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Meet the SuperNova Award Judges - Matrix Commerce

Meet the SuperNova Award Judges - Matrix Commerce

Part V of our "Meet the SuperNova Award Judges" series. Let's meet the group of commerce and retail thought leaders that are judging this year's SuperNova Awards. For the latest news on the digital commerce revolution, follow these folks on Twitter! 

The SuperNova Award Judges are are an elite group of thought leaders and journalists hand-selected for their futurist mindset and keen ability to separate substance from hype. Right now they're hard at work evaluating the SuperNova Award applications against a rigorous set of criteria to identify the applicants worthy of advancement to the finalist round. 

MATRIX COMMERCE

R "Ray" Wang (@rwang0)
CEO & Principal Analyst
Constellation Research, Inc.

R "Ray" Wang is the Principal Analyst and CEO at Constellation Research, Inc.  In addition, he is the author of the popular enterprise software blog "A Software Insider’s Point of View". With viewership in the millions of page views a year, his blog provides insight into how disruptive technologies and new business models impact the enterprise. Ray is a prominent keynote speaker and research analyst working with clients on engagement strategies, social business, customer experience, and decision management.   He advises Global 2000 companies on business strategy and technology selection. Ray also blogs at Forbes CIO Central and for Harvard Business Review. Prior to founding Constellation, he was a founding partner and research analyst for enterprise strategy at Altimeter Group and one of the top analysts at Forrester Research for enterprise strategy.

Steve Wilson Constellation Research headshot

Steve Wilson (@steve_lockstep)
Vice President & Principal Analyst
Constellation Research, Inc.

Steve Wilson is Vice President and Principal Analyst at Constellation Research, Inc, focusing on digital identity and privacy. Wilson has over twenty-five years experience in ICT innovation, and research and development. Wilson is credited with numerous breakthroughs in difficult areas of identity infrastructure and governance, including national and industry level authentication frameworks, PKI systems, smartcards, digital credentials, fraud control, and privacy engineering. 

 


Divina Paredes (@divinap)
Editor 
CIO New Zealand & www.cio.co.nz

Divina Paredes is the editor of CIO New Zealand and www.cio.co.nz, the premium leadership and management resource for information and communications technology (ICT) executives and members of the CXO suite. She also organises and moderates CIO community events such as the CIO roundtable discussions and CIO leaders’ luncheons. Divina has been covering the information and communications technology sector for 15 years. She has postgraduate degrees from the University of Sydney (international studies) and New York University (journalism). You can reach her via email[email protected] and Twitter @divinap.
 


Debbie Hauss (@dhauss)
Editor-in-Chief
Retail TouchPoints

In her role as Editor-in-Chief, Debbie manages the multi-media components of Retail TouchPoints, including a weekly newsletter with an audience of more than 28,000 retail executives. She has covered retail for almost 10 years and worked as an editorial manager, writer and editor in various industries for more than 25 years. Debbie has served as the Managing Editor for Retail Information Systems News, the Chief Content Editor for Parentgiving.com, and a Project Manager and Copy Editor for a Lexis Nexis web site called lexisONE.com. In her spare time she runs marathons.

Agency Lead

Special thanks to our wonderful agency lead, Melanie Duzyj!

Melanie Duzyj
Melanie Duzyj - Agency Lead

Senior Account Executive 
LEWIS PR

Melanie is a senior account executive for the global PR communications agency LEWIS PR, where she leads media and analyst strategies for integrated campaigns. She specializes in B2B technology and works with organizations focused on business intelligence, healthcare IT, HR technology and telecommunications. Prior to her role at LEWIS PR she worked in New York City on the PR teams for healthcare, management consulting and commercial real estate finance organizations. Her client base has included startup, pre-IPO and Fortune 500 companies.

Previous posts: 
Meet the Technology Optimization Judges
Meet the Next Generation Customer Experience Judges
M
eet the Future of Work Judges
M
eet the Digital Marketing Transformation Judges


Matrix Commerce Innovation & Product-led Growth AR Executive Events Chief Customer Officer Chief Information Officer Chief Marketing Officer Chief Supply Chain Officer

Future of Global UX – Cross Cultural Robotics

Future of Global UX – Cross Cultural Robotics

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It was the summer of 2040. Cross cultural robotics was the hottest discipline on Earth and Mars. Robots had become very much part of the human ecosystem by 2025. They played a variety of roles, ranging from housekeeper, drivers (nah..the driverless cars in the past were not successful, other than with early adopters, because people did not feel confident about being driven with no clear demonstration of who was in control…that gave way to the hugely successful robot drivers !) heavy equipment operators , waiters, soldiers, security guards, gardeners, caregivers, news aggregators, cabin crew, pilots, delivery staff , travel agents, customer service agents, cleaners, etc.

