Results

Consumerization of Identity WEBINAR

Consumerization of Identity WEBINAR

The Consumerization of Identity: A collision of Worlds

US: Nov 13 1:00-1:30PM Pacific
Aus: Nov 14 8:00-8:30AM AEDST
 

Consumerization ID pic Webinar (0 8 1)



Register here.

ABSTRACT

What happens when the irresistible force of Social Logon hits the immoveable object of enterprise risk management?

People love Social Logon! Twitter, Facebook and Google handles are used everyday to access countless digital services. But they are not yet "business grade". No enterprise should dilute its risk management by accepting social identities willy nilly.

This webinar will unpack what Social Logons tell us about users, compare and contrast Facebook and LinkedIn identities, and try to foresee how they should evolve if they are going to meet business needs.

CONTENTS

The webinar will cover:


  • What is the Consumerization of IT?
  • What is Federated Identity?
  • The State of the "identity ecosystem"
  • Pros and Cons of Federation
  • The Two Dimensions of Social Identities
  • What needs to happen for Social Logon to become "Business Grade"?

 

THE BOTTOM LINE

Consumers' understanding of their digital identities is evolving fast, while the social Identity Providers (IDPs) continue to explore how to monetize the privileged information that they have about their users. Online consumers have a keen sense of digital reputation and they appreciate how to build a powerful social graph; this awareness will soon inform business-grade identities. But even more importantly, social IDPs must prvide businesses precise information about users to help businesses manage transaction risk. Consumerization opens up exciting new possibilities, but it must not dilute the way businesses know their customers, parts, staff and users.

New C-Suite Digital Safety, Privacy & Cybersecurity Tech Optimization Future of Work Innovation & Product-led Growth Marketing Transformation Next-Generation Customer Experience Infosec Security Zero Trust Chief Customer Officer Chief Information Officer Chief Information Security Officer Chief Privacy Officer Chief Marketing Officer Chief People Officer Chief Human Resources Officer

How The Data Scientist restricts outcomes from Big Data and Analytics

How The Data Scientist restricts outcomes from Big Data and Analytics

1

Clearly the Data Scientist is the hottest job in the market. According the Harvard Business Review it is the hottest job of the 21st century http://hbr.org/2012/10/data-scientist-the-sexiest-job-of-the-21st-century/.  capioIT has written about the need for multi-dimensional skills in the Data Scientist -  In March I wrote A good data scientist may have a PhD. A great one offers a lot more. http://wp.me/p15cZf-5A.

However, it struck me this week that the technology and business environments surrounding BI, Analytics and of course Big Data, can create the perspective that the entire world and aura of the data scientist is simply wrong from both an organisational priority and execution point of view. The data scientist should not have to be a super part robot part human employee. This is a completely conflicted requirement when considering the hoped/hyped business potential of data and analytics.

I have long been a proponent for any initiative and R&D that drives the democratisation of Analytics and BI through the depth of the organisation. The more user friendly and efficient tools become the more likely that the right people will have the right tools and data in their hands to create Eureka moments for their business or organisation.

As a result BI and analytics vendors need to be dramatically more focused on allowing the breadth and depth of tools to be used by all. (I want to make it clear, I am not saying that this is just visualisation, pretty pictures whilst critical, are far from the entire story, data quality and governance processes are just as important for the democratisation of analytics).

Another perspective is to consider this. Did “The Business” create the data scientist or did technology limitations create it. I suspect that for most it is the latter, again proof of the disconnect between business and technology.

The organisation needs to shift the Data Scientist from an elite team to the largest number of employees possible. That way it will truly be maximising business outcomes and decision making. Surely this is a worthy goal that needs more focus.

