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Certified salesforce.com Professionals for Global System Integrators – Accenture leads the way

Certified salesforce.com Professionals for Global System Integrators – Accenture leads the way

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The salesforce.com System Integration and Solution Services market is accerlating more than any other major enterprise technology platform. The salesforce.com market is innovative and transforming the way enterprises and agencies engage with their customers, stakeholders and overall ecosystem. As a result of this capioIT is increasing focus on this market.

One of the key attributes of the salesforce.com services market is the number of certified salesforce.com professionals that major services providers have within their ranks. The table below highlights the number of certified professionals in the 14 vendors included in the overall salesforce.com capture share report. (source: August 2014, https://appexchange.salesforce.com/results?type=Services&filter=a0L30000001kHrREAU). Note this table highlights the number of global resources regardless of location. 

VendorGlobal Salesforce Certified Resources
Accenture1652
Deloitte640
Cognizant604
TCS594
Wipro505
Capgemini407
Appirio356
Cloud Sherpas332
Bluewolf309
Infosys256
IBM247
HCL247
NTT242
Fujitsu99

As the table highlights the salesforce.com certified professionals market is dominated by Accenture. As at August 2014, Accenture had approximately 250% more certified professionals than the nearest contender, Deloitte. Cognizant, TCS, are slightly behind Deloitte.

Of the important and increasingly influential cloud focused SI’s Appirio, Cloud Sherpas and Bluewolf have between 300-350 certified professionals. These firms increasingly fight above their weight in this market and as the results of the forthcoming capture share report will highlight are amongst overall market leaders.

Clearly at the smaller end of the numbers of certification and therefore salesforce.com are some global heavyweights, most notably IBM and Fujitsu. These vendors have considerably less certified salesforce.com professionals and influence than in more traditional and legacy technology markets.

Capture Point 

The number of salesforce.com professionals in major Systems Integration and Services providers is clearly not the only determinint of the overall depth of capability that a vendor has in the space. However, it is very indicative of the investment that is being made. The likes of Accenture, Bluewolf, Deloitte and Cloud Sherpas are making comparitively stronger investments in the global and regional salesforce.com ecosystem and it is reinforced by their performance and perception.


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Safeguarding the pedigree of Attributes

Safeguarding the pedigree of Attributes

The problem of identity takeover

The root cause of much identity theft and fraud today is the sad fact that customer reference numbers and personal identifiers are so easy to copy. Simple numerical data like bank account numbers and health IDs can be stolen from many different sources, and replayed in bogus trans-actions.

Our personal data nowadays is leaking more or less constantly, through breached databases, websites, online forms, call centres and so on, to such an extent that customer reference numbers on their own are no longer reliable. Privacy consequentially suffers because customers are required to assert their identity through circumstantial evidence, like name and address, birth date, mother's maiden name and other pseudo secrets. All this data in turn is liable to be stolen and used against us, leading to spiralling identity fraud.

To restore the reliability of personal data, we need to know its pedigree. We need to know that an attribute presented is genuine, that it originated from a trusted authority, it's been stored safely by its owner, and it's been presented with the owner's consent.

A practical response to ID theft

Several recent breaches of government registers leave citizens vulnerable to ID theft.  In Korea, the national identity card system was attacked and it seems that all Korean's citizen IDs will have to be re-issued. In the US, Social Security Numbers are often stolen and used tin fraudulent identifications; recently, SSNs of 800,000 Post Office employees appear to have been stolen along with other personal records. 

We could protect people against having their stolen identifiers used behind their backs.  It shouldn't be necessary to re-issue every Korean's ID.  And changes could be made to improve the relibaility of identification data, without dramatically changing the backend processes.  That is, if a Relying Party has always used SSN fpor instance as part of its identification regime, they could continue to do so, if only the actual Social Security Numbers being received were reliable!

The trick is to be able to tell "original" ID numbers from "copies". But what does "original" even mean in the digital world?  A more precise term for what we really want is pedigree.  What we need is to be able to present numerical data in such a way that the receiver may be sure of its pedigree; that is, know that the data were originally issued by an authoritative body, that the data has been kept safe, and that each presentation of the data has occured under the owner's control. 

