Results

Slack Adds Threaded Conversations

Slack Adds Threaded Conversations

Today team collaboration vendor Slack announced the addition of threaded conversations to their group messaging application. Slack customers will be very happy to see this addition, as this has been one of the most requested features  since the product's original launch. What is a threaded conversation? It's when a message has replies directly linked to it, rather than each reply just being posted on it's own in a "flat" chronological order. Think of it this way, instead of having a dozen people in a room all talking over each other at the same time making conversations nearly impossible to follow, people tend to discuss one topic, then move on the next, etc. If you want to go back to an older topic, people say "Remember when we were talking about so and so?" Structure is important in conversations, as it helps reduce the clutter and the chaos that can occur in a channel when there is no organization. 

You start a thread by hovering over a message, and clicking the new "Start a thread" icon. Given Slack's focus on user design, friendliness and fun, I'm a bit I'm surprised by the choice of the rather technical term "thread" versus something more natural like conversation, reply or comment, but naming aside, threads are a very welcome addition.

This opens the message on the right hand side of the screen, which Slack calls the Flexpane. There you can read the entire conversation and add new replies.

After you send the reply, the original message is updated indicating the number of replies. 

Better Late Than Never

You may wonder why it's taken Slack a while to add threaded conversations. Slack spent almost 2 years working on several designs, testing both internally and with a few customers to make sure they released a design that is both simple and effective. There were many design elements to consider, including:

  • How many levels of nested replies should they allow? Meaning should there just be replies to the initial message, or should you be able to reply to a reply? 
  • How should threads be displayed in the main stream? Should they be expanded or collapsed by default?
  • Should posts with new responses be bubbled up to the top of the stream, or just kept in line with when they were originally created?
  • When and how should people be notified about replies?

It's interesting to note, there is very little consistency in the answers to these questions across the various enterprise software vendors. Threaded conversations are handled differently in Facebook, IBM Connections, Salesforce Chatter, Microsoft Teams, etc. So far there does not appear to be a specific "right answer". For Slack's part, rather than cluttering up the main stream with replies, they allow people to open the conversations they want on the right. This is similar to scanning through a long list of email subject lines, then opening the email you want to read in a preview pane on the right. Slack's approach here is similar to IBM Connections, which also shows conversations on the right instead of inline in the stream like Facebook and many others. Time will tell how Slack's customers react to this.

One of the things I like the most about Slack's threaded conversations is the addition of the "All Threads" view.  This view allows you to easily see all the conversations (sorry, threads) that you started, replied to, or you've been mentioned in - across all your channels in one place. You can also manually choose to follow threads that don't automatically meet one of those 3 criteria. The All Threads view enables you to easily keep up with the threads you're engaged in, without having to jump between several screens of information.  

Slack All Threads View

A Crowded Space

The group messaging market is very competitive, with offerings coming from several directions including:

  • standalone vendors like Glip, HiBox and HipChat (see the Constellation ShortList™ Enterprise Group Messaging: Standalone)
  • traditional UCC/PBX vendors like Cisco Spark and Unify Circuit (see the Constellation ShortList™ Enterprise Group Messaging: Unified Communication)
  • enterprise collaboration/social networking vendors like Microsoft (Yammer and their new Teams product), Salesforce Chatter, IBM (the upcoming Watson Workspace) as well as Workplace by Facebook

Slack's addition of thread conversations eliminates one of the talking points these competitors have been using when selling against Slack.

It's clear Slack put a great deal of thought and testing into this feature, and Constellation Research looks forward to speaking with customers about how they are using it.

 

 

Future of Work

NRF Big Show 2017 Spotlights Data-Driven Imperatives

NRF Big Show 2017 Spotlights Data-Driven Imperatives

The National Retail Federation Big Show 2017 underscored the importance of better, data-driven understanding of customers to fend off competition from Amazon.

Retailers don’t just want to survive in the age of Amazon; they want to thrive. That much was clear at the super-busy January 15-17 National Retail Federation Big Show 2017 in New York.

