Logistics, Data in Motion and Paradigm Shift of the CIO: The economics and psychology of the flow of information. Advances in IT, especially cloud technologies, are causing a shift in the role of the CIO.
Innovation and economic growth depends on company's ability to gain insight into data. However, data is growing exponentially, but our ability to make use of it is not. Untapped economic value resides in this unutilized data, called "dark data." This presentation looks at some of the causes for the explosion of data, some of the impediments preventing exploring and creating business value from dark data; and some ideas for ways around those impediments.
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
Maximising the opportunities offered by emerging technologies within the chan...Livingstone Advisory
The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses).
In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise.
In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
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The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
Innovation and economic growth depends on company's ability to gain insight into data. However, data is growing exponentially, but our ability to make use of it is not. Untapped economic value resides in this unutilized data, called "dark data." This presentation looks at some of the causes for the explosion of data, some of the impediments preventing exploring and creating business value from dark data; and some ideas for ways around those impediments.
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
Maximising the opportunities offered by emerging technologies within the chan...Livingstone Advisory
The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses).
In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise.
In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
The ‘success trap’ of new, emerging and disruptive technologiesLivingstone Advisory
The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Navigating the risks in implementing Hybrid Cloud, Agile and Project Manageme...Livingstone Advisory
Ensuring the alignment between the various ‘best practice’ technology implementation methodologies supported by appropriate ongoing IT management and business engagement frameworks is key to the delivery of a robust, truly agile and cost effective IT environment. Achieving this without compromising security or exposing the organisation to greater risks is a given in the eyes of the business.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud, on-premise IT and mobile devices within the enterprise. He also suggests some practical approaches that CIOs, CTOs, CSOs and CFOs should be taking to successfully orchestrate this transition.
The old industries are destroying the planet and we have to move onto the 'Food to Waste to Food Cycles' mad possible at the juncture of Nano, Bio and ITC.
IBM Watson, the cognitive technology that enhances, scales, & accelerates human expertise, is available to anyone through Bluemix, IBM’s PaaS. Watson's cognitive capabilities on Bluemix will enhance apps & help developers realize ideas not possible with today's systems.
Quick test, ask your phone “find anything but pizza restaurants”. Did you get back a list of pizza restaurants? Think about how we’ve been trained to keyword search. We have all been Google-fied & we may not even know it. Humans adapt their language, one that predates machines, to the limitations of a system.
But Watson is not a machine that lets us talk to it. It’s bigger, and that’s why this is a historic moment for developers, businesses & entrepreneurs. IBM is creating tools that can understand language, determine a personality portrait, expand concepts & more. In this session we will discuss & demo Watson Services on Bluemix & how developers can now embed these into their apps for unprecedented cognitive power.
The wave of Big Data is still in its high peaks, with age of prominence at about 5 years. Many are still amused, while few fortunate folks had a taste of it. Taste with essence. Few linger around the topics, terminology, and other buzz!
This is a series attempt to gain our arms around the Domain and key coordinates of the subject. Subsequently dwell a bit deeper on implementation challenges, navigating a bit close to the core of the challenges. Whet tools, solution approaches and how knowledge from other related fields of Science fit into the overall ball game!
Main abode for this going forward will be at www.ganaakruti.com.
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Navigating the risks in implementing Hybrid Cloud, Agile and Project Manageme...Livingstone Advisory
Ensuring the alignment between the various ‘best practice’ technology implementation methodologies supported by appropriate ongoing IT management and business engagement frameworks is key to the delivery of a robust, truly agile and cost effective IT environment. Achieving this without compromising security or exposing the organisation to greater risks is a given in the eyes of the business.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud, on-premise IT and mobile devices within the enterprise. He also suggests some practical approaches that CIOs, CTOs, CSOs and CFOs should be taking to successfully orchestrate this transition.
The old industries are destroying the planet and we have to move onto the 'Food to Waste to Food Cycles' mad possible at the juncture of Nano, Bio and ITC.
IBM Watson, the cognitive technology that enhances, scales, & accelerates human expertise, is available to anyone through Bluemix, IBM’s PaaS. Watson's cognitive capabilities on Bluemix will enhance apps & help developers realize ideas not possible with today's systems.
Quick test, ask your phone “find anything but pizza restaurants”. Did you get back a list of pizza restaurants? Think about how we’ve been trained to keyword search. We have all been Google-fied & we may not even know it. Humans adapt their language, one that predates machines, to the limitations of a system.