Data to Decisions Tech Optimization Innovation & Product-led Growth AI ML Machine Learning LLMs Agentic AI Generative AI Robotics Analytics Automation Cloud SaaS PaaS IaaS Quantum Computing Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership business Marketing finance Customer Service Content Management Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer

Webinar: Top 5 Strategies Every Siebel Customer Must Consider

Webinar: Top 5 Strategies Every Siebel Customer Must Consider

 Rimini_Street_Logo

Rimini Street, a third-party maintenance and support provider for enterprise software including Oracle Siebel will hold a Webinar called Top 5 Strategies Every Siebel Customer Must Consider on November 14th. According to a new Siebel report by Constellation Research, Oracle is sending mixed messages around the product’s future. This webinar will help you assess where you stand with Siebel and the top 5 strategy options you must consider to determine the direction of your Siebel implementation. 

What Will Be Covered

  • The real position Siebel technology holds in the market
  • Why the conventional wisdom about the product is often wrong
  • What trends are driving misconceptions in the market
  • How to assess your Siebel implementations and a move-forward strategy

Webinar Information

 When: Thusday November 14, 2013 at:

  • 10:00 a.m. US Pacific time
  • 11:00 a.m. US Mountain time
  • 12:00 a.m. US Central time
  • 01:00 a.m. US Eastern time

Webinar Information: To register for this complimentary webinar, go to: http://info.riministreet.com/SiebelWebinar111413-US.html?src=rsiwebsite&src_dt=webinar

Tech Optimization Marketing Transformation Webinar rimini street AR Chief Information Officer

Alex Hansal Describes Siebel Open UI Manifest Administration Changes in Innovation Pack 2013

Alex Hansal Describes Siebel Open UI Manifest Administration Changes in Innovation Pack 2013

Alexander Hansal

In his Siebel Essentials blog, Alexander Hansal explains Siebel Open UI Manifest Administration Changes in the latest innovation pack. He writes:

"Oracle's most recent release of Siebel CRM, known as Innovation Pack 2013 brings many features and enhancements in the Open UI area. One of the major changes is the way of storing references to the JavaScript files used by the Open UI framework."

Ip2013-manifest-files-view

You can read more at Siebel Open UI Manifest Administration Changes in IP 2013

 

New C-Suite Tech Optimization Chief Customer Officer Chief Information Officer

Oracle Buys BigMachines

Oracle Buys BigMachines

Oracle-logo  BigMachines

Adding to its portfolio of CRM solutions, Oracle Corporation (NYSE: ORCL) has entered into an agreement to acquire privately held BigMachines, a cloud-based Configure, Price and Quote (CPQ) company. The terms of the deal were not revealed but according to the Business Insider Oracle paid a valuation of about five-times the company's revenue. 

A product configurator guides sales people through a product’s available features, options, and dimensions, to ensure that only valid combinations are considered. It then generates a price quote based on that exact configuration with other pricing and product criteria. Complex quotes are usually subject to management approval and Big Machines includes a workflow manager to help expidite this process. Although not necessary to do their job, CPQ software acts as quality control process on sales reps since manual processes often create errors, add costs, delay revenue, and can even degrade the customer experience. BigMachines has two flavors of product.

The BigMachines Sales Platform which consists of the following modules:

  • BigMachines Sales Engine for internal sales teams,
  • BigMachines Channel Sales Engine for channel partners, VARs and distributors,
  • BigMachines Document Engine for both to use to produce the documents used as part of the sales process,
  • BigMachines eCommerce Engine A self-service, guided selling and configurator for online customers,
  • BigMachines Unplugged for outside sales reps and partners when they are offline,
  • BigMachines Admin Platform for administrator to set-up, maintain and personalize the BigMachines selling platform.

The BigMachines Sales Platform can be integrated into existing production CRM, ERP, CAD and other applications.

Flavor two of the company's offering is BigMachines Express - a similar product built on Salesforce.com’s platform. Express is a 100% native to Force.com and has three modules Configuration, Pricing and Quoting. About half of BigMachines customers are on Express. 

As part of the acquisition Oracle annouced that the CPQ Cloud will be integrated with the Oracle Marketing, Sales, Social, Commerce and Service Clouds.

