism Prevention Act (IRTPA) requirements that 90% together the parts to recognize their threat vulnerability.
of security clearance cases be processed within 60 days. By looking at the data differently, considering which
other sites were referring users to their web site and
By developing a clearance case management system as cross-referencing those to sites not on their accepted
part of their cyber intelligence initiative, the agency was list, they began to treat those visitors with more
able to expedite clearance handling, reducing processing caution. As a result, they can now analyze patterns,
time by 30%. And by integrating with its document peel back the onion with regard to unknown sites, and
imaging system and risk analysis tools, analysts were able subsequently prevent phishing and other attacks.
to search and explore personnel history without violating
personal identifiable information requirements, thereby There are so many directive and prescriptive
allowing at-risk employees to be flagged and investigated. efforts, and many times organizations don’t even
get the basic data from logs – either because
Hidden in plain sight logging isn’t turned on, it’s outsourced or it isn’t
A large national bank embarked on a cyber study to archived appropriately. There is a gold mine of
become more cyber-aware and bolder with their fraud cyber data scattered throughout the enterprise.
capability. By looking at the exploits targeting peers
they were able to establish linkages between who was Unfortunately, anti-phishing services companies
targeting them and what applications they were after. typically don’t see the threat campaigns as early as
The effort provided them with the understanding of an enterprise can (or does) since attackers make dry
how a string of 1s and 0s, resolved into clear indicators runs on the organization before actually launching the
in application logs, can not only detect fraud but can exploit. Previously considered insignificant, this data
also predict it. Tradecraft was used to understand and its patterns provide powerful insight – and can
what activities criminals were undertaking to bypass show the power of understanding the potential impact
perceived security measures and harm applications. of the digital footprints you’re leaving in the sand.
The reality is that criminals have a staggering number of
potential exploits, upwards of 40,000 highly customized
threats for any specific campaign. By understanding what
was unique about their organization and creating a cyber
threat profile, they can now determine when there is
something about their software, supply chain, network
etc. that makes them a more attractive target. As a result,
exploits are now proactively curtailed and the entire
organization can be more predictive and prescriptive.
2011 Technology Trends - (Re)Emerging Enablers 16
21. Cyber Intelligence
Where do you start? • Risk management 101. Many cyber security roads
Awareness of cyber threats is no longer an issue. As lead to and from an automated identity, credentials
governmental agencies brief CEOs and presidents on the and access management solution. This becomes
emerging landscape, and headlines paint vivid pictures the baseline for authentication, entitlements and
of the impact of penetration, exfiltration and extortion, information controls. Integrate across internal
security should no longer be disregarded as a cost center transactional and security systems – then expand this
buried within the IT organization. But with visibility comes footprint into business partners and any potentially
accountability. Given the immature starting point at customer-facing systems according to risk profiles.
which many companies find themselves with regard to
their security posture, their general sense of urgency is • Bring the CSO to the table. CSOs should be both
met with uncertainty about what specific steps to take. board-room advisors and general business leaders,
Here are four suggestions to help you get started: with security domain knowledge but not necessarily
tool-level experience. Many organizations have CSOs
• Threat assessment. Start by understanding the value reporting into the Chief Operating Officer (COO) or
of your organization’s assets and current vulnerabilities. Chief Risk Officer (CRO), a noticeable shift from their
This will guide your entire cyber intelligence strategy, so legacy in the IT organization.
take your time to get it right. Specific attention should
be placed on operations in foreign countries, where • Business connection. Use Cyber Intelligence
the security of the underlying network and physical to enable the reduction of risk and loss to the
infrastructure cannot be assumed. business. Determine three to five use cases and
show how it enables the business – saving money
• Intelligence network. Use industry, government from incident prevention, preventing data leakage
or third party relationships to establish ongoing for brand protection etc. – beyond a typical threat
intelligence partnerships to share leading practices, assessment. Know what you have, get access to
breach post-mortems and live dynamic intelligent it and use it! Like business continuity, it can be an
feeds to drive policy and control refinement. insurance policy that you’ll hopefully never use.