But Watson is not a machine that lets us talk to it. It’s bigger, and that’s why this is a historic moment for developers, businesses & entrepreneurs. IBM is creating tools that can understand language, determine a personality portrait, expand concepts & more. In this session we will discuss & demo Watson Services on Bluemix & how developers can now embed these into their apps for unprecedented cognitive power.
The wave of Big Data is still in its high peaks, with age of prominence at about 5 years. Many are still amused, while few fortunate folks had a taste of it. Taste with essence. Few linger around the topics, terminology, and other buzz!
This is a series attempt to gain our arms around the Domain and key coordinates of the subject. Subsequently dwell a bit deeper on implementation challenges, navigating a bit close to the core of the challenges. Whet tools, solution approaches and how knowledge from other related fields of Science fit into the overall ball game!
Main abode for this going forward will be at www.ganaakruti.com.
Deriving value from analytics requires much more than purchasing technology. University of Kentucky's analytics journey utilized fostering a bottom-up emergent community of practice as well as top-down organizational maneuvers. This presentation shares different aspects of the University of Kentucky score.
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Many Cloud computing evangelists believe that the conventional enterprise IT service delivery model is dead and almost buried. The new ‘IT democracy spring’ is being fueled by influences such as the ready access to user friendly public Cloud applications, perceptions of low cost and speed of deployment.
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Booz Allen's Cloud cost model offers a total-value perspective on IT cost that evaluates the explicit and implicit value of a migration to cloud-based services.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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1. Logistics, Data in Motion and
Paradigm Shift of the CIO
The economics and psychology of the flow of
information
Vince Kellen
Chief Information Officer
University of Kentucky
vkellen@uky.edu
4/29/2012
1
2. Change
The only thing that seems stable is the
overused truism that change is permanent.
What is also not in dispute is that the rate of
change has accelerated and is continuing to
increase.
Information technology is the primary
accelerant in the recent increased rate of
change.
The effects of the increase in the rate of
change are being felt in all aspects of life:
personal, careers, social structures,
governments, climate.
The increase in the rate of change is without
precedent in human history. We are all
pioneers.
2
3. The [gradual, sudden] shift
CIO Past
• Insourcing networks, data centers and software engineering
• Configuration management
• Stability, reliability
CIO Current
• In/outsourcing networks, data centers, enterprise software
• Innovation
• Transformation
CIO Future
• Cloud services
• Venture investor, organizational psychologist
• Information logistics expert
3
5. What is creating this dynamism?
Rising information intensity and flow
• Massive growth in density, quantity and diversity
• Dramatic improvements in breadth, ease and speed of access
• Global collaboration
Faster innovation, mimicry
• Business process replication
• IT process replication (e.g., cloud, ITIL, enterprise architecture, PMO)
• Speed to market of new offerings
IT is affecting industry competitiveness
• Lower barriers to entry, increased market turbulence, major competitors
changing positions
– From “Scale without mass: business process replication and industry dynamics.” E. Brynjolfsson, A. McAfee, M. Sorell, F. Zhu.
Harvard Business School Technology & Operations Mgt. Unit Research Paper No. 07-016 (2007).
• Individual and organizational human systems are responding to this pressure
5
6. What are the consequences of this change?
Investments in IT capital are continuing
• Buoyed by dramatic price/performance gains (e.g., Moore’s Law)
First mover advantage might not mean much
• New startups grow and die quickly or get eaten by bigger fish
• This results in increased consolidation in IT intensive industries
• But… remaining dominant players leapfrog each other
• And... Industry consolidation grows significantly
– Is higher education about to become IT intensive like service and manufacturing sectors?
IT leaders will need more financial, strategic and human skills
• Continued growth in IT investments demands improvements in productivity
(reduced costs, more output)
• Market dynamics require nimble architecture that all can enjoy (no sustainable
competitive advantage)
• The impediments to superior use of tools (in this case IT) will lie more and
more in organizational and individual tailoring and adoption
6
7. Can this change
Probability of occurrence persist?