Throngs of retail executives gathered at this year’s Big Show in search of emerging trends, tactics, technologies and related advice on how to innovate, compete and win in a challenging environment. Invariably, better, data-driven knowledge of customers is the key to competitive advantage, whether it’s through predictive marketing or smart, personalized recommendations driven by machine learning. Here’s my video takeaway from the latest installment of NRF’s annual Big Show.

NRF Big Show Spotlights Data-Driven Imperatives from Constellation Research on Vimeo.


Innovation & Product-led Growth Data to Decisions Future of Work Tech Optimization Next-Generation Customer Experience Digital Safety, Privacy & Cybersecurity Event Report Executive Events ML Machine Learning LLMs Agentic AI Generative AI AI Analytics Automation business Marketing SaaS PaaS IaaS Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP finance Healthcare Customer Service Content Management Collaboration Chief Customer Officer Chief Information Officer Chief Supply Chain Officer Chief Digital Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer Chief Executive Officer Chief AI Officer Chief Analytics Officer Chief Product Officer

ADP Acquires The Marcus Buckingham Company to Expand Talent Portfolio

ADP Acquires The Marcus Buckingham Company to Expand Talent Portfolio

Earlier this week ADP shared that it acquired The Marcus Buckingham Company (TMBC), a player in the Talent Management space.
 
 

Worth to dissect the press release in our custom approach - it can be found here:
 
ROSELAND, NJ 01/17/17 -- ADP has acquired The Marcus Buckingham Company (TMBC), an innovator in human capital management (HCM), to bring to ADP clients a more scientific approach to employee engagement and performance. TMBC, and its founder Marcus Buckingham, are pioneers in using data and research to drive talent management practices that help managers build engagement and increase performance in their teams. Their unique approach empowers managers to coach employees based on their strengths and custom-design teams based on those strengths.
MyPOV – Good summary on what ADP will get with TMBC.

TMBC's cloud-based performance and talent management solution, StandOut, couples applications with coaching and education to give team leaders the tools, insights and data needed to turn talent into better employee performance. Built on decades of groundbreaking research that has uncovered the factors that differentiate high-performing teams, this solution will now be offered as ADP StandOut. TMBC has a global client roster that spans a broad range of industries from professional services to hospitality and includes many companies in the Fortune 100.
MyPOV – So it is not about consulting / services – but about IP / product assets, too as TMBC StandOut gets a paragraph here. Bringing data together with tools to help companies manage talent better is an interesting combination. The question will be if ADP can keep getting the same quality and amounts of data that an independent TMBC used to get.
"At its core, the strength and differentiation of any company lies in its talent," said Carlos Rodriguez, president and CEO, ADP. "That is why we are continuing to invest in data-driven talent management solutions with the acquisition of TMBC. The company's technology and renowned research will add to our existing talent portfolio and puts ADP in a position to better serve the growing number of innovative organizations who are thinking differently about how they manage and engage their talent. We are thrilled to welcome both TMBC's associates and Marcus into the ADP family."
MyPOV – Good quote by Rodriguez. ADP has huge upsell potential in its install base – that is mainly using HR Core and Payroll products from ADP. Now ADP has data and tool to continue the upsell as well as a chance to sell to the few hundred existing ADP Talent Management customers. Plenty of ways to monetize TMBC assets, know-how and services.
According to the Deloitte Global Human Capital Management Trends 2016 report1, 77 percent of executives say that people analytics are a priority, but only 29 percent think that they are successfully using outside data to predict workforce trends and target the right talent to meet those trends. With that in mind, the acquisition of TMBC helps ADP further deliver on its talent management strategy of helping companies build better workforces through the strategic use of data and research.
MyPOV – All about how ADP tries to position Talent Management. When you come late to the ‘party’ you better have some differentiators and ADP is using a data / research approach to Talent Management to differentiate the offering.
Marcus Buckingham is a noted author and speaker and has been featured as a thought leader on talent management and leadership trends in a range of outlets that span The Harvard Business Review and Forbes to Oprah and Larry King.