“Together with Oracle, we expect to provide a complete cloud solution to manage sales processes,” said David Bonnette, BigMachines’ CEO.

The Oracle Siebel product line already includes a product configurator which Siebel Systems added to its offering in 2000 when it acquired sales configuration vendor OnLink in a stock deal valued at $609 million at the time of the announcement. Although Oracle has not announced it yet, the Siebel Observer predicts, depending on the demand, the CPQ Cloud will be added to the Oracle Siebel Roadmap sooner as opposed to later giving existing customers another way to innovate around the edges of their current applications.

Oracle

Are we witnessing one of the largest cloud moves - so far!?

Are we witnessing one of the largest cloud moves - so far!?

Today IBM communicated to its SmartCloud Enterprise customers that they will have to move to SoftLayer cloud environments - latest by January 31st 2014. This is the first and possibly the largest move between cloud infrastructures the same vendor that has happened so far in the short history of the cloud.


 

 

IBM is definitively moving fast here - the SoftLayer acquisition was only announced on July 8th 2013 - and now IBM plans to have all load moved off its previous infrastructure - SmartCloud Enterprise (SCE) in the next three months and a little more.

 

It's a move not an exodus

As the cloud business matures there are changes on the vendor side - may it be through business changes - or in this case due to an acquisition. The Nirvanix situation, where the vendor went out of business and gave customers 2 weeks to move their data out before servers would be shut down was more a forced exodus than a move. We can only hope that in the future of similar unfortunate events the vendors will give customer a little more time.

In the IBM case it's different as IBM wants SCE customers to move from one IBM infrastructure to another, newer and better (as we think) IBM infrastructure - so it's really a move for customers.

 

SoftLayer beats SCE

An acquisition can change everything, so IBM praises the SoftLayer datacenters, that have received some well deserved investment recently, the more modern infrastructure, the bare metal capabilities, the integrated and simplified environment with one portal, one API, one platform etc.

So current SCE customers are moving from a 3 star to a 4 star hotel - definitively a better place to stay. They should make sure that they are still paying the 3 star hotel prices... and if not they should make sure that IBM is upfront and clear enough on this.

 

Establishment of move standards?

As mentioned this is the first major intra vendor infrastructure cloud move. We may see the 3 month time frame that IBM has given to customers to become the new standard for similar situations. And 3 months is certainly better than the 2 weeks like in the Nirvanix situation.

Additionally IBM offers migration tools and documentation, which hopefully will likewise establish a new standard for cloud infrastructure moves.

 

What about SmartCloud Enterpise+ ?

The hosted offering of SmartCloud Enterprise+ (SCE+) is not affected by this move. In SCE+ IBM runs more complex environments for customers. These may prove (still) to complex for the SoftLayer infrastructure to run - so IBM may have started with the low hanging fruit. But we advise SCE+ customers to actively talk to IBM and find out what the future plans for SCE+ are.

 

How big is the move?

This was one of the key questions I had with peers and colleagues. At this point only IBM knows how many customers and loads are really in SCE. Maybe it's less than we expect -  maybe it's more - we will see if there is potential noise around this announcement for the right (and hopefully not for the wrong) reasons. 

 

MyPOV

Kudos to IBM for moving fast, moving customers to the better offering and communicating  this with an appropriate transition time frame. We will have to see how significant a move this is going to be - but it certainly establishes a precedence for the industry - on good and acceptable standards for customers. 

New C-Suite Tech Optimization softlayer Google IBM Oracle Microsoft SaaS PaaS IaaS Cloud Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service Chief Customer Officer Chief Executive Officer Chief Financial Officer Chief People Officer Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer

SuperNova Award Winners Announced! #SNA2013

SuperNova Award Winners Announced! #SNA2013

Constellation announces the winners of the 2013 SuperNova Awards at Constellation's Connected Enterprise

Six months and three hundred disruptive technology projects later, and we've finally whittled this group of early technology adopters down to seven winners--one for each SuperNova Award category.

