Whilst with a software vendor yesterday I reused a favorite IT service delivery analogy that was inspired by, or was it borrowed from, James Finister at least two years ago. At the Forrester I&O Forum in Las Vegas this Thursday I will use it again when Glenn O'Donnell and I present on "A Mindset Change Is Needed: Support The People, Not The Technology."
To me the analogy is indicative of the fact that despite all of the investments organizations have made in increasing IT service management maturity and IT service delivery we still seem to measure our relative success in terms of IT rather than business outcomes.
So consider this somewhat frivolous analogy: comparing IT operations to pizza delivery operations
The pizza company has a palatial store and has invested in the best catering equipment (read state-of-the-art data center). It employs highly-qualified chefs who take pride in creating culinary masterpieces. When the pizza leaves the store it scores ten out of ten on the internal measurement system. This is, however, measuring at the point of creation rather than the point of consumption.
Now consider the customer view of the pizza when it arrives: it is late, cold, has too much cheese, the wrong toppings (even toppings that are unrecognizable to the customer), and it costs more than the customer expected (and wanted) to pay.
How much of this example can be applied to IT delivery?
Mobile computing and the apps that run on our smartphones and tablets are changing our lives every day. This goes without saying. What excites me is the pace at which this continues and the fact that we're just starting to scratch the surface of what's to come. For application development and delivery professionals, the challenge is how to remain relevant and compelling in this ever-changing landscape. An area that will immediately provide game-changing value-add is what I term Contextual Personal Data (CPD).
What Is Contextual Personal Data?
To level-set, we are all familiar with personal data. This is the information that drives advertising and marketing today, such as email/calendar/contacts, browsing and online purchase history, and everything that you divulge to social networks and allow them to harvest. CPD is the next evolution of this, enabled by mobile computing. Smartphones, tablets, and other mobile devices can now generate a new meta layer of information about an individual that is far more valuable because it is contextually relevant and dynamic. This is data such as "what time do I generally leave the house for work?" and "when I have coffee on the way to work, how much more productive am I that morning?” The next generation of compelling and successful mobile apps driven by CPD will interact with my life without requiring me to interact with them directly. This is the new landscape of contextual mobile computing.
Sound familiar? Executives across the globe feel peer and competitive pressure to “get to yes” on private cloud. This burden falls on IT to provide a cloud solution — oh, and by the way, we need it by the end of the year. With this clock ticking, it’s hard to think about private cloud strategically. In fact, why not to just cloudwash your virtual environment and buy your team time? Many enterprises (yes, even those presenting at events) have gone down this road. And some vendors will suggest this as a short-term fix. DON’T DO IT.
You’re cutting yourself short on what you could achieve with this environment while losing credibility with the business and your peers. Sound overdramatic? The consumerization of IT is forcing IT to connect with the business or risk circumvention. For many, the existing relationship isn't great. And each future interaction could either improve or worsen that relationship. Promising the business a cloud delivered within your own data center, and then failing to provide basic functionality of a cloud will just make future initiatives and interactions even harder. In the meantime, the business will continue to circumvent your department. If you're going to invest the resources/time to build this environment and rope in rogue cloud users — make sure you get to cloud.
On May 15, 2012, the Infocomm Development Authority (IDA) of Singapore announced that it would award its much-awaited externally hosted g-cloud infrastructure five-year tender to SingTel. My colleague Jennifer Belissent and I published a report on g-cloud opportunities in Asia Pacific late last year that highlighted Singapore as one of the governments leading the way toward g-cloud adoption in the region.
Some key highlights from the Singapore g-cloud contract:
SingTel will be responsible for all of the capex- and opex-related costs needed to build and manage the central infrastructure from its own data center in Singapore.
Singtel will provide a central “G-Cloud Service Portal” to all government organizations and departments to access central g-cloud services (computing, storage, database, archiving, networking, and other basic resources) and derive revenue based on a subscription model.
The Singapore government has not committed to any particular minimum g-cloud usage level.
SingTel will provide the required training to government departments on g-cloud functioning.
Next month, I will be relocating to Singapore after two years in India. These two years have been an amazing learning experience for me, both from a personal and professional point of view. A very intense experience too! Of the few Hindi words I learned during my stint in India, there is one that I am particularly fond of: “jugaad,” which can be translated as “making things work.” This is one way to summarize what India is all about — and why India works as an economy, in spite of the gods and despite all of the challenges that India currently faces as a society.
