The Foreign Corrupt Practices Act (FCPA) has been seemingly more newsworthy than usual recently (even impacting Hollywood elite), with somewhat conflicting accounts of the US cracking down on bribery both here and abroad, and the rationale for the US to accept some level of bribery for the sake of broader national interests.
The holiday season gave media and industry one more opportunity to discuss Mattel’s massive product recalls this year, and admittedly, I still find myself interested in the story.In this case, it was the World Business Council for Sustainable Development’s article calling out Mattel’s “Epiphany at Christmas”.
The revelation: “If it's got your company's name on it, it's your problem.”
With CardSpace and Higgins being in nascant and almost non-existent market adoption mode, you may wonder what authentication features you want to be looking for when shopping online. Usernames and passwords are a thing of the past: you can safely assume that you will use a computer to log in which has a keylogger or trojan capturing your keystrokes, and with it your username and password.
Savvy customers are increasingly turning towards online retailers and financial institutions which provide at least some form of multi-factor authentication to protect against password theft. The following list gives a compass to consumers and vendors to navigate the misty waters of online transactions.
Smart cards / USB tokens (very costly, high level of security, great user inconvenience)
Hardware based solution that contains applications, PKI certificates used to authenticate to a site. These cards can include a magstripe for physical access management and RFID proximity sensors.
Great article this morning in the Wall Street Journal about Goldman Sachs’ performance during the credit meltdown. The company has expectations of record income this year, while competitors are faltering left and right.
There are three important issues in this story — and in the sub-prime crisis in general — that all good risk management professionals know, and should keep in mind as often as possible.
Business intelligence (BI) practitioners have always thought of the world as data-centric. Data integration, data warehouses, data marts, reports, and query builders were always about data. BI has traditionally excelled at answering questions like "what happened" or even "why did it happen" but always fell short on "what do I do about it" and fell short of the next logical steps which traditionally have been the realm of business process management (BPM) and business rules engines (BRE). This data-centric view of the world turns out to be plain wrong. The world is much more process and rules-centric. We run many processes every time we come to the office, these processes generate data, which in turn trigger rules, and in turn generate more data output that is being consumed by processes in an endless loop.
This week I had a 2 ½ hour conference call with one of our clients. Normally I wouldn't blab to the world who we work with. But I think it's necessary here in the spirit of full disclosure — I'm about to rave about a first-time experience I had during a meeting with Microsoft using a Microsoft product called RoundTable.
A couple of my Forrester colleagues and 6 or 7 people from Microsoft were in a conference room in Redmond, Washington and I was in my home office in Rhode Island. Microsoft set up a Live Meeting Web conferencing session and had a RoundTable audio/video conferencing device on table in the meeting room. During the meeting, I had a screen like this one on my desktop (see screenshot below). It showed the PowerPoint slide we were discussing as well as a panoramic video of everyone in the conference room and a close-up of whoever was making the most noise in the room at the time. If we had been using the voice capabilities of the RoundTable device, rather than a separate conference bridge, the video close-up would have switched to whoever was speaking at the moment (including me, if I had had a Web camera on my laptop).
On December 6th, 2007 IBM announced its acquisition of Arsenal Digital Solutions, a major player in the online backup service provider market. Arsenal provides online backup services to customers directly but other service providers (particularly telecommunication providers) rebrand and resell Arsenal's online backup services as their own. So the company is both provider and enabler. Arsenal is profitable, cash flow positive and has not required funding since 2002. It has approximately 3400 customers. IBM did not disclose the value of the acquisition.
It is important to note that the acquisition was made by IBM Global Services (IGS), not IBM Tivoli or IBM System and Technology. This acquisition is not about filling in a product gap (although IBM is lagging in data protection offerings that support deduplication), it's about ensuring a foothold in a critical market. In fact, the engine of Arsenal's service is EMC Avamar - what Arsenal provides is a software as a service (SaasS) wrapper around Avamar, everything you need for SaaS such as multi-tenancy, billing, reporting etc. IGS is clearly indifferent to the technology; they care about a dependable, scaleable online backup service
I'm doing a lot of research on using virtual worlds for work these days and have been spending some time in Second Life. One of the characteristics I notice is that there seems to be a dearth of people (avatars) around. Does it matter? Well, it depends what your expectations are. If you think of Second Life as "sort of like the Web," where you can teleport alone (surf the Web) from island to island (Web site to Web site) then it shouldn't matter that most islands you'll visit are devoid of human presence. Think about audio and Web conferencing tools: an audio or Web conference is "vacant" until one or more of the expected parties join in, and we consider that perfectly acceptable. But if this is your expectation, it may freak you out more than a little bit if you see an avatar fly by you unexpectedly or an unknown avatar suddenly materializes next to you and addresses you via the chat window.
Why is BI TEI (Total Economic Impact) so elusive? Recently I reached out to all major BI software vendors and asked them to provide a customer reference who's willing to stand up and confirm a hard $ return on investment from BI implementation. Guess how many takers I got? None. Yes many are willing to point to expected savings and benefits, but no one's gone back and calculated the actual results. Why? It is definitely very complex. For example:
Make sure you account for both direct and indirect costs.
Direct costs are the obvious expenses and capital expenditures associated with BI software, hardware and consulting services. A good rule of thumb is to expect to pay $5-$7 dollars for system integration and management consulting for every $1 you pay for software. And don't forget to include the costs of training and on-going support.
Indirect costs are for software/hardware/services for non-BI specific components which are nevertheless necessary to achieve a successful BI implementation: data quality, master data management, metadata implementation, portals, collaboration, knowledge management and many others. The indirect costs are not as easy to quantify. For example, do you attribute the cost of implementing a data quality solution to the BI initiative? Most likely your data quality problems exist in your sources, so one might think it should be a separate effort. However, very often you identify data quality problems when you build your first BI solution, so there may be a tendency to bundle in these costs into the BI project. As a result, these indirect costs are notoriously difficult to identify and negotiate (with other stakeholders), but nevertheless they are a major component of the total cost.
Yesterday a small group of Forrester analysts and research associates held a team meeting in Second Life to try to figure out whether meeting this way is a viable alternative to the usual teleconference. Teleconferences are terrible. While we're talking and listening, there's not much to look at but our computer screens (which are constantly blinking at us with new emails and IMs and reminders of all the tasks we haven't completed yet) so inevitably we end up multi-tasking. And in teams that have been around for a while people know each others' voices but not so for new teams. So when people on the call forget to introduce themselves before they say something, the first few words are lost while listeners try to figure out who's talking, and then the next few words lost while you try to recreate the first few words.
While we had some fun yesterday trying on free T-shirts, teleporting to otherworldly locations, and taking some carnival rides, the sentiment of most of the participants was that Second Life isn't really ready for prime time team meetings. If it was tough for us it will be tough for other information workers. Here's why: