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Engaging engineers in privacy

Engaging engineers in privacy

Updated from original post January 2013.

I have come to believe that a systemic conceptual shortfall affects typical technologists' thinking about privacy. It may be that engineers tend to take literally the well-meaning slogan that "privacy is not a technology issue". And I say this in all seriousness.

Online, we're talking about data privacy, or data protection, but systems designers bring to work a spectrum of personal outlooks about privacy in the human sphere. Yet what matters is the precise wording of data privacy law, like Australia's Privacy Act. To illustrate the difference, here's the sort of experience I've had time and time again.
During the course of conducting a PIA in 2011, I spent time with the development team working on a new government database. These were good, senior people, with sophisticated understanding of information architecture, and they'd received in-house privacy training.
But they harboured restrictive views about privacy. An important clue was the way they habitually referred to "private" information rather than Personal Information (or equivalently, Personally Identifiable Information, PII). After explaining that Personal Information is the operable term in Australian legislation, and reviewing its http://lockstep.com.au/blog/2013/09/27/pii-or-not-pii">definition as essentially any information about an identifiable person, we found that the team had not appreciated the extent of the PII in their system. They had overlooked that most of their audit logs collect PII, albeit indirectly and automatically, and that information about clients in their register provided by third parties was also PII (despite it being intuitively 'less private' by virtue of originating from others).

I attributed these blind spots to the developers' loose framing of "private" information. Online and in privacy law alike, things are very crisp. The definition of PII as any data relating to an individual whose identity is readily apparent sets a low bar, embracing a great many data classes and, by extension, informatics processes, but it's a nice analytical definition that is readily factored into systems analysis. After getting that, the team engaged in the PIA with fresh energy, and we found and rectified several privacy risks that had gone unnoticed.

Here are some more of the recurring misconceptions I've noticed over the past decade:

  • "Personal" Information is sometimes taken to mean especially delicate information such as payment card details, rather than any information pertaining to an identifiable individual; see also this exchange with US data breach analyst Jake Kouns over the Epsilon incident in 2011 in which tens of millions of user addresses were taken from a bulk email house;
  • the act of collecting PII is sometimes regarded only in relation to direct collection from the individual concerned; technologists can overlook that PII provided by a third party to a data custodian is nevertheless being collected by the custodian; likewise technologists may not appreciate that generating PII internally, through event logging for instance, also represent collection.

These instances and others show that many ICT practitioners suffer important gaps in their understanding. Security professionals in particular may be forgiven for thinking that most legislated Privacy Principles are legal technicalities irrelevant to them, for generally only one of the principles in any given set is overtly about security; see:

  • no. 5 of the OECD Privacy Principles
  • no. 4 of the Fair Information Practice Principles in the US
  • no. 8 of the Generally Accepted Privacy Principles of the US and Canadian accounting bodies,
  • no. 4 of the older National Privacy Principles of Australia, and
  • no. 11 of the new Australian National Privacy Principles.

Yet all of the privacy principles in these regimes are impacted by information technology and security practices; see Mapping Privacy requirements onto the IT function, Privacy Law & Policy Reporter, Vol. 10.1& 10.2, 2003. I believe the gaps in the privacy knowledge of ICT practitioners are not random but are systemic, probably resulting from privacy training for non-privacy professionals not being properly integrated with their particular world views.

To properly deal with data privacy, ICT practitioners need to have privacy framed in a way that leads to objective design requirements. Luckily there already exist several unifying frameworks for systematising the work of development teams. One tool that resonates strongly with data privacy practice is the Threat & Risk Assessment (TRA).

A TRA is for analysing infosec requirements and is widely practiced in the public and private sectors in Australia. There are a number of standards that guide the conduct of TRAs, such as ISO 31000. A TRA is used to systematically catalogue all foreseeable adverse events that threaten an organisation's information assets, identify candidate security controls to mitigate those threats, and prioritise the deployment of controls to bring all risks down to an acceptable level. The TRA process delivers real world management decisions, understanding that non zero risks are ever present, and that no organisation has an unlimited security budget.

The TRA exercise is readily extensible to help Privacy by Design. A TRA can expressly incorporate privacy as an aspect of information assets worth protecting, alongside the conventional security qualities of confidentiality, integrity and availability ("C.I.A.").

A crucial subtlety here is that privacy is not the same as confidentiality, yet they are frequently conflated. A fuller understanding of privacy leads designers to consider the Collection, Use, Disclosure and Access & Correction principles, over and above confidentiality when they analyse information assets. The table below illustrates how privacy related factors can be accounted for alongside "C.I.A.". In another blog post I discuss the selection of controls to mitigate privacy threats, within a unified TRA framework.

We continue to actively research the closer integration of security and privacy practices.

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Why Do People Leave Jobs?

Why Do People Leave Jobs?

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When I begin working with clients I work to understand what their ambassadors think about them. I look to their customers and suppliers to get a sense of what is working and what is not. But there is no better source of insight than a company’s employees. These are the people who are actively engaging and promoting the company every day. They are the face of the brand and are – in many instances – the custodian of customer experience. If an employee is having a bad day, your brand is likely to feel the impact.

This infographic from Bamboo HR is based on interviews with over 1000 US-based employees. And they look not just at the reasons that people leave, but the conditions that make people unhappy. Because unhappy employees perform worse than happy ones. No surprises there, right? But there is a substantial difference between an employee who is unhappy and a company culture that MAKES people unhappy. And far too often, the reasons that people are unhappy is not to do with the people that they work with, but the conditions that they work under.

Take a look at the statistics in this infographic. Do these situations worry you? Do some of these apply to your business? Do you even know?

There are ways to fix this and it may be easier than you imagine. Let’s chat!

Workplace-Deal-Breakers-Infographic

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Facebook to Fix Security Issue in iOS App

Facebook to Fix Security Issue in iOS App

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So, the downloading and use of a Facebook App could create security threats? Who'd have thunk it? Oh, wait...I could, and did right here on Huffington Post.

Last December I posted an article calling out the Android permission settings on the Facebook Messenger app and others like it. I highlighted the threat that the "without your permission" stipulation, among others, could open the door for malicious third party software or hackers to gain access to your smart phone.

The article created quite a stir when it went viral last month when Facebook began removing the IM function from within its social networking app. For the most part, readers shared my concern; however, a select group of self-proclaimed tech geeks suggested that I was misinforming people and that I was just paranoid. Others pointed to the fact that the permission settings were specific to Android and that the sandboxing offered on Apple's iOS would prevent such unauthorized access from occurring.

Was I really paranoid? Are security issues only possible on Android apps thanks to the manner in which it manages permission settings? Well, earlier this week Andrei Neculaesei, a developer at Copenhagen-based Airtame, discovered a dangerous bug in the Facebook iOS app's programming that might cause potentially expensive calls to be made with your iPhone, without requesting your permission.

Neculaesei shares how the bug works on his blog where he explains that there's a potential for your iPhone's calling function to be hijacked when you click on a web link. He calls the bug "some sneaky-beaky-like JavaScript," which makes the links embedded in websites click themselves.

The threat could be even bigger. Neculaesei predicts that the vulnerability in theses apps could automatically transmit a video feed to attackers when clicking on a link within Facetime, for example. Facebook has announced that it has already developed an update to address the security threat; however, a release date has yet to be listed as of the date of this post.

Are We Right to be Paranoid?

My security concerns over our increasing use of mobile apps, for which we rarely read the permission settings or terms of service, were met with harsh criticism by some who said I was wearing a tinfoil hat and breeding paranoia.

I hate to say "I told you so" but, well, there it is. One of the potential threats I feared has come to life.

Will there be others? Of course there will.

Should you delete all your mobile apps? Of course not.

What we should do is start taking the time to read the fine print before we download apps that request access to our phone's data and functionality, and really consider if the app's utility is worth the potential security risks that may come with using it.

Next, we must put more pressure on app manufacturers to be clearer and more specific about how and why they need to access certain data and functions on our phones, and offer limitations on how that data will used once collected.

Finally, we must start to insist that they add greater safeguards to protect our data or we'll stop downloading them.

What say you? Are you at all concerned about the increased threat posed by the permission settings and/or terms of use we accept when downloading modern apps?

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Event Report - VMware makes a lot of progress - but the holy grail is still missing

Event Report - VMware makes a lot of progress - but the holy grail is still missing

I had the chance to attend VMworld in San Francisco this week, blogged my Day 1 takeaways here, time to blog on the overall impressions of the event. 

Here are my Top 3 takeaways:
  • End User Computing (EUC) is getting bigger and bigger for VMware - It’s only 12 months ago when the industry pundits gave VMware (rightfully) a hard time on the direction of EUC, especially around the future of SocialCast. Well – what a difference a year makes: The VMware EUC portfolio is growing fast and partnering left and right in the industry (e.g. partnerships with heavyweights like Google, NVidia and SAP were announced on stage today). And the EUC story ties nicely into the overall story of VMware using vCloud Air – probably the EUC products are the largest load that VMware can drive into the data centers that run vCloud Air. The hospital doctor demo that Poonen and Colbert showed on stage showed some key progress on how people should work – transferring sensitive data (patient X-Ray images) safely between heterogeneous devices with the help of Airwatch content locker. But is should be even easier – and it’s good to hear that VMware is working on usability and some next generation capabilities. And the provisioning of applications with CloudVolumes demos looks like … black magic. It’s good to see that VMware is ruthlessly working on reducing the cost of running a desktop as lower costs make more usage scenarios available and lower cost helps the overall adoption of virtual desktops. 

Poonen talking about United's iPads for Pilots, poweredd by Airwatch

  •  OpenStack & Containers - revisited - The OpenStack and various container partnerships received more attention today – and combined with the afternoon briefings of yesterday the picture here gets much clearer on the business side. Kudos to VMware executives to share that customer demand is one (or the key) driver here. And while the OpenStack move is more defensive – yes customers can run now from an OpenStack console a VMware powered data center under hoods – the container move is critical as it gives VMware some chops into the important next generation applications business. Enterprises build these next generation applications primarily on the public cloud, using the popular containers. For VMware to bring back that load to the corporate data center is a key move to extend the life of a VMware powered data center. They key factor here will be TCO – on both cases – OpenStack and containers – and comes back to VMware being able to reduce the cost to run VMware powered data centers. VMworld showed that VMware looks at cost, e.g. in the EUC space – but in general my impressions were, that VMware is trying to add value with NSX and more to keep the license share / revenue constant. A valid strategy but it may be challenged with the zero to very low license costs seen with OpenStack and Open Source in general. 

OpenStack and VMware [Pardon bad picture quality]

  • Hybrid Cloud - gaining traction - Good to see VMware moving ahead in this key area – but at less speed than I am afraid is important for the company and its customers. Brunozzi demoed a nifty DR scenario – where vCloud Air is being used for disaster recovery. But VMware can and needs to do so much more here. Granted it’s early days but the dynamic shifting of loads is the business case that is really what VMware needs to address – better sooner than later. If VMware is early in addressing this – they can be part of the shift of a more growing part of enterprise automation being powered by the public cloud providers. One of the most welcomed demo features was the vMotion of a VM over long distance. So with VMware using the same platform both on the on premise and cloud side, the capability is there. But the longer VMware will not address this – the more customers will vote with their feet – or more with a lot of work and investment for other vendors – moving loads to the public cloud. 

The 4 vCloud Air services - for now.

MyPOV

A lot of progress by VMware at this VMworld. Granted all announcements are still out and a ot of product has to be build – some of these products being almost a year out. It is good to see VMware listening to customers, but the very reason customers are asking for support for e.g. OpenStack and containers is that the want to have less lock-in – and the largest virtualization lock-in market share wise is with VMware. It comes back to VMware to create constantly more value around that – after all who wants to leave a golden cage? 

But at the same time the warning bells should be ringing in the executive team around Gelsinger. For the longest time I was thinking that VMware was a hostage of the high margins it monetizes from its on premise business. In conversation with executives I was convinced though that – if done right – VMware could generate even more revenue if moving these customers to the public / VMware cloud. So the question is what is holding VMware back? It is certainly not the CAPEX challenge many of its partner faces, both VMware and EMC have deep enough pockets. I am convinced it is also not the executive team not ‘getting this’. So what remains is a product roadmap challenge – VMware needs to build product to attract customers to build next generation applications on the VMware cloud and find a solution to move on premise load dynamically to the public cloud. Which will be a hybrid cloud scenarios – and I remain with my verdict that this remains the Holy Grail for VMware – as no vendor knows and understands current enterprise workload as well as VMware. VMware did not announce any capabilities here – maybe it will surprise us in the next quarters to come. 

In the meantime the EUC portfolio is making great progress – if the team around Poonen can keep the momentum 2015 will be an even more exciting year for the VMware EUC portfolio.


More on VMWare by me

  • 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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SuperNova Awards Finalists to be Announced August 28, 2014

SuperNova Awards Finalists to be Announced August 28, 2014

This year's SuperNova Award finalists will be announced on August 28, 2014.

SuperNova Awards Logo

We intended to announce the SuperNova Award finalists today, but the volume of applications combined with the fact that we extended the application submission deadline meant that the judges had less time than they would have liked to thoroughly evaluate all applications. We're extending the judging deadline so the judges can give your applications the attention they require for thorough review. 

We're sorry for any inconvenience this has caused. 

Please check back on August 28 when we will announce this year's SuperNova Award finalists!

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Who’s on first?

Who’s on first?

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I spend a lot of time talking about organizations enabling their employees through the use of mobile. It’s truly the only way to ‘win’ at this game. When you enable your users to be more flexible and agile they become more efficient and productive. What more could you ask for? The question always turns to how do you actually enable your people. You start with the FUN principle (Focus on the Users’ Needs) and you build apps that enable them to do what they need to do, when and where they need it. There are many issues with building apps and if you focus on their needs you get most of the way there. Yet, there is still the fundamental issue when building an app that someone can use anywhere and at anytime. How do you know who that somebody is?

whos_on_firstThis is one of the fundamental problems of mobile. You need to know who the person is using the app and you have to make sure it’s them when they are using it. While it sounds simple, it’s not like you can actually be there in person and watch them press the buttons. Hence the practice of identity and access management (IAM) is born.

One of your jobs as the keepers of mobile for your company is to protect their data assets. This used to be somewhat easy. People sat at their desks and were given IDs and Passwords to login to their machines. You knew who was accessing what data at any time since the computers were too heavy to move and so between their ID and password and what computer they were using you were all set. That became harder when laptops were rolled out but you enforced VPNs and gave out RSA tokens to make sure you had a second factor of authentication for your user.

This all went out the window when the iPhone came out. All the sudden you had devices that could go anywhere and at the same time could always be connected. Not only that, but in the beginning they didn’t even have the ability to connect via VPN. That didn’t stop people from wanting to get their email on these devices and then start to do real work on them. Information Security (Infosec) just wasn’t ready for this to happen. It immediately became a no that was overridden by every single person who had one of the devices (another example of shadow innovation). A solution had to be found.

Hence, you now hear the term identity and access management being thrown around. This isn’t a new concept but one that, to be honest, wasn’t ready for the user revolution that mobile brought into the work environment. The first response to mobile enablement was not to allow anything on the device, and the second response was to make people use a VPN to connect to work. It was following the same path of legacy thinking that led to MDM becoming popular. The only issue was that none of these ideas were really good solutions, mostly due the fact that they weren’t implemented well. These solutions didn’t sit well with users because they were using consumer apps and saving their data and keeping stuff confidential and it was easy. They didn’t need to know a different password for each app and enter it every time they opened the app. They just clicked on an app and did what they needed to do.

The question is though, how does Infosec solve this Abbot and Costello problem for most companies. Abbot saying who’s on first and Infosec responding, yeah, who’s on first? The whole point of Infosec is to protect the data and make sure only the right people (identity) are able to get to the right data (access). The problem, which has yet to be addressed in most companies, is how to do this while following the same FUN principle that we used to design app experiences. As any Infosec person will tell you, they want to enable two-factor authentication (independent means of identifying you) on your device and apps and yet they don’t really care about the experience (not all Infosec is this way). In order to get user buy-in, the experience of using work apps has to be transparent and easy, not something that gets in the way. Otherwise users will find another way/app to get their stuff done and that is guaranteed to be insecure.

The two pieces leading the way here are single sign on (SSO) that is integrated across all apps and a second simple form of authentication (2FA) besides your login. SSO means that once you sign into one work app that same credential is used for other work apps you may use in that same session. You no longer have to sign into each one individually as you switch between them. 2FA means that a second way to authenticate you, which may be a certificate on the actual device or biometrics like your fingerprint among others are used to assure you are you. These pieces need to be explained to your app developers and have to be easy for them to setup and use. Only when they are planned well and made simple to integrate into any app will they help to solve the IAM problem that all companies face. In the end, it means that you have to involve your Infosec folks when you are designing your apps to enable your users, not when you are done and want to deploy the apps. Infosec, at the same time, has to adopt design thinking and realize that it’s all about the user experience. When those two things happen, you are well on your way to securely enabling your users while protecting your data.

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Market Move - Skillsoft announces agreement to acquire SumTotal - Creating a(nother) HCM vendor

Market Move - Skillsoft announces agreement to acquire SumTotal - Creating a(nother) HCM vendor

On August 21st – during the usually more quiet summer months – Skillsoft announced that it has agreed with the SumTotal owners to acquire the company, bringing together its Learning capabilities with SumTotal’s talent management capabilities. 

 
 
  

This marks the 2nd capital transaction in a few months for Skillsoft – that only in March was acquired by London based private equity firm Charterhouse (the deal valuated Skillsoft at $2.3B+). Charterhouse acquired SumTotal from Vista Equity Partner, who acquired SumTotal in July of 2009. SumTotal itself acquired GeoLearning (Learning) and Softscape (Performance Management, Compensation, Learning and other HR Core functionalities) in 2010 and in 2011 Accero (Payroll and HR Core / from Vista Equity Partners, who owned it since 2008) and Cybershift (Workforce Management and Expense Management). Confused? There are more acquisitions in both companies and different capital holders. I am waiting for Bill Kutik to write a post with a longitudinal perspective he provides so much better than me.
 

Cultural Aspects

This is one of the few acquisitions of a North American software company by a European software company – even with a European financial backer. The good news is, that Skillsoft has a long term experience with the North American market, where it probably earns most of its revenues. Charthouse however has mainly European holdings, pretty much all of them not in the software space. Even more remarkable Charthouse decided to help with the acquisition. So SumTotal must have been either an opportunity that was too attractive not to pass by (it was with Vista since 5 years, when in some private equity shops the clocks point towards ‘Sale’) or part of an overall plan of Charthouse, not to stop with Learning but see Skillsoft as a step stone into forming an overall HCM player.

Ironically I had been probing Skillsoft executives at the last SuccessConnect conference in fall of 2013 how long the road for Learning was still for the company. No surprise, they re-assured me that there was still plenty of potential in Learning. Well that’s history now.

Overall it will be interesting to see how well the European and North American management teams will work together. One off the pertinent questions will be who will run Products, especially with SumTotal CEO Gulati being a former product guy background wise. Certainly Skillsoft CEO Moran could opt for a ‘licensing’ model – leaving product roadmaps untouched and SumTotal quasi ‘license’ the Skillsoft products for Learning. But that would not leverage too many synergies, something Charterhouse certainly is after.
 

Product Aspects

The Skillsoft products are generally very solid and proven. The company’s early strategy to adopt an embedding strategy made for its Learning capabilities into other applications made it an early pioneer of web services. So Skillsoft knows standard based integration. SumTotal on the other hand had to bring together a plethora of acquired applications, something it executed with its elixHR platform. Probably benefitting of Gurlati’s experience building Hub products at Oracle, elixHR uses a Virtual System of Record and Hub Technology to bring together the different SumTotal products and 3rd party systems. How standard based is an open question. When talking last to SumTotal at HR Tech 2013 the company was in process of moving products to elixHR, difficult to say where the company is with that effort now, in summer 2014.

In the short term the product strategy needs to address redundant Learning capabilities in both products, more medium term Skillsoft needs to decide if it wants to provide identical functionality sets to all its consumers – SumTotal and all the 3rd parties – or if there will be some ‘special’ features in the combined capabilities that will be exclusive to the new company and its customers. But that will pose a certain risk as large parts of Skillsoft revenue are licensing revenues. The good news for Skillsoft is that for now – its partners have very few alternatives where to go and get a learning catalogue of the dimensions of Skillsoft.

It will be key to see how the new company will address this and many more key merger questions (we are staying away from Sales, Marketing, Service and General Administration synergies here).

 

Implications, Implications

So let’s look at what this acquisition does to the market place and its participants. With the leading Learning provider acquiring a complete HR vendor, this has not surprisingly implications on the whole market.
 

Implications for Skillsoft customers

Certainly the more immediate event of impact was the acquisition of Skillsoft by Charthouse in spring this year. As it now becomes clear Charthouse has bigger plans with Skillsoft. Immediately there should be no risk for the training catalogue and the product itself. Longer term Skillsoft may bring its products to the elixHR platform – at the core of the training business is a massive learning item hub. Even longer term Skillsoft customer may be offered complimentary Talent Management and other HR functionality – the only problem being that they have these covered with other products already. But products get old – and need to replaced. To postulate a ‘higher ground’ from a Learning proposition will be a unique value proposition we look forward to see the company develop.

As with all acquisitions, customers should see contractual re-assurance of support of products, capabilities and if necessary even APIs.
 