These objectives can be met with the help of smart cryptographic technologies which today are built into most smart phones and smartcards, and which are finally being properly exploited by initiatives like the FIDO Alliance

"Notarising" personal data in chip devices

There are ways of issuing personal data to a smart chip device that prevent those data from being stolen, copied and claimed by anyone else. One way to do so is to encapsulate and notarise personal data in a unique digital certificate issued to a chip. Today, a great many personal devices routinely embody cryptographically suitable chips for this purpose, including smart phones, SIM cards, "Secure Elements", smartcards and many wearable computers.

Consider an individual named Smith to whom Organisation A has issued a unique customer reference number N. If N is saved in ordinary computer memory or a magnetic stripe, then it has no pedigree. Once the number N is presented by the cardholder in a transaction, it looks like any other number. To better safeguard N in a smartcard, it can be sealed into a digital certificate, as follows:

1. generate a fresh private-public key pair inside Smith's chip
2. export the public key
3. create a digital certificate around the public key, with an attribute corresponding to N
4. have the certificate signed by (or on behalf of) organisation A.

The result of coordinating these processes and technologies is a logical triangle that inextricably binds cardholder Smith to their reference number N and to a specific personally controlled device. The certificate signed by organisation A attests to Smith's ownership of both N and a particular key unique to the device. Keys generated inside the chip are retained internally, never divulged to outsiders. It is impossible to copy the private key to another device, so the triangle cannot be cloned, reproduced or counterfeited.

Restoring privacy and consumer control

When Smith wants to present their personal number in an electronic transaction, instead of simply copying N out of memory (at which point it would lose its pedigree), Smith's transaction software digitally signs the transaction using the certificate containing N. With standard security software, any third party can then verify that the transaction originated from a genuine chip holding the unique key certified by A as matching the number N.

Note that N doesn't have to be a customer number or numeric identifier; it could be any personal data, such as a biometric template or a package of medical information like an allergy alert.

The capability to manage multiple key pairs and certificates, and to sign transactions with a nominated private key, is increasingly built into smart devices today. By narrowing down what you need to know about someone to a precise customer reference number or similar personal data item, we will reduce identity theft and fraud while radically improving privacy. This sort of privacy enhancing technology is the key to a safe Internet of Things, and fortunately now is widely available.

Addressing ID theft

Perhaps the best thing governments could do immediately is to adopt smartcards and equivalent smart phone apps for holding and presenting ID numbers.  The US government has actually come close to such a plan many times. Chip-based Social Security Cards and Medicare Cards have been proppsed before, without relaising their full potential.  For these devices would best be used as above to hold a citizen's identifiers and present them cryptographically, without vulnerability to ID theft and takeover.  We wouldn't have to re-issue compormised SSNs; we would instead switch from manual presentation of these numbers to automatic online presentation, with a chip card or smart phone app conveying the data through digitally signatures. 

 

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Six Companies That Exemplify The Future Of Work

Six Companies That Exemplify The Future Of Work

Image:Six Companies That Exemplify The Future Of Work

The first round of voting for the Constellation SuperNova Awards is over, and the judges have narrowed down the applications to six finalists in the Future of Work category:
Aéropostale Inc 's use of Ceridian Dayforce HCM 
Guitar Center's use of Saba Collaboration@Work 
Intermountain Healthcare's use of AirWatch by VMware 
Northeast Georgia Medical Center's use of Smartsheet  
RMH Franchise Corporation's (Applebee's) use of Bunchball Nitro 
Sentinel Applied Analytics's use of Intellinote 

I am thrilled to see the finalist's stories include a variety of platforms, solutions and processes spanning areas such as Social Task Management, Human Resources and gamification. Each of these stories (as well as the dozens that did not make the finals) tells a wonderful story of how businesses are improving the way their employees get work done.  I'm excited to find out who wins!   

The winner will be revealed live at Constellation Connected Enterprise on Oct 29-31.  It's not too late to register for the conference. I hope to see you there. 


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SuperNova Award Finalists Announced

SuperNova Award Finalists Announced

SuperNova Award LogoThe judges' votes are in. Constellation Research is happy to announce the finalists for fourth annual SuperNova Awards for leaders in disruptive technology! The Constellation SuperNova Awards are the first and only awards to celebrate the leaders and teams who have overcome the hurdles of technology adoption to successfully introduce emerging and disruptive technologies to their organizations.  

