I’ve recently returned from IBM Global Services Annual Analyst Event held May 1-2, 2008 in New York City. At this event, IBM leadership revealed an extensive study titled “The Enterprise of The Future”. IBM conducted detailed interviews with over 1,100 CEOs, general managers, and senior public sector and business leaders, across 40 countries and 32 industries. Their discussions revealed a clear correlation between organizations’ ability to execute within constant change and their financial performance. The study also identified five key elements in the corporate DNA of companies who successfully navigating the constant sea of business change:
• Hungry for change. Firms not only survive it, but accept it as a constant, seek it out and thrive on it.
• Innovative beyond customer imagination. Firms constantly delight their customers and constantly raise their own bar, and thus their customers (and thus outpace their competition).
• Globally integrated*. Firms actively work their global network, establishing and leveraging global Centers of Excellence and applying their resources seamlessly across their value chain.
• Disruptive by nature. Firms constantly reinvent themselves and position their business and process models to quickly shift (and anticipate) market demands.
• Genuine, not just generous. Firms engage stakeholders—NGOs, customers, their own employees—to “do well by doing good”.
Quickly: IT/BT executives should ensure that their goals align with the CEO's.
Forrester's IT Forum was in Las Vegas last week. Great time, with over 1,500 clients and sponsors on-site. Highlights for me were John Chambers of Cisco jumping off the stage into the audience to sell his vision and an amazingly elegant dinner for over 1,000 at the very cool Tao Club in the Venetian.
I kicked off the proceedings with a ten minute talk entitled "CEO Success Imperatives." Whenever I meet with a CEO I ask a simple question: "What do you, as the CEO, have to do to be successful?" Here are the seven themes that emerged from my CEO research:
1) Getting, keeping, building the best people. "I hire 15 people every hour. I want the best." 2) Engendering collaboration. "If HP could only harness the knowledge of HP." 3) Reaching global markets 4) Increasing profit. "HP makes $12 million per hour but spends $11 million per hour. I want to change that proportion." 5) Building a positive culture. "I want a company culture that is viewed positively from the inside and from the outside." 6) Customers, customers, customers 7) Driving innovation. "I want to figure out how to break linearity."
Quickly: The Internet will squeeze broadcasters into a slim niche.
I've often wondered whatever happened to two parts of public discourse: 1) eloquent speeches, and 2) truth-telling. I have been helping my son study American history and the other night we read two famous statements from the debates surrounding the 1850 Compromise: John C. Calhoun's defense of the South and Daniel Webster's response. Both men spoke in passionate but reasoned phrases -- one threatening secession, the other advocating union. Marvelous reading.
On May 12th, 2008 VMware announced that nine storage replication vendors have tested and certified their technology with VMware’s long awaited Site Recovery Manager (SRM) offering. SRM is an important step forward in DR (DR) preparedness because it automates the process of restarting virtual machines (VM) at an alternate data center. Of course, your data and your VM configuration files must be present at the alternate site, hence the necessary integration with replication vendors. SRM not only automates the restart of VMs at an alternate data center, it can automate other aspects of DR. For example, it can shutdown other VMs before it recovers others. You can also integrate scripts for other tasks and insert checkpoints where a manual procedure is required. This is useful if you are using the redundant infrastructure at the alternate data center for other workloads such as application development and testing (a very common scenario). When you recover an application to an alternate site, especially if your redundant infrastructure supports other workloads, you have to think about how you will repurpose between secondary and production workloads. You also have to think about the entire ecosystem, such as network and storage settings, not just simply recovering a VM.
Essentially, VMware wants you to replace manual DR runbook with the automated recovery plans in SRM. It might not completely replace your DR runbook but it can automate enough of it. So much so that DR service providers such as SunGard are productizing new service offerings based on SRM.
Quickly: It's good for Microsoft that it didn't buy Yahoo -- now it has to reform itself.
Steve Ballmer unintentionally dodged a bullet today when the Yahoo/Microsoft deal collapsed. Yahoo + Microsoft would have been a disaster -- the best and the brightest from Yahoo would have gone to Google, the culture clash would have been destructive, it would have put Microsoft back in the sights of the regulators. And Yahoo wouldn't have helped Microsoft with its biggest task at hand -- adapting to the emerging executable Internet software model.
Last week, I delivered a presentation about the recent report Web3D: The Next Major Internet Wave at the vBusiness Expo in Second Life. I'll share some of my experiences and observations, as I'm sure that during the coming year many of you will be invited to present at or attend virtual conferences and meetings -- if you haven't already. These tips may prove helpful.
Picture this. You, the application developer, are in a big conference room. On your left is your boss. On your right are enterprise architects. Across from you are the business analysts and project managers. In the hallway is the businessperson on his "crackberry". Why is everyone gathered here? To discuss the next important application development initiative that the business needs to drive revenue, stay competitive, and be more efficient.
The number of pure-play vendors in user account provisioning decreased on April 7, 2008 when Hitachi announced that it acquired M-Tech Information Technology, and changed the name to Hitachi ID. Although Hitachi has been lacking an identity and access management (IAM) pedigree, this move can prove important due to the following reasons: 1) Using IAM for provisioning of physical resources and hardware resources. 2) Extending enterprise role definitions to previously uncharted verticals and cultures. 3) Evangelizing user account provisioning and IAM in Japan and other APAC regions. 4) Hitachi becoming a major player in Japanese SOX (JSOX) implementation.
Needless to say, the above will hinge on Hitachi's ability to retain and grow the existing customer base of M-Tech IT in North America and Europe, and also on Hitachi's ability to compete against EMC's selling of Courion and RSA products. How Hitachi will create an access and adaptive access management (Web and desktop) portfolio to complement its identity management and provisioning portfolio also remains to be seen.