MyPOV – Indeed ADP gets a thought leader on Talent Management, it will be interesting to see how Buckingham’s ideas and concepts will be received by the ADP customer base. It’s not only ideas that are needed by ADP, ADP also needs to connect with a different buyer. But with TMBC in the pocket, doors may open more easily than ever before. Lastly an interesting culture mix, TMBC was all centered around the 'star' CEO - vs. ADP is all about the 'machine team'. Will be interesting to watch.
"In the world of people-at-work, everyone trusts ADP data, so I leapt at the chance to bring to the ADP ecosystem StandOut's data-based insights and tools on people's talents, engagement and performance," said Marcus Buckingham, co-head, the ADP Research Institute. "At a time when so many companies are clamoring for real-time and reliable people data, when they crave tools that leaders and team members actually want to use, the combination of ADP's scale, security and data-integrity with StandOut's focus on real-world teams, is unique and powerful. I'm so excited to see how many companies and people we can serve."
MyPOV – Good quote by Buckingham, we also learn about his new ‘home’ with the co-head position at the ADP Research Institute. And indeed, we know getting the ‘hard’ compensation data is always a challenge for talent management related engagement. So, this is a win / win for ADP customers.
ADP has helped organizations of all types and sizes for more than 60 years unlock the potential of their workforces. ADP's cloud-based talent portfolio -- which includes recruiting, recruiter training, outsourcing, screening and selection, onboarding, learning, goals, performance, data analytics, succession and compensation -- is expanded in breadth and depth with TMBC's technology, consulting and research.
MyPOV – Good summary of what customers can now expect from ADP + TMBC in Talent Management.

Overall MyPOV

ADP customers have for a long time looked beyond ADP for Talent Management. First because of a lack of ADP offering, then because of lack of competitiveness of the ADP Talent Management capabilities. That has changed since approximately two years (read more here) and ADP is showing success in selling Talent Management into its install base, with increasing momentum. The acquisition of TMBC should help this development, as ADP has more talking points and value drivers to start a conversation with Talent Management.

On the concern side, ADP will have to open doors that have not been open or have been shut for the vendor. Never an easy re-targeting effort. But a saturated install base on the Payroll / HR Core side forces the ADP go to market machine to focus on upsell and cross-sell anyway and the success rate of that market effort overall will determine much of ADP’s future success. And after install base - there is always the green field - a very different challenge for any vendor and here for ADP.

Overall a good move by ADP, good news for ADP customers, too – as we know that in the long run – suites always win. HR practitioners dread nothing more than integration issues, getting more automation from a single vendor is good for businesses, as suite level benefits come to play, and possible differentiators that matter (see e.g. ADP’s ‘data driven angle). We will be there to watch, stay tuned.

 
Future of Work Innovation & Product-led Growth ADP Chief People Officer

Let's Talk AI and the Future of Work - #Davos17 #WEF

Let's Talk AI and the Future of Work - #Davos17 #WEF

Today on DisruptTV, I spoke with Constellation CEO Ray Wang, Salesforce Chief Digital Evangelist Vala Afshar and Wipro CMO Naveen Rajdev about AI and the Future of Work. Some of the things discussed include:

  • What does this mean for employees?
  • The balance between convenience and privacy.
  • Will AI replace human workers?
  • Why is now the time for AI?

DisrupTV On The Road from Davos 1.17.17 from Constellation Research on Vimeo.

What do you think? How will AI impact your job, and what are you doing about it?

 

Media Name: Voila_Capture 2017-01-17_01-59-00_PM.png

IBM Verse - Email Reimagined, Now Available On Premises

IBM Verse - Email Reimagined, Now Available On Premises

In this video, IBM VP Ed Brill and I discuss the release of the on-premises version of IBM Verse. We talk about what this means for both customers and business partners, how Verse fits into the IBM portfolio, as well as the cognitive capabilities of IBM Watson, and finally the IBM Connect conference being held in Feb in San Francisco.

 

Future of Work

Why Did We Create an Executive Community?

Why Did We Create an Executive Community?