Implications for SumTotal customers

As with all customers of acquired vendors, Constellation recommends to quickly get contractual re-assurance from the new owner in regards of product capability and roadmap. Especially for pending roadmap items. Consult contracts in regards of legal clauses for material events.

Even if the SumTotal elixHR platform will become the overall Skillsoft platform, the combined engineering teams should have enough bandwidth to not neglect roadmap items. Longer term SumTotal customers will get access to Skillsoft’s extensive course library.
 

Implications for Skillsoft

This is a completely different market and game for Skillsoft now. The company will need SumTotal executives and professionals to play immediately in the overall HR market. And it will have to calm any concerns of customers – some of them HR system vendors – that it will remain the ‘Switzerland’ of Learning – no matter of the acquisition. We will see how well customers and partners will buy into the future.

Implications for Skillsoft and SumTotal competitors

Skillsoft competitors can now hope for some distraction of the Skillsoft team. Coming from an alternate MooC and self-creation of courses direction may help here. But to build a similar training catalogue like Skillsoft’s, takes a long time.

SumTotal competitors may hope for some distraction, especially of executives head to the door. But in the grander scheme, the standardization on Skillsoft for Learning is only a smaller challenge in comparison to the overall challenges SumTotal has to master on the product side.

Short term other pure players of single HR functional building blocks – of which Skillsoft was one of the largest – have to ask themselves if they can thrive with mastering a single HR function. We know HR executives are tired of nothing more than integration – and vendors like the new Skillsoft will be able to address much of that potential headache.

On a larger scale “talent only” vendors (like e.g. Cornerstone and Halogen) need to reconsider if the exclusive focus on Talent Management is a sustainable business, for the same integration consideration as mentioned before. On the higher end of the market customers will see SAP and Oracle coming together on single platforms at some point in the future, and the integration message as value proposition will only get stronger.

 

MyPOV

A bold move by Skillsoft. Credit to whoever realized that in the long run even a leading position in Learning is not enough in the overall HCM market. In the short term Skillsoft needs to address a lot of questions and execute well. Starting with the new company name, as an obvious point of consideration. Longer term Skillsoft needs to issue roadmaps for clients and partners and then earn their trust that it will deliver to them. But a bold move, and it’s better to have tried than not. The market is big enough and the merged company has the skills and resources to succeed. We will be there to watch.

 

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First Take - VMware's VMworld Day 1 Keynote - Top 3 Takeaways

First Take - VMware's VMworld Day 1 Keynote - Top 3 Takeaways

I am attending the VMware VMworld user conference held at Moscone Center in San Francisco, with 22000 other participants. 

Overall the keynote was a better rounded event than last year’s – we had Matlock open, Gelsinger leading through most of the keynote, intersected with Bill Fathers talking about hybrid cloud and Eschenbach closing with customer interviews and stories. From the topics it looks like tomorrow’s keynote will feature VMware’s End User Computing (EUC) products prominently.

  • VMWare keeps working for the install base. It certainly is good when vendors keep supporting the install base and create value for the existing customers. But the risk for VMware and its customers remains that they are making legacy more efficient – not disrupting themselves for the future. The risk is the self-fulfilling prophecy of two parties reconfirming what they know each other for and do well – virtualization of the compute load. And to give VMware credit – they keep trying and moving the customer base along – with new innovation and products. What I wonder though is if the average VMworld attendee thinks more of on premise data center or more hybrid or compete public cloud when they hear about the software defined Data Center, or technologies like NSX.

    But then I can imagine an IT decision maker to give the new EVOrail offering a try – an easy pilot into the brave new SDDC world. My largest concern on EVOrail is why it (initially) is limited to 16 cores only. Promise to dig more on that limit during VMworld in the next days. 

 

 

Gelsinger on one platform for any App vision

 

  • VMware becomes more standard friendly. Both the announcements of supporting the OpenCompute specification and playing along with OpenStack are key moves by VMware. And while the OpenCompute support maybe self-serving for a software company that has a natural incentive to lower hardware costs, the creation of a ‘single’ stack, single pane of glass over both the on premise compute load and a cloud (here OpenStack) based load – is very valuable for customers. Now if they could move load to where it is more cost efficient, either tactically or strategically across the hybrid cloud – that’s where the value is. And of course the hard work. But as I keep blogging and saying – no one understands enterprise compute load better than VMware. How to leverage that insight and keep growing as an enterprise is what the team around Gelsinger needs is figuring out. 