1
Zone of optimal
information advantage
(edge of chaos)
To gain an edge,
To avoid losing,
agents will develop
agents will develop
more complex
simpler models,
models, with longer
with shorter time
time horizons,
horizons resulting
resulting in
in decreasing
increasing
dynamic complexity
dynamic complexity
0
Level of Complexity
0 1
Order Chaos 7
8. The consequences for failing to catch up
Abundance of information Destabilizing
without improvements in human gap
absorption and decision making 1970?
will result in a growing gap in the
breadth and quality of
information actually used by
people and organizations
This gap (a form of information
ambiguity) could increase
overall instability and
uncertainty. Agents operate out
of distinct world-views that filter
information
This gap makes available
competitive opportunity for those
who can understand more,
provided some balance between
order and chaos remains 8
9. What can slow down dynamism?
Human attention
• Our ability to process information limited to waking hours
• We will need more automated decision making, reserving
human attention for strategic maneuvers and change
Culture
• Cultures and their attendant legal systems are slower to
adjust to automated decision making and new concepts
Personal and organizational defensiveness
• While change brings opportunities, it threatens people
• These changes will not be without a battle of sorts
9
10. Speaking of change, now let’s talk about the
cloud…
First some IT facts of life
10
12. What is this about cloud?
The new outsourcing
• Cloud represents a new way of integrating technologies (and business
processes) so that the institution relies on external vendors for basic
services
• Cloud is very real, very big and will transform IT
• Morgan Stanley May 2011 analysis expects adoption to be about 51%
of organizations and about 22% of the IT workloads run in the cloud in
three years. On premise growth in servers is expected to be flat or
shrink
• All major vendors are committing >$1 billion each in cloud technology
What makes cloud computing unique?
• Widely used, well understood and generic components
• Quick provisioning and de-provisioning
• Flexible contracting and procurement
12
13. Cloud vernacular
Software as a service (SaaS)
• Software hosted elsewhere. Higher education has been steadily adopting SaaS
• Examples: Hobson’s CRM, Digital Measures, ServiceNow IT support
Infrastructure as a service (IaaS)
• Infrastructure hosted elsewhere. Higher education has NOT yet adopted this
technology. General purpose server computing can be hosted with a vendor or
consortium
• Amazon’s elastic computing and storage solutions are examples of ‘generic’ cloud
• Large vendors are bringing custom, enterprise cloud solutions forward now
Platform as a service (PaaS)
• This includes tools to create applications in the cloud
• Examples include Microsoft Azure, Force.com
High performance computing (HPC) as a service may be coming
• National labs have long since been an ‘outsourced’ provider of HPC
• Expect more HPC university consortiums, offerings be large vendors
• Cost of electricity, generic workloads make HPC as a service attractive
13
14. So, what does this mean for data centers?
First, let’s look at an institution’s data center of the present…
14
21. Sizing capacity
Instead of sizing on-premise computing at 100% of potential usage, size at some
amount lower and ‘burst’ out to cloud providers for ‘overflow.’ This can save costs
100%
??
Utilization
0%
Jan Apr July Oct Dec
21
22. Types of workloads
Virtual desktops for student access to academic software
• Peak usage in midterm and final weeks
• Low usage during breaks
ERP processes
• Peak usage during enrollment periods
• Testing and development of new ERP functionality
Storage
• Take very large amounts of data, infrequently accessed to large-scale,
low-cost providers
Disaster recovery
• Instead of maintaining a hot/warm site, secure contracts for quickly
expanded processing
22
23. All forms of cloud will be useful
Software as a service will continue to be important
• Enforce real-time data integration for quick user account provisioning and
same-day data analysis
• Review contracts for legal gotchas and security holes
Infrastructure and platform as a service will become the center of attention
• Select multiple vendors to encourage both diversity of supply and competition
• Match workload characteristics to vendor strengths
Key challenges for the immediate future
• Strong ‘cloud orchestration’ tools to help IT manage on/off premise computing
with multiple vendors
• Easily managed, real-time data integration across multiple cloud providers
• Flexible contracting and pricing models, especially in the area of software
licensing
23
24. Examples
In use today @ UK
• Google and Microsoft email (SaaS)
• Digital Measures (SaaS)
• Hobsons CRM (SaaS)
• Xytracs – Accreditation software (SaaS)
Testing today @ UK
• IaaS for ERP
• IaaS for HPC
In use tomorrow?
• Business intelligence and analytics in the cloud?
• Learning management systems in the cloud?
• Supercomputing in the cloud?
• Desktops in the cloud?
• e-Textbooks in the cloud?
24
25. Will everything be in the cloud?
Not for the foreseeable future (4-8 years)
• Costs. We can save costs by running dedicated workloads locally (this
may change!)
• Risk. We need some ability to be immune to vendor supply chain
disruption (other industries get by without any local production!) or the
cloud market is emerging and still not mature
• Cost of data computing versus cost of data transmission. Some
workloads will just be cheaper to process locally than transmit the data
across a network (think very large files, super rich medical imaging)
• Some software isn’t technically capable of running in the cloud (True!)