 

Many times, the only way that you can stay in touch with others efficiently is through technology whether it’s by mobile app, email, website, or phone. That’s why Constellation Research created its own executive community, known as the Constellation Executive Network, to bring together leaders interested in finding answers within a trusted community, learn from one another, and enjoy one another’s company, insights, or opinions. If you saw my blog post on “What Is the Big Deal About an Executive Network?”, you’ll see that it all boils down to offering the option for innovative leaders who are a part of our ecosystem to join our inner circle, the Constellation Executive Network.

Our analysts happen to be the type of people you’d be happy to enjoy a couple drinks with, while either "talking shop” or just swapping travel, financial, or technology advice. Somehow, they have the right combination of experience, expertise, approachability, and directness that lends themselves to partnering well with people interested in their advice or perspective, while also being well-traveled and well-read, which makes them decent company to have any time. With any of them, there’s no shortage of topics to discuss, since they’re well versed on a variety of subjects and also have an unexpectedly wry sense of humor in many case. Plus, I don’t think I’ve ever heard any of them at a loss for words. 

In this New Age of Storytelling, our analysts deviate from the new norm because they don’t believe in storytelling for the sake of telling a story. Instead, they believe in “telling it like it is”, and there’s a lot of value in that general philosophy that guides their research, debates, and conversations. If you check out any of their profiles on our website, you can see what research they are working on and connect with them on Twitter to see what I mean. These domain experts comprise the core group of expert thought leaders that serve as resources and sounding boards for you in our inner circle tailored around the business needs of innovative enterprise technology buyers, the Constellation Executive Network

If you checked out my blog post entitled, How Do You Find True Value in the Vast Sea of Networks for People?, I pointed out that regardless of the how much technology adds to our lives, at the end of the day, the power of networks are in the interpersonal connections between people. 

For those of you who are sports fans, it comes down to decision time.

1) Are you going to stay a spectator and just sit on the sidelines of the Constellation Research ecosystem?

2) Are you ready to be proactive, to get involved, and to dive into the action, by joining our inner circle, the Constellation Executive Network, so that you are better positioned to drive changes in your business faster and more effectively?

 

Related links: 

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

How Do You Find True Value in the Vast Sea of People Networks?

How Do You Find True Value in the Vast Sea of People Networks?

Is there a way to tap into Silicon Valley's insider's knowledge when you live elsewhere?

In Silicon Valley’s startup world, there's no shortage of networks. Those include startup accelerators or incubators like 500 Startups, Y Combinator, and Plug and Play Tech Center. Each provides its own distinct ecoystem of investors and entrepreneurs in additions to advisors and mentors and serves a specific purpose. A couple of my personal favorites that I’ve been a part of as as participant or chairperson include VLAB, the San Francisco Bay Area chapter of the MIT enterprise forum at Stanford University, and Cleantech Open, a global accelerator for early-stage clean technology startup companies. 

Due to steady market demand, technology platforms used as tools to facilitate the development and maintenance of networks continue to proliferate, and I see few signs of deceleration. These include businesses like Slack, Facebook MIcrosoft's LinkedIn or Yammer, Meetup, Jive, Cisco’s WebEx, Evite, Marketo, DoubleDutch, and Hubspot. (Disclosure: We either regularly analyze or use many of these. For instance, these companies include clients, are highlighted on a Constellation ShortList, exist as part of the technology landscape in our research coverage or function as the technology platform of our Constellation Executive Network mobile app.)

Each technology serves as an enabler to growing networks, by making it easier to stay in touch or facilitate stronger connections, regardless of a person's time zone or physical location. Attracting and serving members has become easier in some ways yet more challenging in other ways. The existence of technology that facilitates people networks has effectively lowered the barriers to entry for new networks.

With what appears to be a glut in the supply of networks, it's now more difficult to identify the right ones to meet your needs. In our case, we designed the Constellation Executive Network, so that leaders located anywhere could tap into either Silicon Valley-based or global perspectives. 

Keep your focus on leveraging networks for sustained personal and professional growth.

