On Monday, February 13, HP announced its next turn of the great wheel for servers with the announcement of its Gen8 family of servers. Interestingly, since the announcement was ahead of Intel’s official announcement of the supporting E5 server CPUs, HP had absolutely nothing to say about the CPUs or performance of these systems. But even if the CPU information had been available, it would have been a sideshow to the main thrust of the Gen8 launch — improving the overall TCO (particularly Opex) of servers by making them more automated, more manageable, and easier to remediate when there is a problem, along with enhancements to storage, data center infrastructure management (DCIM) capabilities, and a fundamental change in the way that services and support are delivered.
With a little more granularity, the major components of the Gen8 server technology announcement included:
Onboard Automation – A suite of capabilities and tools that provide improved agentless local intelligence to allow quicker and lower labor cost provisioning, including faster boot cycles, “one click” firmware updates of single or multiple systems, intelligent and greatly improved boot-time diagnostics, and run-time diagnostics. This is apparently implemented by more powerful onboard management controllers and pre-provisioning a lot of software on built-in flash memory, which is used by the onboard controller. HP claims that the combination of these tools can increase operator productivity by up to 65%. One of the eye-catching features is an iPhone app that will scan a code printed on the server and go back through the Insight Management Environment stack and trigger the appropriate script to provision the server.[i]Possibly a bit of a gimmick, but a cool-looking one.
So I made the trek from Singapore to Orlando for Lotusphere the week of January 15th and it proved well worth the time and effort. It was actually one of the best events of its kind I’ve attended in years — and I’ve attended loads. IBM expanded the focus well beyond the “legacy” Lotus brand. In fact, this was a social business event from start to finish, with IBM linking its much broader social computing portfolio to business process improvement and value creation.
The focus and scope has clearly grown beyond the current event branding. But putting event naming issues aside for the moment, below are some key takeaways:
Evolving into a social business applies to all organizations — any process that relies on people will fundamentally change. IBM made a solid case that business transformation is not only possible but mandatory. A social business excels at discovering and sharing new ideas — fundamentally changing how people work and therefore how companies operate. Companies not embracing this change will get left behind.
IBM’s vision for social business — business process disruption is inevitable. Focusing heavily on a process-centric view, IBM downplayed tools and technology. Per IBM, social business is the intersection of social technologies and front-office business processes — as significant to top-line revenue growth over the next decade as SOA has been to back-office business processes and bottom-line cost savings over the last decade.
Several months ago I hosted a roundtable discussion with public-sector CIOs from multiple Singapore government agencies. We focused specifically on social computing — how it will alter the way public-sector agencies interact with constituents and each other. While the focus was on Singapore, the key takeaways are universal, hence my interest in sharing the findings here.
In the midst of discussing the usual suspects — concerns about security, privacy, risk management, audit, and compliance — we came to a consensus on some key points:
Clearly identify what services or information constituents actually want, not what the agency wants to deliver. A poorly implemented social computing app risks becoming a glorified suggestion box, or worse — “next-generation knowledge management.” In other words, a costly solution looking for a problem. Focus instead on how to actively engage users — using advanced analytics and business intelligence (BI) to deliver value. In some cases, it is as simple as asking instead of assuming.
Combining formal and informal data will be a major challenge.The more effective agencies are at encouraging voluntary, “opt-in” style usage, the more challenging it will be to segregate user-provided information and data from more formal, agency-provided data that must be rigorously maintained and secured. Take this information “sourcing” issue into account when documenting data management policies.
One of the many interesting topics of discussion we get into in our Social Business Strategy workshops is around the social ecosystem. This is the name I have given the collection of business capabilities potentially enhanced by one or more social technologies.
First let me define social technologies. Note I’m using the word “technology” quite deliberately in place of the more common term “social media” because social media is too often associated with consumer-facing technology as deployed in support of marketing. In defining the entire social ecosystem I prefer the more generic “technology”. I define social technology as “any technology that enables one-to-many communications in a public forum (or semi-public if behind a security firewall)”.