This concept has taken on a lot more importance on the global scene in recent years from an innovation management point of view. A former Forrester colleague has recently coauthored a book about the concept and how it could “reignite American ingenuity.” The economic and ecological crises that we have been through over the past few years call for new ways of approaching economic development and growth. And the “jugaad” concept could bring interesting solutions to our modern societies.
At SAP SAPPHIRE (SAP’s biggest user conference, May 14–16), SAP announced that it has deployed more than 1,400 instances of Rapid Deployment Solutions (RDS) at more than 1,000 unique customers. These solutions help customers deploy SAP modules in as short as a few weeks at a reduced price point by productizing typical configurations. SAP boasts cost savings typically in the 20% to 40% range versus similar deployments that do not utilize RDS.
SAP has more than 70 of these solutions currently available. Additional solutions are available through partners like Accenture and TCS. RDS solutions are available in a wide range of areas like CRM, Sourcing, Financials, and even SAP HANA.
SAP positions these solutions as “lego-like,” meaning that customers can build one on top of the other and can customize and extend as much or as little as they want.
Our take? These RDS solutions are a great way for companies to quickly realize value out of SAP, an issue which has long plagued the SAP community. Even clients who need to go far beyond what an RDS offers and create a much more customized deployment might be able to jump-start their project with an RDS. However, these offerings are not available in all horizontal or vertical areas. SAP customers who want a complete solution heavily tailored for their industry-specific needs will likely need to turn to SAP’s ecosystem of pre-built solutions, rather than lighter-weight RDS offerings.
Those of you paying attention in Sunday School may remember this thing called the apocalypse. Earl Robert Maze II was my Sunday School teacher, and he may be the most fearsome schoolmaster ever to scratch a chalkboard. One spitwad and there was sure to be a rapture. Mr. Maze would get pretty wrapped up in the lesson of the day and we'd all have to keep at least one eye on him as he paced back and forth. Not because we were worried about being asked a question, but because as he paced and talked, he'd build up globs of white something or other in the corners of his mouth, and every so often one of them would take flight and land on some unsuspecting front row pupil's hand, to their horror.
As luck would have it, I was late to class on the day Mr. Maze deemed that we were, at last, ready for the book of Revelation; I took the last seat -- In the front row -- Right in the line of fire. Sure enough, he was so worked up by the time he got to the part about the divine apocalypse, that one of those white gobs of goop chose that moment to set itself free and was headed for me like a heat-seeking missile. There was nothing I could do! And so to this day, the term apocalypse conjures up a frightening memory for me.
Which brings me to the current situation in the client management vendor landscape. The apocalypse was to be foretold by four horsemen representing conquest, war, famine and death (if you've ever worked for a company whose business has been disrupted, as I have, you've probably met with all four!). The four horsemen before us now in the client management market in the second quarter of 2012, are:
The explosion of tablets and smart phones.
The elusive management of client virtualization.
SaaS-based client management vendors (see Windows inTune).
New application delivery models (app stores, virtualized apps, etc).
If you think the term "Big Data" is wishy washy waste, then you are not alone. Many struggle to find a definition of Big Data that is anything more than awe-inspiring hugeness. But Big Data is real if you have an actionable definition that you can use to answer the question: "Does my organization have Big Data?" Proposed is a definition that takes into account both the measure of data and the activities performed with the data. Be sure to scroll down to calculate your Big Data Score.
Big Data Can Be Measured
Big Data exhibits extremity across one or many of these three alliterate measures:
On Wednesday, American footwear company Skechers agreed to pay the US Federal Trade Commission $40 million. This settlement resulted from a series of commercials that deceived consumers claiming that the Shape-Ups shoe line would “help people lose weight, and strengthen and tone their buttocks, legs and abdominal muscles.” Professional celebrity Kim Kardashian appeared in a 2011 Super Bowl commercial personally endorsing the health benefits of these shoes.
This settlement was part of an ongoing FTC campaign to “stop overhyped advertising claims.” A similar effort would serve the information security community well. For example, one particular claim that causes me frequent grief is: “solution X detects and prevents advanced persistent threats.” It is hard, dare I say impossible, to work in information security and not have heard similar assertions. I have heard it twice this week already, and these claims make my brain hurt.