Over the past couple of decades, I’ve been fortunate enough to meet or spend time with hundreds of business professionals around the world, ranging from Europe to Asia and across North America. Along the way, I’ve built or run unique, customized programs for more than six diverse networks in either Silicon Valley or North America, two executive networks, including one for a technology startup acquired by IBM and the one that I run now, one California network of clean technology startup founders facing various growth stages, one regional alumni network of global business professionals, and the list goes on. 

One of the most gratifying aspects of evangelizing and overseeing the growth and success of different networks is that I also get to act as a matchmaker between leaders trying to solve business problems and domain experts who can provide sound advice to help. Bringing the right players together is a combination of art and science where you need to be creative and also look at the data and signals.

With our Constellation Executive Network, for instance, I collaborate with our client services team to ensure that we connect our members to the most suitable analyst to advise them. That extra effort requires a customized approach, and it's worth the extra time on our side to make sure that we get it right. We're passionate about partnering with our members to influence better outcomes and to help businesses transform and avoid stagnation.

I’m sure there’s probably a technology platform that performs similar matchmaking functions to what we offer, but for now, we haven't been replaced by artificial intelligence or a robot, and that suits us just fine. We recognize that experiences, relationships, and personal interactions matter, once technology is stripped away. If you have ever seen the disturbingly riveting Amazon Prime series, Humans, or the intriguing movie, Her, you know what I’m talking about. 

Networks are fundamentally about people and communities.

At the end of the day, it’s all about the people. You spend time with them when you need them professionally or personally. When you find time to relax or take a breather, there’s going to be a point in time that usually involves hanging out with your favorite people, and we'd love the opportunity to become part of your group of favorites. Let us know what we can do to make that happen.

Related links: 

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

What Is the Big Deal about an Executive Network?

What Is the Big Deal about an Executive Network?

How to decide whether it's worth it to join an executive network.

Plenty of networks exist worldwide, whether they’re informal or informal. Whenever you join a club, membership program, professional associations, meeting or even a leadership workshop series. Why does it matter though, or why should you care? Sometimes, it’s hard to quantify what belonging to a network provides, even after you evaluate all of the benefits. At the end of the day, what you put into once you join is often what you get out of it. Frankly, some people get more out certain networks than others.

Evaluating networks is probably not unlike comparison shopping using your mobile phone, online search, or in-person visits to understand the value of products and services better. I came across this blog post that states the value on a very basic level, membership means being a part of the inner circle. Who doesn’t want that? 

On a broad level, membership programs can be coined as pay to play annual memberships or even loyalty and rewards programs spanning a wide assortment of industries including airline, groceries, retail, credit card, telecommunications, entertainment, and so much more. The choice is staggering when it comes to increasing your potential for perks and to be a part of the inner circle: Amazon Prime, Netflix, Comcast, Sephora, Costco, Sam’s Club, airline mileage programs like Southwest, United, and American Airlines, or credit card programs like the REI MasterCard, American Express Platinum Card, and Citi Thank You Preferred card.

American Express’s famous slogan has been stuck in my head for as long as I can remember...membership has its privileges. Then, there’s a Mastercard’s Priceless advertising campaign that showcases personal stories about its unexpected benefits.


Being a part of a community like a network can tie you in by association. For instance, Constellation Research fosters decision support and career development of innovative executives as part of its vibrant ecosystem that brings together business professionals from technology companies, leaders who buy or influence the purchase of enterprise technology, expert technology analysts, and thought leaders. Take a look at any of our DisrupTV web shows, and you’ll get a sense of who we’re connecting with to share different perspectives using technology to make these speakers available to a wider audience. 

If you want to gain new perspectives from leaders who are deeply involved in the transformation of their business, most of our panel discussions from our annual innovation summit, Connected Enterprise, weigh in on surprisingly compelling topics like the transformation of the sports and entertainment industry. Explore any Connected Enterprise video in our video collection to get a better understanding of how we connect and learn from executives across multiple industries and functions. 

The Constellation ecosystem is both inclusive and exclusive.