• Some software vendors can’t figure out how to price their software in
the cloud (True!)
For all these reasons, a hybrid cloud strategy is important
25
26. Current model: Slow, big central data center
SaaS
External
Solution A Data
Center A
Firewall
Data SaaS
Solution B
Center
External
Data
Center B
SaaS
Solution B
26
27. New model: Fast, small central data center
SaaS
External IaaS Vendor B Solution A
Data
Center A
External
Data Data
IaaS Vendor A Center Center B
Integration orchestration and security layer
SaaS SaaS
Solution B PaaS Vendor A Solution C
27
28. Moving from ‘anticipate slowly’ to ‘react quickly’
Since the beginning, IT has planned capacity in either 30 year
chunks or 5-10 year chunks
• 30 years for the design and use of a data center
• 5-10 years for the selection and use of servers and storage
• Moore’s Law and incremental capacity increases provide the rest
In a ‘pull’ approach, IT services are provisioned much more quickly.
Using self-service cloud approaches both on- and off-premise this
can be in minutes
• No lead time in provisioning, no ‘shelf time’ as equipment sits in
storage rooms, automated provisioning
– Virtual servers, operating systems, application installation, database loading,
network provisioning, security policies
If the entire system moves faster with far fewer manual steps, what
happens?
28
29. What business benefit does ‘Pull’ really create?
Organizations can turn a new idea or change into action much quicker
• This can allow for faster delivery and it can allow for faster failing!
• Can organizational decision making keep up?
• To borrow from True Lean, eliminating waste (time) can save
effort/cost, leading to best-in-class efficiency
IT shifts its focus from mundane provisioning and support activities to:
• Assisting in the design of ideas
• Managing suppliers
• Optimizing IT costs
• Review of the effectiveness of ideas implemented
Does this mean IT staff will no longer be needed?
• No!
• We have more demand for new work than we can keep up with. We can shift
people to new roles that are needed to contribute to new work
29
30. What should this mean for university operations?
IT should be directed to:
• Measurably, over time, lower the cost of IT relative to revenue
• Enable improved outcomes for both learning and research
• Accelerate the development of business insight for both cost savings & growth
IT should be a scalable infrastructure to help the institution find reallocations and new
revenue while maintaining quality
Revenue $
Direct labor $
Administrative processes and
IT/process infrastructure $
Year 0 Year 1 Year 2 Year 3 Year 4 …
30
31. (Pause)
How can we harness the forces of faster information flow and
increased rate of change without losing our minds?
32. Let’s review the CIO role in this…
What do we have so far?
• Dynamism (internally and externally) is growing
• Business process (and those within higher ed) are replicating quickly
• IT processes are replicating within the vendor community and between
organizations
• The impediments to successful use are likely to be increasingly
human, not technical
• The investments in this whole ball of wax continues to grow, possibly
requiring more complex financial acumen to manage
The role of the CIO is shifting
• Away from mainly technical infrastructure configuration management
• To the dynamics of information costs (technical) and uses (human)
32
33. The role of organizational capital
Investments in computers + people
are synergistic
Organizational capital:
• Degree of self-managed teams
• Employee involvement in groups
• Diversity of job responsibilities
• Who determines pace of work
• Who determines method of work
• Degree of team building
• Workers promoted for teamwork
• Off-the-job training
• Degree of screening new employees
for education
From “Intangible Assets: Computers and Organizational Capital,”
E. Brynjolfsson, L. Hitt, S. Yang. Center for eBusiness @ MIT,
MIT Sloan School of Management. Paper 138. (2002).
33
34. A lot stands between bits and appropriate action
The purpose of IT is to
improve agent action
Action
(individuals & organizations)
• Both efficiency and
appropriateness of action
Organizational defensiveness
When millions are invested
Peopleware
and the payoff [is, is not] not
Governance, teamwork
achieved, who should take
[credit, responsibility]?
Individual motivation
• Can the CIO credibly say
Hard/software
“They made me do it?”
Visualization, usability
Infrastructure, ERP
34
35. Information immunity
“You don’t understand. On the 22nd floor, we work in a fact-free
environment.”
While computing excels in turning data into information, getting
information shared with fidelity across human beings is difficult
• Different disciplines create different mental models. Information
mutates or is rejected, depending on the mental models one has
• Double-loop learning is not so common
• Individual information processing orientation matters
– Are you predominantly a Data->theory or theory->data person?