2011 Technology Trends - (Re)Emerging Enablers 17
22. Bottom line
Cyber intelligence gives organizations a framework of capabilities commensurate with the dynamic threats they’re
facing. While it’s still necessary to build a rapid detect-and-respond cyber security function, organizations must go
beyond this by adding tools to learn and adapt, protect against upstream threats and connect internal and external
dots to predict future risks. This is critical for organizations that want to take a proactive stance against cyber threats.
Advanced capabilities in cyber intelligence will be essential in 2011 and beyond. Because of the pervasiveness of
cloud, social computing and mobility technologies, organizations will have even less control over systems, infrastruc-
ture and data – many of which are being used more and more at the edge of the enterprise. Establishing a trusted,
secure backbone and set of core services for these disruptive deployments will be a significant factor in their pace
of adoption and their effectiveness. Get it right and you’ll enhance your organization’s competitive posture. Get it
wrong and you may find yourself looking for another job.
Endnotes
1
Jeremy Kirk, Dell Warns of Malware on Server Motherboards, http://www.pcworld.com/businesscenter/article/201562/dell_warns_of_malware_on_
server_motherboards.html (July 21, 2010).
2
John Markoff, Cyberattack on Google Said to Hit Password System, http://www.nytimes.com/2010/04/20/technology/20google.html?_r=2&hp
(April 19, 2010).
3
John Leyden, China routing snafu briefly mangles interweb, http://www.theregister.co.uk/2010/04/09/china_bgp_interweb_snafu/ (April 9, 2010).
4
Additional information is available in Deloitte Consulting LLP (2011), “Tech Trends 2011: The natural convergence of business and IT”, http://www.
deloitte.com/us/2011techtrends, Chapter 6.
5
Description of the exponential growth in assets with embedded sensors, signals, and actuators is available in Deloitte Consulting LLP (2010), “Depth
Perception: A dozen technology trends shaping business and IT in 2010”, http://www.deloitte.com/us/2010technologytrends, Chapter 11.
2011 Technology Trends - (Re)Emerging Enablers 18
23. 4 CIOs as Revolutionaries
CIOs shift from stewards of, to catalysts for, In addition, the next-generation workforce has
business revolution radically different abilities and expectations regarding
For years, technology advocates have called for CIOs to information. They demand and deserve the tools
take a seat at the executive table. But the subtext has to work effectively, usually in collaboration and not
typically been as a steward of the business. This played normally at a desk or in an office. These factors have
well in the paradigm of IT as a support function and broad implications for what an organization sells, how
cost center, working downstream from the business it engages with stakeholders, how it allows them to
strategy. This model also made sense for technology interact with each other and how work is performed.
investments focused on automating core business
processes. CIOs helped usher in waves of technology But CIOs as revolutionaries? That may seem over
advancements, using ERP, client-server and the internet the top, but think of what revolutionaries actually
to drive efficiencies. It was about automating what the do. They challenge old rules, break up established
business needed to do – doing what the business had institutions and overthrow business as usual – in the
normally done, but doing it better, faster and cheaper. name of the greater good. As business innovation
shifts to the edge of the enterprise, with more finished
More recently, companies have invested in services delivered from somebody else’s cloud, the
automating what the business needs to know – old way of doing things is poised for a shake-up.
information automation – increasing the visibility
of information as a critical strategic asset for That said, CIOs can’t rise to these new roles without
decision, action and even direct monetization1. demonstrating their ability to “mind the store” – improving
efficiency, maintaining existing service levels and delivering
In 2011, CIOs need to be more than business stewards, on traditional business needs. And even then, yesterday’s
and potentially more than strategists as well. That’s pressures won’t go away. CIOs are still expected to control
because cloud, social computing and mobility are costs in traditional IT service areas. But those who can
fundamentally disruptive capabilities, shaking up business help the business to channel disruptive technologies can
models and transforming how business is done2. Indeed, move beyond business strategist, translating innovations
the technology agenda is the business agenda, and CIOs into meaningful contributions to the bottom line, creating
are the executives positioned to pull them into alignment. aggressive plans to the future and leading the charge.