These SuperNova Award winners emody the SuperNova Award spirit to fearlessly push the adoption and development of new technologies within their organizations. Not only did these SuperNova Award winners evangelize the development of new technologies within their organizations--their projects created disruptions within their industries and created real business value for their companies.

All applications were evaluated by the SuperNova Award Judges, comprised of industry thought leaders, and then put to a public vote. 

And the winners are....

Consumerization of IT & The New C-Suite - Chris Plescia, IT Leader, Collaboration, Nationwide

Matrix Commerce - Alan Hilburn, Director – IT Transportation & Operations, PSC, LLC

Data to Decisions - Roman Coba, Chief Information Officer, McCain Foods Limited

Digital Marketing Transformation - Karen Simmons, Senior Director, Enterprise Data Warehouse, Kelley Blue Book Co., Inc.

Future of Work - Greg Hicks, Director IT, Social and Collaborative Innovation, UnitedHealth Group

Next Generation Customer Experience - Pierre Bourbonniere, Head of Marketing, La Société de transport de Montréal (STM)

Technology Optimization & Innovaton - Don Whittington, Vice president and CIO, Florida Crystals Corporation
 

The winners were announced at the SuperNova Award Gala Dinner which is held the first night of Constellation's Connected Enterprise Innovaton Summit. Constellation was honored to host many of this year's SuperNova Award finalists as well as last year's winners. If only five percent of technology consumers can be considered "early adopters", all the finalists of this year's awards represent the cream of the crop of that five percent. 

The Rewards

All SuperNova Award Winners win:

  • One pass to Constellation's Connected Enterprise 2014

  • One one-year subscription to Constellation's research library

Congratulations to the winners! Continue to be brave, innovative, and disruptive!

Karen Simmons Kelley Blue Book

Karen Simmons, Senior Director, Enterprise Data Warehouse, Kelley Blue Book Co., Inc.

Greg Hicks United Health Group

Greg Hicks, Director IT, Social and Collaborative Innovation, UnitedHealth Group

Pierre Bourbonniere

Pierre Bourbonniere, Head of Marketing, La Société de transport de Montréal (STM)

*Constellation will begin accepting applications for the 2014 SuperNova Awards in April 2014

 

Media Name: tech5352.jpg
Media Name: tech5725.jpg
Media Name: tech5751.jpg
Media Name: tech5817.jpg
Data to Decisions Future of Work Marketing Transformation Matrix Commerce New C-Suite Next-Generation Customer Experience Tech Optimization Innovation & Product-led Growth AI ML Machine Learning LLMs Agentic AI Generative AI Robotics Analytics Automation Cloud SaaS PaaS IaaS Quantum Computing Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership Chief Customer Officer Chief Executive Officer Chief Financial Officer Chief Information Officer Chief Marketing Officer Chief People Officer Chief Procurement Officer Chief Supply Chain Officer Chief Technology Officer Chief Digital Officer Chief Data Officer Chief Analytics Officer Chief Information Security Officer Chief Operating Officer

Now that SAP is a tech company, it wants to be a … cloud company

Now that SAP is a tech company, it wants to be a … cloud company

In the aftermath of SAP’s TechEd conference in Las Vegas last week – a few things have crystallized out – that really are setting up the company for the years to come.

 
 

A few months ago I blogged about how SAP wants to be a technology company, based on my impressions of a visit in Palo Alto. Well after TechEd you did not have to read between the lines to understand that SAP wants to be a cloud company, that was made abundantly clear in keynote, sessions and briefings.

 

SAP – a tech company already!

The surprise in an early briefing with Steve Lucas and his Platform Solution Group (PSG), was, that Q3 revenue done by PSG was slightly above 50%. That by itself is an inflection point for SAP, and it looks like SAP is becoming a technology company much faster than (at least I had) anticipated. Now of course it remains to be seen how Q4 goes, a critical quarter for the company – and in Q4 applications may well take over the majority of revenue. Definitively something to keep an eye on – and if I was one of the financial analysts to ask questions on the earnings call in January 2014 – there goes my question.