We at Constellation know advancing the adoption of disruptive technology is not easy. Disruptive technology adoption often faces resistance from supporters of the status quo, myopia, and financial constraint. We believe actors fighting these forces to champion disruptive technology in their organizations help, not only their organizations, but society as a whole to realize the potential of new and emerging technologies.

On September 9, 2014 the polls open to the public, and you'll be able to cast your votes for your favorite SuperNova Award finalists!

The winners of the SuperNova Awards will be announced at the SuperNova Awards Gala Dinner on October 29, 2014 in Half Moon Bay, California. The gala dinner will take place on the first night of Constellation’s Connected Enterprise innovation summit.

SuperNova Award Finalists

CoIT & The New C-Suite

Robin Jenkins, Regional Marketing Manager, RMH Franchise Corporation
S
anjib Sahoo, Chief Technology Officer, tradeMONSTER Group, Inc.
Gordon Smith, 
Supervisor, Client Hardware Engineering and Mobile, Intermountain Healthcare
Jason Grady, 
NGMC Regional STEMI Coordinator & Paramedic, Northeast Georgia Medical Center
Jeff Trom, Chief Technology Officer, Workiva

Data to Decisions

Chris Frye, Director of Innovation, Crate and Barrel
Dave Berman, 
President, RingCentral
Dr. Joel Dudley
Graeme Aitken, 
Vice President of Business Controlling, DHL Express
Steve Schnur, 
Director of Merchandise Planning & Analytics, MGM Resorts

Digital Marketing Transformation

Heather McBrien, Digital Marketing Manager, AAA Carolinas
Janelle Donovan, 
Sr. Director Of Marketing, Demand Generation, ServiceMax
Scott Loft, 
VP of Ticket Sales and Retentions, The Oklahoma City Thunder
Todd Wilms, 
Head of Social Business Strategy, SAP

Future of Work

Bob Hernon, Vice President of Finance & Treasury, Aéropostale, Inc.
Chris Salles, 
Director, eLearning, Guitar Center
Rob Wavra, 
President, Sentinel Applied Analytics
Gordon Smith, Supervisor, Client Hardware Engineering and Mobile, Intermountain Healthcare
Jason Grady, 
NGMC Regional STEMI Coordinator & Paramedic, Northeast Georgia Medical Center
Robin Jenkins, Regional Marketing Manager, RMH Franchise Corporation

Matrix Commerce

Darrell Haskin, Director of IT, Delta Air Lines
Larry Sibilia, Head of Merial’s Information Management Group, Merial 
Sanjib Sahoo, Chief Technology Officer, tradeMONSTER Group, Inc.
Travis Morrison, IT Director, New Belgium Brewing

Next Generation Customer Experience

Ian White, Manager of Support, Rackspace
Liz Pedro, Director Customer Success Marketing, Mitel
Darrell Haskin, Director of IT, Delta Air Lines
Michael Landauer, 
Digital Communities Manager, The Dallas Morning News
Steve Hilker, 
Dell Product Manager, Dell
Tom Wyland, 
Program Director, Paid Services Engineering, AOL

Technology Optimization & Innovation

Ed Martin, IT Director, UCSF
John West, Owner, Image Uniforms
Jonathan Feldman, 
CIO, City of Asheville IT Services
Kenneth Seeton, 
Central Plant Manager, California State University, Dominguez Hills
Marcel Chiriac, 
Group CIO, KMG International (Rompetrol)
Rick Taylor, 
Vice President of IT & Supply Chain, Youngevity
Wade Sendall, 
Vice President of IT, Boston Globe Media Partners, LLC
William Cooper, 
Associate Vice President and Chief Procurement Officer, University of California Office of the President (UCOP)


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Speed Briefings at VMworld

Speed Briefings at VMworld

It was a good VMworld conference in San Francisco, with a frenzy of announcements, an impressive ecosystem presence on the show floor and a dense briefing schedule. 

As there are many conferences on Moscone, and most use Moscone South as exhibition floor, you can easily compare the profile of the show floor. And pretty much all conferences have a ‘Matterhorn’ profile – with the vendor in the middle, surrounded by the premium sponsors being the peak – and then quickly flattening down. VMworld however looks more like the Ayers Rock – only smaller booth on the very sides of the show floor. An impressive testament how important the industry thinks VMware and its customers are.
 