 

Father walks through 5 Services of vCloud Air 

 

  • Hybrid Cloud progresses. When it comes to hybrid cloud, it is Bill Fathers time. The biggest grade of success for the effort in my view remains the data center roll out speed and resulting capacity, and Fathers said that VMware is rolling out at the speed of one data center per month. But then it lacked specifics – and we need to learn more during this VMworld. What is clear is that hybrid cloud is the opportunity where VMware wants to work and works with the partner ecosystem. The challenge remains if partners can and want to muscle the CAPEX needed for that game.

    The other interesting announcement by Fathers was the announcement of (finally) value adding services to vCloud Air – with the usual suspects of database (e.g. MS SQL Server), block storage (to be announced with EMC), mobility (Airwatch), cloud management and of course – DevOps.

 

Gelsinger 5 Takeaways

 

MyPOV

A good start of VMworld that only scratched the surface of the many announcements (check them here) - we will have to learn more before writing our event report - for now we share our first impressions, which are positive and cautiously optimistic. 
 
P.S. Not so great seating - pardon the bad quality of the pictures, wanted to share them nonetheless. 

 

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Ikea Targets Millennials, Combines Sitcom and Reality TV Themes

Ikea Targets Millennials, Combines Sitcom and Reality TV Themes

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Forsman & Bodenfors, Ikea’s Swedish agency, has turned to boxed themes to support the distribution of the retail giant’s latest catalogue (pun intended). However, like the popular Ikea Hacks generated by its loyal fans, Ikea’s new marketing effort has combined standard reality TV and sitcom themes to create innovative and captivating YouTube videos targeting Millennials.

Here’s the scenario: The show’s host welcomes a millennial couple as they enter an Ikea store and has them hypnotized into parenting their future children (played by actors) through various life dramas. The scenes support this year’s catalogue, which is titled: Where the everyday begins and ends. Each scene occurs in the future bathroom or bedroom of the customers being hypnotized – two rooms that Ikea merchandisers are paying particular attention to this year.

It is an interesting experiment. The target audience is clearly Millennials, to whom Ikea is subtly introducing the concept that Ikea furniture will be part of their lives as they age and have kids. It’s like the company is hypnotizing its audience with a show about hypnosis.

What They Did Right

Millennials have a much wider interest range and behavioral traits than the common theories that categorize the group would have us believe. Advertising to Millennials isn’t formulaic. In a recent study, Vision Critical surveyed 1018 Americans ages 18+ to determine viewing patterns. What may surprise many marketers is that the group followed many genres, ranging from awards shows and network sitcoms to reality-competition shows and MLB playoff games. One thing was clear however: Regardless of the 18 different types of programming marked as popular among the audience, most reported watching less live programming than either Gen-Xers or Baby Boomers.

Millennials are turning to streaming services and social media to satisfy their entertainment and news needs. On that note, this Ikea campaign hit all the marks to successfully target this audience.  Its format mimics popular television programs among Millennials, which include half-scripted scenarios and reality show-style interviews. More importantly, it was a made-for-YouTube production.

Millennials don’t watch programming as much as they “follow” programming.   For example, studies have shown that 60% more Millennials than Gen-Xers (and 129% more Millennials than Baby Boomers) watch highlights/clips of late-night TV talk shows after they’ve originally aired.   Made-for-YouTube commercials have become requisite marketing for brands reaching out to this audience, if not exclusively, as an integral part of the engagement.

The other critical element of this campaign is its use of humor. We cannot undervalue the effect of humor in brand-consumer communications, be it general content marketing or produced commercials.

Lastly, the brand and products are used as background players, not the stars of the production. One of the first rules that has evolved from social media marketing is the concept of not selling through social channels, and it’s a notion that many sales and marketing teams continue to struggle with. Community, entertainment, and education are the pillars of modern social advertising and this effort hits the second element well.

Sensei Debates

Are made-for-YouTube commercials requisite marketing for brands targeting Millennial consumers?

Sam Fiorella
Feed Your Community, Not Your Ego

The post Ikea Targets Millennials, Combines Sitcom and Reality TV Themes appeared first on Sensei Marketing.

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Disruption from the Medieval to the Digital World

Disruption from the Medieval to the Digital World

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vatican-libraryOne of the most exciting and interesting projects I came across during my time working with IBM was the digitisation of the Vatican Library. A great humanist project, the Vatican Library was created during the Renaissance when books were literally hand crafted. Scribes, illuminators, binders and printers would work together to create objects that were as beautiful as the content.