 

HANA everywhere

Already at the Success Connect user conference 2 weeks earlier, SAP executives tried to make sense on of the very practice of naming everything HANA. It’s a product (database) and an adjective (platform) was one of the best attempts at sorting out the confusion that SAP has created. Worse to hear, that there are rumors that only products named HANA can get funding. SAP would be well advised to sort out the naming confusion – it makes it just easier for all in the SAP ecosystem… Hoping for a Sapphire cleanup here.

 

HANA – database – moves along

The HANA database offering is moving along, with good uptake of the Suite on HANA and equally on the function and feature side. The upcoming release (service pack) 7 is interesting and makes appetite for more, the ecosystem is eager to know what will be in release (service pack) 8.

The concerns for HANA remain around insert performance, elasticity and the need for a standard benchmark. On insert performance SAP is the most silence, on elasticity SAP has made progress (though I wasn’t briefed, but trusted the sources) – on the benchmark SAP needs to put a stake in the ground. No database offering of recent time has been out there without a standardized and published performance test. The longer SAP lets this linger, the worse for HANA adoption.

 

HANA – platform – good news

This was actually the most encouraging piece of TechEd. SAP has taken the former skunkworks project around the lean Java Sever from some years ago and formed a pretty compelling, open standards based platform. And it can do more than just develop applications for HANA – the database – so this makes is a general platform – and SAP would like to see it as a PaaS. Not positioning it like that, and non even naming PaaS in the keynote was an omission in my view. You can see some of the success and uptake with the meta framework on which the SuccesFactors EmployeeCentral application has been built. Or equally the soon to be release employee helpdesk application.

 

SAS and HANA

This was one of the more exciting announcements – if you ever worked as a data scientist or looked at how they work, you know moving and crunching data with ease is key. Making it easier with a bundle is a good move. If SAP executes this partnership right then it could make HANA the default platform of choice under SAS – a huge win for the company. On the flipside – given HANA’s in memory speed advantages, it is very close to not building models in the traditional way – but simply bootstrapping them – something that will not be favored by the data scientist using SAS. SAP will have to balance the two capabilities and interests.

 

Fiori needs to grow up fast

In his keynote drawing session, Sikka painted Fiori as the to be user interface for the future SAP applications and anything to be build on the HANA cloud platform. And while Fiori has great DNA (e.g. built on top of HTML5) - it needs to grow up quickly to become more than a casual, light weight user interface. Both SAP and coveted developers building enterprise applications on the HANA cloud platform will need a more dense, professional user interface. That's where business is done in today's enterprise applications - and while it's not the perfect usability, professional user productivity is well there. So Fiori (Italian for flowers) needs to become Alberi (Italian for trees) quickly. 

 

Mobile

I highlighted the new mobile environment and platform as one of my key takeaways of the keynote – and more detailed briefings confirmed that first impression. Similar to the HANA cloud platform, SAP moves away from many of the older Sybase products and solutions and favors more attractive standard and open source based components for the next generation of mobile applications – both to develop internally and to be the tool in the developer community.

 

Technology vendors need adoption and mind share

As SAP becomes more a technology vendor – it needs to cater more to the independent developer and get mind share in the development community. This is probably the largest challenge for SAP from a perception and positioning side – and there are no easy answers, no shortcuts to get there.

 The SAP Startup program is doing a very good job, aided by generous budgets and certainly has caught the attention of startups. But a similar effort needs to happen as an outreach to the traditional SAP SI partners and to the next generation of developers – if SAP wants to compete as a technology company. When asked by a SAP executive how SAP was doing with developers, a colleague simply stated that SAP is buying them. And there is some truth to that.  