No Matterhorn - more an Ayers Rock profile
So my takeaways from VMworld are here and here – and I shared my briefings of VMworld 2013 here – so this post will follow the same format - vendors in alphabetical format:


.
I met with CloudPhysics last year and the startup has made very good progress in the last 12 months. Originally the company focused on the visualization of VMware data centers compute loads and with a smart crowdsourcing strategy of intelligence snippets (they call them cards) quickly got a lot of attention and traction. More recently the company has added monitoring and analytics and with that has become an even more interesting vendor to consider.

 
 
The vendor formerly known as Cloudvelocity has also made good progress in the last year in the interesting area of cloud migration. The original focus was on cloud migration, it is good to see the company is now quickly moving into the disaster recovery opportunity. The product ‘just’ transfers files between the private to the public cloud (for now AWS) and that simply works. Sounds magical, but given the experience of the founder team from the former Neopath – something of that complexity could have been pulled off – and now we can see it has been pulled off. No better proof point than live customers, that the company now has. Always nice to see a startup putting a year to good news. 
 
 
 
This startup took the interesting approach to enable monitoring of on premise data centers from a cloud based console. At VMworld it promoted its products with the catchy slogan of 'SaaS magic for Private Clouds'.  To help with that Platform9 has created its own OpenStack distribution. An interesting approach to run a cloud based console easily and quickly on top of OpenStack based data centers. Definitively an interesting alternative of the traditional, slow to procure and install, hard to maintain system management and monitoring vendor landscape. 
 
 
 
It was great to catch up with Puppetlabs, to me the company that powers most infrastructure for next generation applications. It was good to see the focus on being a software company, staying away from the services fray and leaving that business to the partner ecosystem. With the user conference PuppetConf imminent – I can’t share any product plans, but they sounded promising. One of the viable showcases on how to thrive in the Open Source ecosystem not with services, but software products. 
 
 
 
An interesting startup in the virtual desktop and virtualization space. Contrary to most VDI products that sit on hypervisors, Sphere3D has built its on microvisor. With that the company achieves significant better utilization of hardware than the VM based competitors – but with the vendor also requires its own virtualization. The good news is that the virtualization process is simple, only a few steps and can be done by a business end user, with the requirement being only that they are able to install the application. With the pending merger with Overland Storage the company will likely become a player in the mobile / BYOD market, too. 
 
 

There are few Midwest based software companies and more than often we have not heard of them. TeamQuest is in the workload measurement and visualization business and has an impressive customer portfolio, having been around for 20+ years. The product allows also to import and visualize 3rd party data and has recently added predictive analytics to help foresee short comes and possible outages in a data center. When predictive analytics are put in place successfully, and the vendor has the domain expertise to pull this off, they are a very powerful mechanism to make people's life easier - in this case the life of IT managers and operators. 

My 2013 VMworld speed briefing blog post can be found here

More on VMWare by me
  • Event Report - VMware makes a lot of progress - but the holy grail is still missing - read here.
  • First Take - VMware's VMworld Day 1 Keynote - Top 3 Takeaways - read here.
  • Progress Report - Good start for VMware EUC - time for 2nd inning - read here.
  • Speed Briefings at VMworld - inside and outside the VMware ecosystem - read here.
  • VMware defies conventional destiny - SDDC to the rescue - read here.

 

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Is the War Between Marketing and IT Over?

Is the War Between Marketing and IT Over?

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Pinky and Brain bannerThe strained relationship between marketing and IT departments, it’s a tale as old as time (well, at least as old as the invention of computers). There’s certainly no love lost between these two; marketers request digital work to be completed in a month but it takes the IT guys that much time to stop laughing at the marketing team’s request and timeline. Conversely, IT departments are often myopic in the way they work, too focused on the task’s parameters, technology, and security concerns to understand the bigger business need. Few companies have been able to find common middle ground between these two important business functions.

The good news is that we’re seeing positive movement on this front. Business executives are focusing more and more on the prospects of big data – that nebulous and ever-expanding cloud of historical consumer activity, social media commentary, and market research. We know there’s gold in dem der hills but extracting the value remains one of today’s great business challenges.

It’s this very challenge that necessitates a stronger alignment between marketing and IT departments and that has us wondering: Is the war between marketing and IT over?  The formula for successfully mining big data in a timely and on-budget fashion demands better communication and cooperation between these two groups. In fact, it may require something of a merger.

McKinsey & Company shared a case study this month that showcases the importance of this partnership.