The Constellation ecosystem has grown steadily, since the firm was established six years ago. We’ve been privileged to welcome Top 100 Social CIOs, global experts, best-selling business authors, rock star entrepreneurs, executives from F500 companies, among others. 

As a subset of that ecosystem or inner circle, we offer the Constellation Executive Network, which is open to a self-selected group of innovative leaders who can join through annual membership. At a basic level, it’s a chance to partner with us to solve some of your most pressing business problems, stay informed and more easily weed out much of the noise and hype, connect with likeminded leaders, and influence research that helps to shape what technology vendors will do in the future. Ultimately, it’s value is best defined by what you invest in terms of sharing your preferences along with your knowledge or business concerns and strategic considerations, so that we can understand your needs and work with you to help you think through multiple scenarios or wrestle with tough decisions. It’s designed to serve you when you need it and exist as an added go-to resource. 
 

Networks aren’t for everyone.

The programming for each one varies and carries a certain tenor. Ours is entertained with the intersection of technology and business and how innovation involving these two impacts industries, society, and culture. If that remotely interests you, then the Constellation Executive Network might be the right one for you. 

Our community of leaders is vibrant and dynamic just like the disruptive technologies and transformational business models that we cover. We take everything that we analyze, while we assess the big trends tied to enterprise technology and think bigger about the implications for the future. After that, we distill it into what that means for different industries and use that as a foundation for addressing the opportunities faced in each organization or business by specific leaders. That’s when the tailored packaging of analyst inquiries offered to our executive network comes in to help leaders tackle their specific issues, while getting the chance to connect with a wider community of innovation-minded leaders to share information or ideas.

So, back to the big question: what’s the big deal about an executive network?

It is what you make it to be. What you commit in time and energy typically affects the value you get out of it. It’s not unlike investing in a new technology skill or trying to grow your financial portfolio. If you are too busy to leverage a network, then it can often be much hard to accomplish what you’d like to as quickly as you’d like to. Fortunately, we tend to work with senior leaders who may face competing demands from investors, their Board of Directors, and their other stakeholders, and they often have the means or resources that enable them to reshuffle their priorities or get creative with their schedules when they need to, so that they can stay engaged members in our ecosystem.

First, you can enjoy all of the general benefits like being associated with likeminded colleagues and making new, unexpected connections because who doesn’t like to be invited to play in the same sandbox as all the other cool kids. Tapping into the unique benefits like confidential analyst inquiries to accelerate problem solving or making deeper connections with certain key people is mostly likely where you'll get the most value, so active participation when you need or want a boost is key to your success.

In this New Age of Experiences and Storytelling, it doesn’t hurt to have a compelling success story or two to share the next time that you’re at a cocktail party or professional mixer. Joining the type of executive network that’s right for you can help you boost the changes for developing that collection of good stories. 
 

Related links: 

 

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

The state of IoT at the end of 2016; Is the lack of uniformity in solution provision deterring buyers?

The state of IoT at the end of 2016; Is the lack of uniformity in solution provision deterring buyers?

2016 has seen IoT make most of its Business impact as either extensions of existing IT based cost reduction moves, or extending the experience of Industrial Automation deployment. These early IoT adopters all use sensors and sensing to boost their existing operational management capabilities because they can recognize value in this context. But how will the IoT market develop in 2017?

The level of interest in IoT is high with a great deal of events and online content devoted to the topic, but even so levels of recognition and understanding remain very low. Much of what is presented is fragmented around a particular product set, rather than a Business requirement, preventing CxO level management from acquiring a strategic view of the role of IoT in the Digital Services economy.

Perhaps even worse it seems as potential buyers are being deterred by the lack of recognizable uniformity in the approach to the same given Business requirement. The diagram below represents the most commonly held understanding by Constellation clients of the various Technology vendors positioning. Black text indicate areas where it was felt IoT business solutions were easier to understand, against purple text indicating a technology that needed to be integrated into a solution.