It was encouraging to see that SAP executives start to mention Salesforce.com as the de facto standard platform for building enterprise applications more often – which is correctly perceived in the market and by development resources as the platform to beat momentarily.

So SAP TechEd will need to become one of the conferences – or change its nature dramatically – to cater more for ISVs, for partners, who create value added applications and ultimately – for the independent developer. And then SAP needs to do even more for mindshare. The developer meetup organized in parallel to TechEd in Palo Alto is a good start, but it's like getting ready for the Ironman, you are on the way the start line - haven't even started to race yet. 

 

Elasticity remains a concern

And while SAP is committed to be a cloud company, bringing up the elasticity of the offering (in  my view the  most important – make it or brake it feature of a cloud platform) with SAP technologists is almost a deer in the headlights situation. And partially the way how SAP does cloud – with bring your own license and yearlong sign ups – is not something that makes elasticity the top of mind issues. 

The good news is when talking more about it – SAP executives understand why it matters for the TCO of running in the cloud – and with that for price performance and profitability. We will have to see how well SAP can tune it’s offerings – or even better - design them from the ground up for an elastic world.

MyPOV

SAP clearly wants to create the business application cloud platform of the future. We need to see if the existing corporate DNA will allow that – it’s a long way from being the market leader for on premise business applications to become an infrastructure (and hopefully also a successful business application contender / ) leader in the cloud. And we previously observed that the new organizational structure points to cloud here.

 

On the road to cloud SAP faces a number of significant challenges – but equally has made good progress (HANA – database) and a promising start (HANA – platform). 

 

My biggest new concern for SAP will be a separate post and coming soon. 

New C-Suite Future of Work Tech Optimization Data to Decisions Digital Safety, Privacy & Cybersecurity Innovation & Product-led Growth SAP salesforce Oracle SaaS PaaS IaaS Cloud Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service Chief People Officer Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer Chief Executive Officer

Opinion: Why NFC trumps biometrics.

Opinion: Why NFC trumps biometrics.

This is a copy of an op-ed I wrote in IT News on 20 September.

It's been suggested that with Apple's introduction of biometric technology, the "i" in iPhone now stands for "identity". Maybe "i" is for "ironic" because there is another long-awaited feature that would have had much more impact on the device's identity credentials.

The fingerprint scanner has appeared in the new iPhone 5s, as predicted, and ahead of Near Field Communications capability. In my view, NFC is much more important for identity. NFC is usually thought of as a smartcard emulator, allowing mobile devices to appear to merchant terminals as payments instruments, but the technology has another lesser known mode: reader emulation.

NFC devices can be programmed to interface with any contactless card: smart driver licenses, health cards, employee ID and so on. The power to identify and authenticate to business and enterprise apps using real world credentials would be huge for identity management, but it seems we have to wait.

Meanwhile, what does the world's instantly most famous fingerprint reader mean for privacy and security? As is the case with all things biometric, the answers are not immediately apparent.

Biometric authentication might appear to go with mobiles like strawberries and cream. Smartphones are an increasingly central fixture in daily life and yet something like 40% of users fail to protect this precious asset with a PIN. So automatic secure logon is an attractive idea.

There are plenty of options for biometrics in smartphones, thanks to the built in camera and other sensors. Android devices have had face unlock for a long time now, and iris authentication is also available. Start-up EyeVerify scans the vein pattern in the whites of the eye; gait recognition has been mooted; and voice recognition would seem an obvious alternative.

With its US$365M acquisition of Authentec in 2012, Apple made a conspicuous commitment to a biometric technology that was always going to involve significant new hardware in the handset. The iPhone 5s incorporates a capacitive fingerprint detector in a subtly modified Home button. Ostensibly the button operates as it always has, but it automatically scans the user's finger in the time it takes to press and release. Self-enrolment is said to be quite painstaking, with the pad of the finger being comprehensively scanned and memorised. This allows the relatively small scanner to still do its job no matter what fraction of the fingertip happens to be presented. Up to five alternate fingers can be enrolled, which allows for a fall-back if the regular digit is damaged, as well as additional users like family members to be registered.