A global company recently decided to do what many companies are doing: figure out how to turn big data into big profits. It put together a preliminary budget and a request for proposal that in effect asked vendors to take the data the company had and identify opportunities.

Vendors were thrilled with what was essentially a free pass to collect and analyze everything (with due regard for customer privacy concerns, of course). Two months later, the bids were coming in 400 percent over budget. The obvious solution was to narrow the scope, but no one was sure what to cut and what to keep because the chief marketing officer (CMO) hadn’t specifically defined the most important data requirements, and the CIO hadn’t reviewed the request for proposal or intervened to prevent the inevitable above-budget bids. Months of wasted time and spending later, the company is no closer to a big data plan.

The New CMO-CIO Partnership

CMOs (and marketing agency chiefs) must lead their teams towards a better understanding of the science of marketing, which includes data mining, analytics, and customer lifetime value calculations. It’s no longer enough for marketers to develop creative campaigns that increase brand awareness and fill the sales funnel.  They must be able to analyze transactional, personal, and social data – in combination – in order to discover accurate business trends and opportunities.

CIOs are not off the hook here; technology teams must move beyond their operational and support focus to become revenue enablers.  This can be achieved by removing obstacles that limit the speed at which data can be accessed, integrated, and used.  They must foster a greater understanding of business and consumer analytics among their teams so that the technology, hardware, and related operational practices within the organization are driven by an acute awareness of changing consumer patterns.

McKinsey & Company stated it very succinctly, “It may be a marriage of convenience, but it’s one that CMOs and CIOs need to make work especially as worldwide volume of data is growing at least 40 percent a year, with ever-increasing variety and velocity.”

Sensei Debates

Will big data force a merging of marketing and IT departments?

Sam Fiorella
Feed Your Community, Not Your Ego

The post Is the War Between Marketing and IT Over? appeared first on Sensei Marketing.

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News Analysis: IBM Watson Announces Data Driven Discovery Solution

News Analysis: IBM Watson Announces Data Driven Discovery Solution

New Discovery Advisor Solution To Help Researchers Answer The Tough Problems Never Answered Before

On August 28th, 2014 at the Museum of Art and Design in New York City, The IBM Watson group launched Discovery Advisor.  Mike Rhodin, SVP of IBM’s Watson Group, welcomed the audience to the Age of Discovery (see Figure 1).  In addition, Tom Malone,  Patrick J. McGovern Professor of Management at MIT discussed the new era of discovery with solutions such as Cognitive Computing.  Key announcements show how Discovery Advisor:

Figure 1. Mike Rhodin welcoming the crowd to the Age of Discovery

@mikerhodin #IBMWatson Age of Discovery Keynote

 Source: R Wang and Insider Associates, LLC All rights reserved.

  • Automates and augments human expertise. The discovery process comprises of four key areas: perceiving, reasoning, relating, and learning. IBM Watson stated goal is to “enable researchers to answer the tough research problems that have never been answered before”.  Watson Discovery Advisor understands natural language and reads/ingests journals, manuals, blogs, and social media to perceive.  Reasoning is achieved by making inferences, discovering relationships between concepts and definitions, determining pro’s and con’s, and providing context for complex problems. Watson relates concepts and personalizes interactions by tailoring responses, adapting and evolving, and delivering information in context with each interaction.  More importantly, Watson learns by training with human experts without any preset rules.  This self learning approach is the basis to the Watson Discovery Advisor (see Figure 2).

    Point of view (POV): In conversations with Soledad Cepeda, Director of Epidemiology at Janssen Research and Development, she explained how Discovery Advisor is ingesting research journals to automate and improve the research process to drive faster time to insight.  David Aldous, Head of Lead Generation to Candidate Realization at Sanofi described better return on R&D for therapies using the power of Watson to digest information internally and externally.  James Briscione, Director of Culinary Development at the Institute for Culinary Education discussed the recipe creation process and creation of new menus such as Austrian Chocolate Burritos.
  • Addresses discovery challenges across different industries.  Examples from industries included life sciences and research, engineering, public safety, and consumer.  City of Tuscon, Institute for Culinary Education, Institute for Electrical and Electronics Engineers, Janssen Research and Development, and The New York Genome Center showcased how Watson Discovery Advisor could be applied across a breadth of industry verticals.  Key challenges these industries over come include: 1) fragmented experiences where there are too many data sources to humanly review, and tools are limited to querying and reporting, 2) low probabilities of research success where data is siloed and stymied by processes, 3) lengthy and low return on investment projects that have high data crunching requirements and massive corporate compliance requirements.