2011 Technology Trends - (Re)Emerging Enablers 19
24. CIOs as Revolutionaries
History repeating itself?
CIOs have long struggled with the balance between supporting the business and driving innovation, with their roles
dependent in many ways on industry, geography and their relationships with other executives. In 2011, their push for a
more strategic position appears to be shifting from aspiration to necessity.
What were the challenges? What’s different in 2011?
“War-time” CIOs (during • CIOs were often tasked to play a key role in • The potential of cloud, mobile and social
technology-enabled business driving transformation initiatives supported by computing is transformational and unpredict-
transformation) technology (large-scale global ERP implementa- able. This dynamism is what can make a lasting
tions being a common example). However, the change to the CIO’s role so important – posi-
efforts were sponsored, led and in many cases tioning the organization to have the required
originated by the business. agility to take advantage of market shifts.
• While moving IT to the forefront for specific • Technology-enabled business transformation has
periods, CIO roles returned to maintenance and left organizations with more complex depend-
support upon completion of projects, and the encies on IT support, compounding the CIO’s
proportion of budgets matched stewardship responsibilities. New disruptions shift
that trend. the burden from directly managing operations to
providing end-to-end capabilities, dependent on
third-party services and infrastructure.
“Mind the store” CIOs • A steady state was reached around the potential • The next generation of employees and the
of IT in the business with mature back-office current generation of consumers expect new
systems, sales and servicing solutions, e-com- ways to interact with business. They demand
merce offerings and productivity suites. End-users usable, intuitive, empowering solutions, delivered
were restricted to their corporate tools – and IT’s at the edge, that provide a view of relationships,
function was primarily to control and maintain. information and transactions tailored to the
individual. Meeting these needs requires more
• Many technology-led innovations were internally- than new tools; it also requires new skills and a
facing improvements to the “business of IT,” from new approach to enterprise market engagement.
IT service management to adoption of enter-
prise architecture to SOA-enablement of legacy • Most of the innovations in 2011 will be inher-
systems. While important to the efficiency of the ently visible and valuable to the business,
IT function, the business saw ongoing cost with including mobility, information platforms for
little tangible return. better answering “what do I need to know”
and rapidly-delivered, functionality-rich cloud
solutions.
2011 Technology Trends - (Re)Emerging Enablers 20
25. CIOs as Revolutionaries
Technology implications
The role of the CIO has evolved as enterprises have become increasingly dependent on IT – traversing business units,
geographies and business processes. Beyond responsibilities for development, infrastructure and application support,
CIOs must establish capabilities to support the changing business landscape – managing programs and projects,
monitoring supported business services and allowing the hybrid portfolio of solutions to securely, sensibly and
reliably integrate together.
Topic Description
Business systems Visibility into the emerging IT operating environment must accommodate not only on-premise
management (BSM) monitoring of servers, networks and applications, but also availability and responsiveness of the
growing ecosystem of public cloud, partner solution, mobile carrier and other services. CIOs need
BSM solutions to solidify the linkage between business context and system performance.
Project and portfolio Tools to track investment priorities and project performance against objectives. Cloud and mobile
management opportunities may lead to short-cycle projects initiated throughout the year, with less focus on
formal, annual investment cycles. CIOs will need to manage dependencies and track the health of
even more concurrent activities, many executed outside of their direct sphere of control either by
third parties or sourced directly within a line of business.
Vendor management The CIO must own vendor management with technology and service providers – supporting
on-premise, contracting, outsourcing and cloud models. Contracting, measuring service-level
agreements, resolving disputes, market positioning analysis and contingency planning must become
disciplines, and automated where possible.
Integration Revolutionary CIOs will discover that the ability to integrate and orchestrate events across the
ecosystem of services and systems is essential. It will likely become the fabric of their technology
responsibility, requiring multiple interaction styles, real-time and batch, guaranteed or simply reliable,
stateful and stateless, multiple performance/response SLAs and more. Integration frameworks must
provide a mechanism for orchestrating events between cloud sources, originated across multiple
internal and external channels.