Widespread Business Adoption requires recognizable Business and Technology models that support clear value at low strategic risk combined with an ongoing incremental adoption path delivering an upward curve of increasing value. Where ever these basic conditions are met then adoption flourishes and the IoT market exhibits this just as much as any other technology market.

Currently Business and Management Consultants identify the future state of Business whilst Technology vendors present the elements, with little to connect the two. Hybrid Management to address the three principle questions is, from either side, in very short supply. The result is that it still early days in the growth curve with the Internet of Things Institute reporting that 19% of Business Professionals had still not heard the term in mid 2016.

In 2014 87% of consumers hadn’t heard of IoT, yet consumer adoption for Smart Homes has been a success story. Almost certainly the answer is products on offer delivered both recognizable ‘value’ propositions as well as integrated low risk home wide extensions.  There was no sale of IoT technology, but there was and is some immediately recognizable consumer attractions. So what’s the problem in defining good IoT Business propositions?

The Business adoption curve of IoT has striking differences, plus one point of similarity, with the previous Internet and Technology waves. The similarity is that consumer take-up around Smart Homes has occurred earlier and faster than Business take-up; think Smart Phones, Web, even the Internet itself. The manner of Technology adoption is usually explained by reference to the classic Crossing the Chasm model to define the stages of adoption by Business.

The initial stage of ‘Innovators’ sets the stage for all later success as enthusiastic start-ups collaborate with technology enthusiastic buyers to establish what works, and how that creates real Business value. The ‘Innovators’ stage ends when consensus has been formed on how to use the new technology for business competitive advantage and the identification of the leading products/startups. This critical stage prepares the adoption case for ‘Early Adopters’, those Enterprises whose culture and business model is driven by gaining ‘first mover’ advantage.

The ‘Chasm is Crossed’ at the stage when the market has become recognized and is growing at increasing speed, usually with one, possibly two, of the initial startups recognized as the low risk vendors. By this point established Technology venders will be starting to enter the market with their versions of the new product, sometimes based on acquiring startups with good technology that have failed for commercial reasons. 

The large established IT vendors with their need to train sales and support staff on a global basis need the new market with its business benefits to be clearly defined in order to operate successfully.

IoT simply doesn’t seem to have followed this curve, as the established IT vendors seem to have entered the market at the Innovators stage before the market became clearly defined. Sophisticated products that require large investments are being offered before the Business case is widely understood, and low risk approaches are clear. As the sums involved are larger than innovative Startup projects would have required Early Adopter buyers are wary!

The book ‘Crossing the Chasm’ has much more to offer than its well known Technology Adoption bell curve being a concise handbook on marketing and selling high tech solutions. One of its messages states; “there must be a group of aligned, mutually supportive, technology subsets and products that together constitute the ability to create solutions”. This condition is certainly met, as the first diagram above proves, but the critical point also being made is that the solutions required must have been defined. This is all too often conspicuously absence due to the by passing on the usual ‘Innovators’ phase.

It may be that the sheer size and scale of IoT with its countless ways of impacting business to create value is simply too big to follow a single recognizable adoption path. Certainly there is no doubt that a number of sub markets can be identified and in each there is a dominant player with a recognized value proposition. Does that clarify adoption rates, not always as the following example illustrates.

In the Smart Cities and associated Utilities sub category, Libelium an early innovator in IoT Sensors and Sensing who are now a recognized leader with a global ecosystem of partners and developers. Libelium is a perfect example of a ‘Crossing the Chasm’ startup in the Smart City market that has become a dominant Global player in what is now an early adopter Smart City market. As such it has a fully developed set of solution offerings, even low cost pilot ‘Innovators’ kits.

Some of the Libelium solutions, such as Parking Utilization Management, are now well recognized for their benefits, so mainstream IT players are also offering the same solution as a part of their Smart City transformation. Each vendor suggests that how it is deployed is a consideration of an entire Smart City strategy, and each vendor approaches the key principles of a Smart City in a different technology model.

Consider the offerings of IBM Smart City Solutions majoring on Watson based advanced analytics, Cisco Networking the Smart City, and SAP making Smart Cities Smarter. In each link the technology vendor references Parking Management as a case study, but careful reading indicates that what each believes is the core technology required is, not unexpectedly, different with alignment to their current technology leadership.