    (POV): Two criteria emerge for common elements well suited for Discovery Advisor. First, professions that generate massive amounts of information beyond human capacity to consume and digest this information.  Second, professions that have a traditional apprentice approach to gaining expertise.  For life sciences and research, the rapid pace of information created has exceeded the human capacity to apply the latest collective intelligence.  David Goldstein, Lead Director for the Institute of Electrical and Electronics Engineers (IEEE), showed Watson could ingest tens of millions of patents and engineering documents and enable engineers to find answers in minutes versus months.  In law enforcement, Roberto Villasenor, Chief of Police in the City of Tuscon showed how the toughest crimes could be not only solved but also potentially prevented.  Consumer areas such as travel and food have been demonstrated at previous events.  However, the food prepared by IBM Watson Chef was definitely a great part of the experience in showing how new pallets and flavors can be created.

 

Figure 2. The Architecture Behind IBM Watson Discovery Advisor

@rwang0 @IBMWatson #DiscoveryAdvisor Archiecture

Source: IBM

The Bottom Line: The Age of Augmented Humanity Has Arrived

IBM Watson is basically augmenting humanity by converging of artificial intelligence, natural language processing, dynamic learning, and hypothesis generation to render vast quantities of data intelligible to help humans make better decisions. The ability to self-learn enables continuous reprogramming. These advancements represent a new class of technology to enable human and machine-guided decisions. Cognitive computing drives augmented humanity, where the sum of our collective insights and data can be served up at the right time in the right context. As IBM Watson continues to learn and grow, customers can expect new innovations to be suggested by IBM Watson (see Figure 3).  While this is hard to develop today, IBM Watson Discovery Advisor is as packaged as it gets in today’s market and customers looking to solve the tough innovation problems ahead should consider how this class of technologies can provide a unique competitive advantage.

Figure 3. The Progression of IBM Watson in The Age of Discovery

@rwang0 @ibmwatson the progression to cognitive

Source: IBM

Your POV.

Are you looking to reduce the time to market for discovery?  Do you see the possibilities of how a solution such as IBM Watson Discovery Advisor can transform your business?  Are you ready to test drive these solutions? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

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Twitter Kills More of Its Darlings-Tweet Analytics for All

Twitter Kills More of Its Darlings-Tweet Analytics for All

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In writing, you must kill your darlings.
– William Faulkner

Ever since my first reading, I have loved William Faulkner. His genius leapt through the page to punch the reader in the throat. And while this quote about murdering your darlings – your favourites, your supporters, your most dearly treasured – can truly be attributed to him is doubtful. But when it comes to creativity, there is a certain dramatic logic to it. After all, it’s easy to learn to love something that you have struggled to bring to life. And for the reader, that struggle – in the reading – is also acknowledged. We read in struggle or defiance as much as we read in love. So when an author kills her darlings, the characters, situations etc that she created, the reader also shares in the loss. The drama. The agony. And the surprise.

And this is the great reward.

But when I see this approach applied to businesses – especially to startups – I baulk. In this always-connected world, it’s a struggle to create something new, useful and easy to adopt (unless it’s a puppy). It is hard to “cut through”. Hard to build an audience and generate traction with a cynical community. And it is hard to attract customers, scale through your technical challenge, attract funding and talent, and build a culture that empowers employees, attracts customers and satisfies stakeholders.

In short, the challenge is in creating a participatory ecosystem with enough value to go around.

TwitterAnalytics

With this in mind, I greet the release of Twitter Analytics with a smile AND a shrug.It is great for Twitter users who have an interest in data, impact and so on, but it is yet another anti-ecosystem move. It’s like LinkedIn’s recent decision to close off API access to sites such as Nimble. On the one hand it makes sense. “Consolidate. Be all things to all people. Own the platform.” But on the other hand, it’s limited and limiting. It’s an attempt at monetising without an ecosystem vision. And it is an affront to the users who have invested not just in the platform (Twitter, LinkedIn and yes Facebook too), but in the ecosystem as well.

In some cases our investment has been made in dollars, but that usually pales into insignificance when we evaluate our time, effort and process commitments.