Information Master data management, analytics and visualization will become even more important capabilities
for the IT shop3.
Security On the assumed priorities list, protecting IT assets is right behind “keeping the lights on.” CIOs are
downstream enablers of the vision of CSOs and CISOs, but are still held accountable if and when
incidents occur4.
2011 Technology Trends - (Re)Emerging Enablers 21
26. CIOs as Revolutionaries
Lessons from the frontlines to customers. One area is in its paperless invoice system
Revolutionizing the “third place” which improved operations by reducing the number of
Since being appointed as Starbucks’ CIO in 2008, physical copies of invoice and customs documents, while
Stephen Gillett has revolutionized the in-store also advancing their broader sustainability initiatives.
experience by embracing social computing, ubiquitous Another area is in its mobile solutions. Already an early
connectivity and the growing importance of mobile adopter of these solutions, UPS continues to advance
devices. In the midst of the recession and cost-cutting its capabilities with the fifth generation of the Delivery
pressures, Gillett launched the ‘My Starbucks Idea’ viral Information Acquisition Device (DIAD). The DIAD arms
campaign on cloud technology to solicit improvement drivers worldwide with hyper-roaming across networks
ideas directly from customers. One result was free and carriers, on-board cameras, extended battery life to
in-store Wi-Fi devoid of what were once confusing cover a full day’s shift, and the compute and memory
login screens, and the establishment of the Starbucks horse-power to handle increasing uses of multimedia files
Digital Network which delivers content from The in daily operations6. At UPS, technology is the enabler
Wall Street Journal, USA Today, Yahoo and others. that drives the ability of the business to meet its vision.
As the company moves into enterprise software and
Starbucks is also now investing in mobile payment business process consulting, IT’s positioning will be key
processing technology. Though refillable Starbucks cards to UPS’ ability to meet tomorrow’s customers’ needs.
were already used for one in five in-store transactions,
the company invested in expanding their potential Revolution: thy name is regulation
uses. A mobile payment platform was launched to Some are born great, some achieve greatness, some have
U.S. stores in early 2011, allowing mobile devices to greatness thrust upon them. In the case of a leading
serve as proxies for the refillable Starbucks cards, with insurance company, growing regulatory pressures in
links to account balances and loyalty programs. the wake of the great recession took choice out of the
matter. IT would be a crucial element in their ability
Recognizing the increasing importance of information, to meet new compliance and control objectives, and
the programs allow Starbucks to capture meaningful would provide visibility into the information required to
customer information – feeding everything from product navigate the organization’s new strategy. The CIO first
and experience improvements to knowledge of specific looked to “mind the store,” creating enterprise-wide
customer demographics and behaviors. Stephen Gillett’s investment, architecture and governance strategies,
and Starbucks’ approaches highlight both the growing driving efficiency and shoring up their ability to handle
relevance of connected consumers and the potential tactical business needs. The new operating model also
of the CIO to serve as an organizational compass. targeted being able to identify, prioritize and execute
on business transformation opportunities, moving IT
What can IT do for you? into not only a more agile and responsive unit, but also
For many years, UPS has viewed technology as a critical one seen as helping guide business innovation. Cloud,
enabler of their logistics and transportation business. mobility, social and analytics solutions are strategic
But IT has expanded in recent years to become a driver pillars of the vision – with the CIO and the supporting
of broader business innovation. Part of their success was IT organization together leading the charge.
spawned by CIO Dave Barnes’ refreshing articulation of
his technology strategy: “It’s the business strategy. There’s
no difference.”5 A clear focus was placed on customer-
centric innovation, often extending UPS’ own initiatives
2011 Technology Trends - (Re)Emerging Enablers 22
27. CIOs as Revolutionaries
Where do you start? • Evolutionary CIOs. The IT department becomes the
Few companies consider innovation and early adoption preferred storefront for a wide range of services;
as core competencies, and still fewer look at their CIO as some of which are developed in-house on packaged
an advisor for how to capitalize on industry trends and and custom software, others procured via the
market shifts. But it is because of these factors that the open-market based on degree of fit, functionality
need for CIO leadership is so pressing. Depending on and cost dimensions. Central IT owns integration,
what position they find themselves in today, the paths master data management, security and end-to-end
forward for CIOs will likely follow one of three scenarios: systems management. Potential next steps include:
– Business services: Push for broader adoption of IT
• Devolutionary CIOs. Because of cloud and other Service Management disciplines, including developing
forces, lines of business have become direct acquirers, a services catalog of emerging and disruptive
managers and owners of information services. capabilities understandable by the business.