All the solutions undoubtedly work well, and have case studies to prove their capabilities. (Interestingly none of the IT technology vendors actually provides the important element of the actual sensors and sensing). The effect on a potential buyer is the confusion of four, (including Libelium), completely different approaches to providing an answer to their apparently straightforward requirement to improve parking space utilization in their Smart City strategy. 

Crossing the Chasm takes care to identify this problem confronting buyers and markets stating; "the notion that part of what defines a high-tech market is the tendency of its members to reference each other when making buying decisions-- is absolutely key to successful high-tech marketing."

It is hard not to believe that many potential buyers of Smart City Parking solutions are deterred by the multiplicity of the solutions on offer. Especially when at this early adopter stage of the market there is no general understanding of the technology involved, and the abilities to write a requirement definition are less then fully developed.

Directly similar scenarios can be identified in other sub markets, and in some markets there are additional Technology vendors not coming from the IT market, but from the actual industry sectors. Their proposition is direct and frankly appealing; Trust us as we really understand this Business and our solutions are based directly on experience.

2017 looks to be the start of a new phase in the IoT market as the Industrial Technology vendors start to pit their Business Knowledge solutions against the IT vendors Technology knowledge. Expect to see the new IoT vendors from Industrial Technology making use of their installed customer bases, extensive sales, support and financial capabilities to redefine the Business case for IoT, and very possibly various sub sector market places too.

Perhaps the actions of SAP in announcing a new round of new IT and Industrial Technology vendors partnerships , and GE in signing IT System Integrators to deliver its Industrial Technology are both illustrations of how the IoT market in 2017 will develop!

Got a few minutes? Take Constellation's 2017 Digital Transformation Survey and see how your organization stacks up against others pursuing digital transformation. Constellation will send you a copy of the results.

 

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Julian Assange quoting blockchain hash does not prove he's alive

Julian Assange quoting blockchain hash does not prove he's alive

A few days ago, it was reported that Julian Assange "read out a bitcoin block hash to prove he was alive". This was in response to rumours that he had died. It was a neat demonstration not only that he was not dead, but also of a couple of limits to the blockchain that are still not widely appreciated. It showed that blockchain on its own provides little value beyond cryptocurrency; in particular, on its own, blockchain doesn't 'prove existence'. And further, we can see that when blockchain is hybridised with other security processes, it is no longer terribly unique.

What Assange did was broadcast himself reading out the hexadecimal letters and numbers of the most recent block hash at the time, namely January 10th. Because the hash value is unique to the transaction history of the blockchain and cannot be predicted, quoting the hash value on January 10th proves that the broadcast was not made earlier than that day. It's equivalent to holding up a copy of a newspaper to show that a video has to be contemporary.

With regards to proof of existence, the evidence on the blockchain comes from the digital signatures created by account holders' private keys. A blockchain entry certainly proves that a certain private key existed at the time of the entry, but on its own, blockchain doesn't prove who controls the key. A major objective of blockchain as a crypto-currency engine was indeed to remove any central oversight of keys and account holders.

Quoting the blockchain hash value from January 10th doesn't prove Assange was alive that day. It is the combination of the broadcast and the blockchain that tells us he was alive.

If this is an example of blockchain providing proof-of-existence (or "proof of life" according to some reports) then the video is like a key management layer: it augments the blockchain by binding the physical person to the data structure. Yet the combination of a video and the blockchain doesn't provide any unique advantages over, for example, a video plus the day's newspaper, or a video plus a snapshot of the day's stock market ticker tape or lotto numbers.

The pure blockchain was designed to manage decentralised electronic cash and it does that with great distinction. But blockchain needs to be combined with other processes to achieve the many other non-cryptocurrency use cases, and those combinations erode its value. If you need to wrap blockchain with other security mechanisms to achieve some outcome, you will find that the consensus algorithm becomes redundant, and that simpler systems can get the job done.

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