Now, there is no doubt that Twitter Analytics will be useful because it provides people like myself with access to powerful data analysis tools. I dare say, eventually, it will evolve into a suite of tools that I can pay for too (more ways to monetise).

But the release of Twitter Analytics will stop external growth and investment in the Twitter ecosystem. It means that the plethora of businesses (large and small) that have sprung up thanks to the goldmine of real-time data available through social networks such as Twitter, Facebook and yes, even Google+ have one less reason to be. And thousands of less customers to attract. On that list will be everyone from Tweetreach to Hootsuite.

But the bigger challenge that comes with killing your darlings, is that they are not yours alone. And when you turn on something your customers love, you lose a little bit of that love that we had for you. And eventually, as with all disruptions, there will come a time when something or someone newer and shinier will come along. That’s when you – Twitter – will want every ounce of loyalty to play out. But by then you’ll have squandered it.

If I have learned anything from the world of software, it is that ECOSYSTEMS WIN in the long run. And if you really do want to change the world and be part of every person’s digital life, the likes of Twitter and LinkedIn would do well to think big – not just for themselves, but for all their stakeholders. Kill your darlings by all means, just make sure your aim is true.

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Infosec Doesn’t have to be a Four Letter Word

Infosec Doesn’t have to be a Four Letter Word

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I wrote earlier this week about Identity and Access Management (IAM) and how it’s important for Infosec (Information Security) to be involved with projects early. The post generated a few comments and some commentary on twitter, mostly from Infosec folks. Some complained I was too harsh on Infosec (I wasn’t) while others worried that I didn’t go into enough depth (I didn’t). In my mind though, it raised the issue of why there is such friction between Infosec folks and the rest of IT.

infosecLet me start by saying security is hard. That’s just a fact of life. It’s difficult to secure against everything, especially when many of those things are unknown. Yet, it doesn’t mean we should forget about security, but we do have to be realistic. If someone really wants to cause you a problem and is determined enough to, they most likely will succeed. Your job is to make it a little harder for them and to prevent as much damage as possible. At the same time, your goal is to make sure that the doors aren’t left wide open for those who are passing by and could see an opportunity.

Don’t forget my disclaimer, I am not an Infosec guy and I don’t even play one on TV. That being said, I believe that security in an organization is everyone’s responsibility. It’s not just all those hard working people in Infosec, they lead the charge but they still need the army to back them up. We, the every day employees are that army. We have to understand the basics, things like having a good password, not leaving your device open and logged in while at the coffee shop, and understanding what a phishing email looks like among others. When we see something funky going on, we should say something.

This is where some of that friction comes in. Not everyone in Infosec believes that every person should be doing security. They believe it’s their job only. My answer, grow up; you have better things to worry about. When you partner with your users you will have a much easier time getting stuff done.

The second place that friction comes in is simple; many in Infosec think that every day users are stupid. They need to be protected from themselves and Infosec is more than happy to oblige. Among other things, they throw up proxy servers that cut off all contact with the outside or they setup firewall rules that block everything. Infosec then wonders why everyone is going outside of the work network to get things done. They use their phones as wireless hotspots, they figure out a backdoor to getting around the proxy server, or if they’re really smart, they discover that a VPN defeats all that magic blocking. A lot of this is done to manage risks without understanding rewards. Years ago, I was in a new job and one of the things I had to research was Mobile IM clients. Nothing fancy but a way to connect our internal IM with our mobile devices on the go. I fired up my browser and quickly discovered that all ‘chat’ client websites were blocked. Ok, fair, I went and got a security dispensation, as it was my job requirement to understand these products after all. It took, after getting an approved dispensation, arguing with 2 different security personnel and then 4 weeks working with the firewall person to create the exception to the rule. Do you think I stopped working on the task at hand during those 4 weeks, absolutely not. I found a way around the issue and got my work done. It was my own little case of shadow innovation.

One of the things that Infosec really has to do is learn to work with their users. It’s much easier to have people follow the rules when the rules make sense to both sides. That doesn’t mean you have to let people run wild. Just that you have to work with them and understand there needs. Infosec is as much about security as it is risk management. One of the best ways to manage risk is to work with people and figure out the best way to enable them in a secure way. It’s time for Infosec to move away from the department of No and become the department of Know, where it’s about securely enabling people. This is going to require Infosec to become design thinkers. They will need to understand how to make security work in systems that are being modified every 6-12 weeks so people can be more productive.