Core legacy systems are contained, with new – Mobile and social veneers: Look to improve
spend directed at the edge. Central IT has become existing businesses and processes via mobility
a custodial function focused on general care and and social computing – opening new channels
feeding, with the occasional emergency response or allowing faster and cheaper operations.
when things go wrong. Potential next steps include: – Information focus: Foster the shift from
– Legacy renewal: Use a platform of improving descriptive to predictive to prescriptive
data quality, consistency and information analytics and information automation.
access to promote a new perception of
the types of services IT can provide. • Revolutionary CIOs. IT makes the market for
– Become an accelerator: Look to create rapid business services, introducing technology-driven
deployment tools to assist businesses as they disruptions to existing businesses or opportunities
investigate cloud and niche investments. Redirect for entering net-new markets. The CIO is actively
criticisms of being a bottleneck by instead helping incubating potential new business solutions based
businesses understand downstream implications on technology innovation. Advanced information
to decisions. Look for ways to help connect and analytics capabilities are built to complement
speed-to-value with big-picture integration, traditional systems, with the CIO becoming the trusted
security and information considerations. source of hindsight, insight and foresight for the
– Introduce CIO operational excellence disciplines organization. Continued advances include:
to improve “keep the lights on” efficiency, setting – Agility: Make rapid deployment the de-facto
the stage for a potential move up-stream. organizational standard, influencing everything
from investment and portfolio processes
and portfolio management, through
conventional SDLCs and support functions.
– Social and mobile transformation: Use of social
computing and mobility technologies to enter new
business models or to radically change operations
– internally as well as within the marketplace.
– Develop centers of excellence for analytics and
innovation: Include ideagoras and crowd sourcing
for ways to create and leverage information assets.
2011 Technology Trends - (Re)Emerging Enablers 23
28. CIOs as Revolutionaries
Bottom line
The journey to revolution begins with a solid trust of the IT organization. Innovation is impossible if the
basic blocking and tackling activities aren’t locked down. If the foundation of trust is there, CIOs can begin
to stretch into strategist and catalyst roles. And as information fast becomes the most important strategic
asset for many organizations, revolutionary CIOs will not only own the safeguarding of and access to
this information, but also its quality, usage and potential for business innovation. Viva le revolution.
Endnotes
1
Additional information is available in Deloitte Consulting LLP (2010), “Depth Perception: A dozen technology trends shaping business and IT in
2010”, http://www.deloitte.com/us/2010technologytrends, Chapter 7.
2
Additional information is available in Deloitte Consulting LLP (2011), “Tech Trends 2011: The natural convergence of business and IT”,
http://www.deloitte.com/us/2011techtrends, Chapters 7, 9, 10.
3
Additional information is available in Deloitte Consulting LLP (2011), “Tech Trends 2011: The natural convergence of business and IT”,
http://www.deloitte.com/us/2011techtrends, Chapter 1.
4
Additional information is available in Deloitte Consulting LLP (2011), “Tech Trends 2011: The natural convergence of business and IT”,
http://www.deloitte.com/us/2011techtrends, Chapter 3.
5
Bob Evans, Global CIO: UPS CIO Barnes Shatters Dangerous IT Stereotypes, http://www.informationweek.com/news/global-cio/interviews/showAr-
ticle.jhtml?articleID=224200299 (March 25, 2010).
6
Chris Murphy, Global CIO: UPS Provides Peek Into Future Of Wireless, http://www.informationweek.com/news/global-cio/security/showArticle.
jhtml?articleID=222500027 (January 25, 2010).
2011 Technology Trends - (Re)Emerging Enablers 24