This much we know. What's less clear is the security performance of the iPhone 5s.

Remember that all biometrics commit two types of error: False Rejects where an enrolled user is mistakenly blocked, and False Accepts where someone else is confused for the legitimate user. Both type of error are inevitable, because biometrics must be designed to tolerate a little variability. Each time a body part is presented, it will look a little different; fingers get dirty or scarred or old; sensors get scratched; angle and pressure vary. But in allowing for change, the biometric is liable to occasionally think similar people are the same.

The propensity to make either False Positive or False Negative errors must be traded off in every biometric application, to deliver reasonable security and convenience. Data centre biometrics for instance are skewed towards security and as a result can be quite tricky and time consuming to use. With consumer electronics, the biometric trade-off goes very much the other way. Consumers only ever directly experience one type of error - False Rejects - and they can be very frustrating. Most users don't in fact ever lose their phone, so False Accepts are irrelevant.

Thus the iPhone 5s finger reader will be heavily biased towards convenience, but at what cost? Frustratingly, it is almost impossible to tell. Independent biometrics researchers like Jim Wayman have long warned that lab testing is a very poor predictor of biometric performance in the field. The FBI advises that field performance is always significantly worse than reported by vendors, especially in the face of determined attack.

All we have to go on is anecdotes. We're assured that the Authentec technology has "liveness detection" to protect against fake fingers but it's a hollow promise. There are no performance standards or test protocols for verifying the claim of liveness detection.

The other critical promise made by Apple is that the fingerprint templates stored securely with the handset will never made accessible to third party applications nor the cloud. This is a significant privacy measure, and is to be applauded. It's vital that Apple stick to this policy.

But here's the rub for identity: if the biometric matching is confined to the phone, then it's nothing more than a high tech replacement for the PIN, with indeterminate effectiveness. Certainly smartphones have great potential for identity management, but the advantages are to be gained from digital wallets and NFC, not from biometrics.

Some have quipped that the "S" in iPhone 5S stands for "security" but to me it's more like "speculation".

New C-Suite Digital Safety, Privacy & Cybersecurity Security Zero Trust Chief Customer Officer Chief Executive Officer Chief Information Officer Chief Information Security Officer Chief Privacy Officer

Can we please stop the [silly] CMO vs CIO spend debate?

Can we please stop the [silly] CMO vs CIO spend debate?

So much has been written about the CMO outspending the CIO in the recent months, I do not even recall who started the whole conversation (Gartner I think?). Doesn’t matter anymore at this point as it has taken off beyond expectations with not only the enterprise software vendors selling to CMOs – but all the journalists, analyst, pundits etc. blog and talk about it.
 
 
 
The whole rationale has baffled me for the longest time – since the CIO has always been spending (or watching over) other departments budgets to automate the enterprise. Real pure CIO spend is maybe on tools to run IT better (ALM etc.) or the tools to build – should the enterprise choose in house– custom apps. Otherwise the CIO has been spending other department’s money all the time. So where is the news?
 
The only CIO vs LOB connection I can make out in the history of IT is, that the first automation happened in Finance – so no wonder so many CIOs report to the CFO. And surely the CIOs never moved around with their reporting structure following the enterprise spend – so they did not move from Finance to Manufacturing, to HR etc. And agreed it helps, that the CFO is one of the few neutral executives in the enterprise, looking for the enterprise as a whole, not a slice of the organization. One more reasons CIOs have and will keep reporting to CFOs.
 
The news certainly is, that with the rise of social, a subset of the overall enterprise relationships have become digital and with that they can become part of software. But they are only a subset of the relationships that matter to the enterprise – just look how many sales people climb in airplanes and cars every day to see customers face to face. How many service technicians ride their vans to repair / maintain something. And so on.
And rightfully those digital relationships should be monitored, planned and run where they have been monitored ,planned and run the whole time – in marketing. And equally rightfully the CMO is the chief decision maker and designer of enterprise relationships. So if the news is, that the CMO is owning, influencing a large part of the enterprise IT spend in the teenage years of the 21st century, then we all agree.
 