Social technology is coming into every organization whether IT wants it or not. The adoption of social technologies to support business and customer needs has been fastest outside of IT — often with IT playing catch-up and struggling to provide value. CIOs are at a crossroads where they can either choose to lead IT toward social business maturity or sit back and watch as the rest of the organization pushes ahead, leaving IT in social business obscurity. The choice is easy, but the execution is difficult. A new report — Social Business Strategy: An IT Execution Plan — suggests CIOs should assess the organization’s current social maturity and implement a plan that positions IT to successfully support a social business strategy.
Organizations are broadly categorized as social laggards, internally mature, externally mature or enterprise mature. The approach recommended for CIOs differs based on the maturity level. For example, CIOs in organizations with strong internal maturity should focus on developing a partnership with marketing in order to extend the use of social strategy out to customers and business partners.
While very few organizations are already at the enterprise maturity level, CIOs in these organizations can take an active role in developing social business strategy by supporting the creation of a social business council and dedicating staff to support social strategy.
Social technology is certainly a hot topic, but for many CIOs the emergence of islands of social technology across the enterprise feels like a touch of déjà vu.
IT has been here before, having to clean up islands of automation that left organizations unable to coordinate information and react rapidly to changing market dynamics. Many organizations are already pressing ahead with multiple social media initiatives aimed at solving business or customer challenges — and that's preferable to doing nothing. But should CIOs help their organization step back and take a more strategic perspective on social technologies? By doing so, I believe CIOs can help avoid integration challenges down the road.
I'm suggesting that the more mature organizations (where social technology is well-established) should begin to refocus social technology efforts in support of a broader business strategy. At the same time, IT needs to help ensure the technologies being deployed meet the technology architecture needs of the business of today and tomorrow.
This is the subject of a recent report called "Social Business Strategy." The research takes a strategic look at how organizations are using social technologies and reinforces the suggestion that CEOs need to establish a social business council. We need to think beyond point solutions in order to maximize competitive advantage.
Social networking is hot, and it’s smart to think about how your organization might use it to generate benefit equal to the market hype. As you develop your social technology strategy, it’s particularly important to steer clear of a fallacy of thought that often creeps into technology strategies for enterprise communication and collaboration.
Oftentimes, an enterprise social strategy, like enterprise collaboration strategies before them, will have among its goals a phrase suggesting that the technology should “change the way people communicate.” Superficially, this phrase may accurately describe part of the effect, but at a more fundamental level, it violates a very important change management principle. To make my point, I’ll back up and start with a little history.
I used to communicate via paper memos and phone calls, but it was cumbersome and time-consuming. Email has come to replace much of that. So, the “way I communicate” has changed, right? On the face of it, yes, but, looking more closely, not really, at least not at first. Compared to my “before email” days, I still communicate the same types of things with the same kinds of people — only email made these communications easier (for the most part). I started using email because (1) it could improve the existing way I communicated and (2) it fit my work and life context — it was just a new program to use on my handy desktop PC. Once email became part of my context, I realized that I could use it for communications that were too costly before. At this point, it did, to a degree, change the way I communicate.
Just when you were getting your mind around Social Computing, Forrester has concluded that Social Computing is a steppingstone along the path to the empowered era. At least that’s one of the findings you’ll discover in the new book Empowered, co-authored by Groundswellauthor Josh Bernoff and Ted Schadler, published today by Harvard Business Review Press.
There were certainly some compelling arguments made in favor of this approach — not the least being that it's a highly cost-effective way to provide improved services to taxpayers who ultimately foot the bill for government IT efforts. As an investor in government IT (I pay taxes), I'm fully supportive of anything that improves services and reduces costs!
One of the most memorable quotes came early on from Carl Malamoud when, in his opening keynote, he suggested, "If we can put a man on the moon, surely we can launch the Library of Congress into cyberspace." (See his keynote below).
On September 7, 2010, US Federal CIO Vivek Kundra (Office of Management and Budget) joined with Federal CTO Aneesh Chopra (Federal Office of Science and Technology Policy) and Bev Godwin (Director, Center for New Media and Citizen Engagement, U.S. General Services Administration) to announce the launch of Challenge.gov at the Gov2.0 Summit.