It also requires that the business, IT, and the developers start trusting Infosec. They can’t stick with the same model of designing an app or project, building it, and when release time rolls around submitting it to security for approval. That’s a direct line to a deserved delay or freeze in a project. The Infosec team has to be involved in projects from day one. If they are expected to be design thinkers, they need to be involved with the actual design of the product. Only when they are aware of the business requirements and understand the users’ needs can they truly enable the product securely.

In the end, the goal of Infosec has to be to minimize the risks a company is facing while at the same time enabling their users. It’s not an either/or proposition. If you do one without the other, you will eventually fail.

Related: 

FIDO Alliance Update: IDAM Implications for a World of Digital Business by Steve Wilson

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Walked 6 Miles First Day of Electric Car

Walked 6 Miles First Day of Electric Car

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My walking was not the fault of the car; the car is great. The car is, however, part of a bleeding-edge ecosystem of apps, charging stations, employer support for sustainability, parking rules, university websites, and my commuting choices. I thought I had followed my own advice to work with all my human, organizational, and technological resources -- but it just wasn’t so.

What I Did to Prepare

  • Verified that I can get to work (47 miles) on a single charge (85 miles, 104 with special option)

  • Verified on website that my employer offers free charging with valid ($300/year) parking permit

  • Pre-registered with the charging network installed in the parking lots

  • Studied map of chargers across the different parking lots at work -- those near my office are free!

  • Bought car, downloaded apps to track charging, registered the keytag sent by charging network

What Happened

  • Drove to work and parked at free charger -- “Not Authorized” blinks after using my pre-registered tag

  • Called the charging network help number, told I need a number provided by my employer

  • Deep dive into employer’s website (using smartphone from parking lot) -- including filling out newly discovered online form to get needed secret code

  • Ate lunch while waiting on secret code

  • Walked to my organization’s parking office to learn more face-to-face and ask if code could be expedited

  • Moved car to other side of campus pay-as-you-go charger while waiting for code 

  • Got some work done (sidenote: someone unplugged car before it was fully charged -- not cool and against the etiquette of charging station use -- app messaged me, but didn’t take a picture of the perpetrator, would be useful feature)

  • Received secret code and submitted it to charging network website, saw that approval status switched to pending

  • Moved car back to free charger after receiving email of approval

  • “Not Authorized” still blinking

  • Called charging network help number and then moved car back to distant pay-as-you-go charger when told approval hadn’t percolated through all the databases to the charger and it could take overnight

  • Skipped going to the gym (I’d done some par course pull ups on one of my six walks across campus)

  • Got some work done

  • Drove home -- 16 "miles" left as it didn't have time for a full charge

What I Should Have Done

  • Realized it couldn’t be as easy as just pulling up to the charger I’ve been driving by for six months. It never is. That would be a silver/magic bullet and those don’t exist -- unicorns maybe; magic bullets, no way. No single technology, person, or organizational system stands alone.

  • Realized that electric car ecosystems are new for everyone and that the people in the parking office will have the curse of knowledge  -- they know how the system works, so communicating the practices to novices is more difficult, especially if they haven’t had to go through it themselves.

  • Gone deeper than the promotional material on my employer’s website. Yes there is free charging, but you have to be pre-approved by both the employer and the charging station network -- takes time and several loops of interaction as there is money at stake. Don’t expect the Internet of Things to come together in one day.

  • Taken note of who’s describing the process that seems so simple. The version that made it appear seamless was coming from our sustainability office, not the people who run parking and have to do the verification. The sustainability office must manage their search engine optimization better as theirs was the top result.

Systems like this are our reality and our future. As I look at my desk, I think my coffee cup is the only thing that isn’t part of a larger system of interactions. My Hint water has codes in the cap I use for promotions. My TV remote is just the beginning of three levels of service providers. Every piece of paper is tied to a website and system of deeper interactions.

What I Learned

If it looks easier than you expect, dig deeper. Think about each of the interactions across the human, technical, and organizational dimensions and what has to be happening in the background. Had I gone through a full checklist, it would have occurred to me that there had to be a way to tell the charger that I had the right to free power -- there had to be a secret code/handshake/incantation and I should have been looking for it. Then again, I did walk off my lunch.
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