But for delivering on the promise of the digital relationship for the enterprise – the CMO will have to make sure that these relationships are known, lived and updated across all touch points of the enterprise. And that’s where the CMO needs the CIO, not just a little bit, but the CMO needs the CIO a lot - badly. What other chance does a CMO have to make sure relationships are handled in accordance to the fine tuned customer segments and their related digital interaction patterns?
 
And this matters – as historically – next to sales people – the marketing people have been voluntary users. .Which means nobody will force them to use any software as long as they do a great job. Their usage of installed enterprise software is… voluntary. Ever heard of the top sales people being fired because they did not use the forecast methodology required – as long as they save the quarter every 3 months? Likewise the marketer who excels at promoting an enterprises brand and provides higher quality leads every quarter – will never have a tough conversation on staying with the enterprise because he / she is not using a certain system.
 
So it’s good news, that the CMO gets more of the IT spend, the real looser is not the CIO – who the CMO needs as an ally and enabler of company wide marketing segments and their related resource commitments, but the leaders of the other lines of business. Enterprises do not magically increase their IT spend because now there are tools for marketing to sense what is happening in the social world, to run electronic campaigns, to plan digital interaction patters etc. So the CFO, CSO, COOs are the losers in the equation. 
 
But ultimately they aren’t either for two reasons: Firstly, it’s good if their enterprise rethinks 
customer relationships in the digital age – and better sooner than later. And secondly investment will shift to them. Once the CMOs and their teams know what is going on with the digital relationships of the enterprise and can plan to shape and execute them to their desire – then the consistency of these digital relationships becomes more important, all along the enterprises’ value chain.
 
So the news is really that we see a seasonality in IT spending, due to the advent of the digitization of the enterprise relationships. Rightfully that process starts with marketing, but as soon as that is mastered in the enterprise, and the wave of making digital relationships actionable, measurable and consistent to relationship patterns will next hit sales, the manufacturing and then service.
 
Will there be news in a few years that the CSO spends more than the CIO (and the CMO)? I doubt it. By then everyone will have understood and accepted the seasonality of IT expenditure. And through the whole time the CIO will have managed and invested the enterprises’ IT budget – on behalf of the enterprise priorities.
 

MyPOV

The CIO vs CMO debate is silly, as the CIO has always served other enterprise function budgets. As technology evolves – those investment areas shift. But instead of potentially alienating CMOs and CIOs  – it’s more important to reflect what the CMO really needs and wants from the other CxOs – the adoption and execution of the digital relationship patterns the enterprise is supposed to have – as crafted by the CMOs and their teams, executed with highly desired consistency across the other CxO’s teams and implemented, operated and overseen – by the … CIO. So please stop debating and get back to business – shape the business model transformation that is enabled by the technology at hand right now. Totally fine (and reasonable) to start in marketing.

 
New C-Suite Marketing Transformation Tech Optimization Innovation & Product-led Growth Data to Decisions Future of Work Digital Safety, Privacy & Cybersecurity Next-Generation Customer Experience Matrix Commerce AI ML Machine Learning LLMs Agentic AI Generative AI Robotics Analytics Automation Cloud SaaS PaaS IaaS Quantum Computing Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership B2B B2C CX EX Employee Experience HR HCM business Marketing Growth eCommerce finance Social Customer Service Content Management M&A Customer Experience Chief Executive Officer Chief Information Officer Chief Marketing Officer Chief Technology Officer Chief Data Officer Chief Digital Officer Chief Analytics Officer Chief AI Officer Chief Information Security Officer Chief Product Officer Chief Financial Officer Chief Operating Officer Chief Experience Officer Chief Revenue Officer