It was Nicholas V (1447-1455) who decided that the Latin, Greek and Hebrew manuscripts, which had grown from 350 to around 1,200 from his accession to the time of his death (March 24 1455), should be made available for scholars to read and study.

On his death, Pope Nicholas V (1447-55) gifted his extensive personal library to the Vatican. Containing Latin and Greek codices as well as secret archives of the Popes, these three collections formed the basis of what would become the Palatine Library under Nicholas’ successor, Sixtus IV. A dark and damp space accommodating shelves, desks, benches and a growing collection, the knowledge contained in these spaces soon burst forth.

VaticanLibrary Under successive popes, the collection grew. Sixtus V rebuilt the library, adding frescos, large bright windows and benches. Of course, as was the custom of the time, each volume was held fast by a solid chain. There were strict rules about reading and copying but books were also loaned. The records of these loans are still in existence. They’d make fascinating reading in their own right.

But the flow and accumulation of knowledge could not be stemmed. This new, beautiful library was soon flooded, with books washing out of the main rooms and into hallways and adjoining rooms. The torrent could not be stopped. In fact, it was bolstered by the Pope himself. Pope Clement XI (1700-21), for example, actively acquired manuscripts and volumes from all parts of Asia, effectively establishing the Oriental Collection.

But not all these acquisitions were completely free of drama or controversy. One of Nicholas V’s first contributions to the library was the secret archives of the Vatican. Now covering over 1000 years of history, the Archivum Secretum Vaticanum separately houses  a treasure trove of precious documents on 85km of shelving. Furthermore, some of the acquisitions have raised eyebrows over the centuries:

For example, the first 6 books of the ‘Annals of Tacitus’ were known to have been stolen from the Monastery of Corvey. In the early 16th century Pope Leo was able to acquire them, and fully knew the circumstances. In 1515 he made printed copies of the manuscript, and ‘graciously’ sent a set of the ‘printed’ books, specially bound, to the Abbot of Corvey. [You can now see translations of these on Wikipedia.]

This, of course, raises questions around ownership, copyright and ethics. But it goes deeper – to the root of power, knowledge and human experience. It impacts identity and community and touches our foundational institutions no matter whether they are educational, political or cultural in nature. Understanding the flow of this far reaching impact is how we identify the fact that we are living in a state of disruption. Elizabeth Eisenstein, in her discussion of the impact of the invention of the printing press outlined five impacts of this “new media”:

  1. Experts coming under pressure from new voices who are early adopters of new technology
  2. New organisations emerge to deal with the social, cultural and political changes
  3. There is a struggle to revise the social and legal norms — especially in relation to intellectual property
  4. The concepts of identity and community are transformed and new forms of language come into being
  5. Educators are pressured to prepare their students for the newly emerging world

Today, we face this same torrent of disruption. This time, instead of hard, physical and space-consuming books, the disruption is driven by the accumulation of data. But we don’t have the hand-picked curatorial power of the Vatican Librarians. We don’t have a carefully crafted, focused collection. We have a vast sea of bits and bytes loosely connected by strings of relevance, some social cohesion and meaning and an electricity and data grid that spans the planet.

Eric Schmidt from Google famously stated that we now create as much information in two days as we did from the dawn of civilisation up to 2003. A princely figure worthy of any Pope. The Vatican Library pales by comparison:

In September 2002 the new Periodicals Reading Room, where the most important material is available to readers on open shelves, was opened to the public. At present the Vatican Library preserves over 180,000 manuscripts (including 80,000 archival units), 1,600,000 printed books, over 8,600 incunabula, over 300,000 coins and medals, 150,000 prints, drawings and engravings and over 150,000 photographs.

The Vatican Library was conceived as a vast humanist initiative. And it is one that has stood the test of time. But in this push to digitise every aspect of our lives, I wonder whether we are missing something important. As Ben Kunz suggested, there is somethind deeply personal and decidely human about our relationship to books and knowledge.

After all, our memories are deeply tied up with these dusty old objects that haunt our lives. And no matter how many blog posts or videos we produce, they never have as much impact as a table thumping tome. Just think, for example, how many businesses have disappeared or merged over the last 20 years. How many of them will still be here in 1000? Amazon may rise and fall, but I’d lay money on the fact that the Vatican Library will still be there in 3014.

 

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