• Power relationships, threats to position, conflict, group-think can filter
out information
Is this why investments in organizational capital are synergistic with
investments in IT?
35
36. Boyd’s OODA “Loop” Sketch
Observe Orient Decide Act
Implicit Implicit
Guidance Guidance
Unfolding
& Control Cultural & Control
Circumstances Traditions
Genetic
Heritage Analyses &
Feed
Observations Forward
Synthesis Feed Decision Feed Action
Forward Forward
(Hypothesis) (Test)
New
Information Previous
Outside Experience Unfolding
Information Interaction
With
Unfolding Environment
Interaction Feedback
With
Environment
Feedback
Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other
phenomena coming into our sensing or observing window.
Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of
projection, empathy, correlation, and rejection.
From “The Essence of Winning and Losing,” John R. Boyd, January 1996.
http://en.wikipedia.org/wiki/OODA_loop, http://danford.net/boyd/
37. CIO Past Human
Market
Stable Dynamic
Scope
Technical
Focus of work
37
38. CIO Present Human
Market
Stable Dynamic
Scope
Technical
Focus of work
38
39. CIO Future? Human
Market
Stable Dynamic
Scope
Technical
Focus of work
39
40. A future state – financing and contracting
Computing supply chain management
• Standard, spot, futures, options contracts
• Options exchange
• Use of brokerage and risk management services
• National and international network architecture
• Monitoring, measuring, pricing the flow of information between systems
• The institution can be both a buyer and seller
• Not all architectures will be equal, some snake-oil will be sold
The physical logistics of information will become more complex as
price/performance optimization options grow
• The network will be the critical scarce resource. It is physically and legally
constrained in ways all the other layers of IT are not
• Data center automation
– Scheduler, rule-based, statistical inference/correlation engine
• Cost of compute, transport, storage and policy must be determined
• Costs + workflow type (CPU, I/O, disk, priority, time-to-market) must be optimally
matched to provider 40
41. A future state – from push to pull
Orchestration of pull business architectures
• How do you get business processes and technology to be
created/altered quickly?
• How do to streamline business processes across the board?
• How do you effectively and efficiently tailor valuable, core processes?
– Research, teaching, community service, healthcare
Design of a dynamic hybrid infrastructure
• How do you ensure your network will take your data to where it needs
to go?
• How do you manage security in this more complex network
environment?
• How do you know when/where to process workloads?
– (Compute costs + network costs + policy costs) must be [dynamically, statically]
compared with provider capabilities
41
42. A future state – organizational development
“Peopleware”
• Once you have a dynamic, cost-effective, economically tractable IT
infrastructure, you have to have an organization capable of using it
– The Tale of the New Lamboughini
• How does the CIO get “footing” to encourage a more rigorous discussion of
larger organizational issues?
– To the degree that IT is both competitive and costly! Not all organizations will
require this full-throated conversation (yet)
• The logistics of the psychological flow of information will emerge as
the next competitive advantage
– We will need to develop teams that are expert at teamwork, non-defensive
management interactions and team chemistry
– We will need to invest in the right blend of organizational capital elements
Outcomes
• How much operating budget can this save relative to competitors? 2x?
• How much opportunity can it create relative to competitors? 5x?
42
43. Summary
Computation and transport will continue to dance with each other
• 20 years from now, computing systems performance will matter!
• Denser imaging will require high performance computing data reduction and faster
networking
• Network closets will be come HPC closets adjacent to equipment quickly throwing off
vast amounts of data
• Computation and transport will merge and differentiate in many ways to deal with
performance issues
– E.g., disk architectures today are benefitting from ‘in-flight’ computation, desktop virtualization is exploiting local
CPUs and graphics processors (wherever they are) to save on network latency and compute resources
The individual and organizational dysfunctions are enduring
• The knitting together of human/technical systems is the stuff of competitive advantage
• The role of the CIO is likely to be strengthened and heightened as IT-induced
competitiveness continues
• The role is shifting to mastery of some abstract financial concepts and more difficult
human dysfunctions, dynamics and teamwork skills
43
44. Final thoughts
As information flows from a complex supply chain to a complex
internal value-network, between systems and human brains,
and with many technical and psychological impediments and
accelerants, someone has to plan, monitor and nudge forward
this strategic investment
Why not the CIO?
44
45. “If you aren’t confused, you haven’t been paying attention!”
– Tom Peters
QUESTIONS?
45