Image1

BINA48 – humanoid robot

It was, however, since 2035 that Google and Amazon had formed the new genre of corporate political parties that played an international role in the politics of both planets. And THAT is when cross cultural robotics started to become a much sought after discipline.

Robots were an important differentiator between the corporate political parties. Which party had better localized robots to interact with the citizen consumers across the 2 planets made a lot of difference to the outcome of the planetary citizen consumer satisfaction polls.

Cross cultural robotics involved designing robots such that the user experience of the ‘end user’ citizen consumers when interacting with the robots mimicked the exact interaction they would have had with another citizen consumer from their own ecosystem.

User Experience professionals with knowledge of cross cultural design from the ancient ecosystem that existed at the beginning of the 21st century had become celebrities in this shiny new world.

With life expectancy averaging 150 years now, many of the cross cultural UX professionals from the ancient world of ‘wisdom and slow speed’ (as the history chips described that era!) were still very active and amongst the very best!

Cross cultural robotics involved deriving the best algorithms based on brilliant combinations of various cultural dimensions by Hofstede, Trompenaars, Hall, Kluckhohn & Strodtbeck, Bigoness & Blakely , Schwartz’s universal values AND values from the current local ecosystem.

Google’s humanoid robots were considered the most brilliant…it was most often quite impossible to tell them apart from a human being… whichever part of the world they may be in.

Image2

A humanoid robot HRP-4C, developed by Japanese institute AIST, is a singer

In order to understand the shifting values in each culture and therefore to constantly update the algorithms embedded in the robots, cross cultural robotics experts had to be very highly skilled in terms of sense making , social intelligence, novel and adaptive thinking, computational thinking and new media literacy in addition to their cross cultural user experience design competency.

Continuous Big data and nano data streams based on data being collected from the networked world of ‘everything’ had to be made sense of, in order to understand what was changing in terms of people’s behavior. The better and faster the understanding, the quicker the updates to the robotic algorithms.

BUT, very recently, something seemed to be afoot. The Cross Cultural robotics groups’ hive mind had decided it was time to embed some compensatory values into the robotic algorithms.

Robots that were part of a highly collective culture needed to now be embedded with rising individuality. Those who behaved in accordance with a high power distance culture and respected hierarchies would now start to speak their mind IF they thought the ‘hierarchy’ was being unjust (whether it was to do with shielding corrupt people, unfair treatment to any specific demographic etc). Masculine cultures would be surprised to find their humanoid robots more balanced in terms of gender roles and expectations.

Whatever was skewed in terms of cultural values in each ecosystem, would be corrected by the humanoid robot population with their new cultural balance algorithms…

At long last , cross cultural experts felt powerful …almost god like. They had never really been recognized in the old world…technology had always ruled…but NOW…everything was going to change.

This was a stealth operation since the group was not sure that either of the corporate political parties would approve of this.

So, they delegated different tasks amongst them selves and decided that August 15th would be the day the new algorithms would be updated.

There was much celebration by the group for this impending change they were going to bring about to the evolution of not just robots BUT also humanity!

Everyone waited with bated breath for D DAY…

Next-Generation Customer Experience Chief Customer Officer

Five Lessons for Successful Transformations

Five Lessons for Successful Transformations

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Successful Transformations

Driving large and horizontal transformations for almost a decade has taught me three things.

  1. Transformations are hard, and most of them fail.
  2. There are not many transformation best practices.
  3. No matter how small a company, there is no such thing as a quick transformation.

Yet, most of us are in the middle of a transformation of some sort in our organizations (and for many of us, in our lives). How can we ensure that we transform? Successfully!

Here are my experiences …

Go across

Many transformations fail because they are vertical. The “IT Transformation” or the “Marketing Transformation”. For transformations to work, you need to go horizontally across your organization and make it a company transformation. Someone needs to define, articulate, own and garner the political capital horizontally in the firm, to get buy in across the c-suite for a transformation to be successful.

There is no such thing as a successful “XYZ Department” Transformation.

Go back

Many times companies fail to change and persevere because they forget the basics, roots, and past of who/what/why they are. Many transformations never go back to vision, mission, strategy, target state, gap analysis, and then roadmap. For your transformation to work, ever vertical has to go back to vision, mission and strategy (at a minimum); then these need to be collated back into an overall organizational view. This ability to “go back to the basics” seeds your transformation with the requirements to be successful. There is no such thing as a successful transformation that does not have a vision, mission, and strategy built in as fundamental raw material.

Go outside

Assuming that you went across, and back, the next question is who will help? Lets face it; if we all had the right talent internally we would not need a transformation. Going outside to source talent and resources helps your transformation succeedbecause you are de-risking your unknown unknowns. While many of us go outside for our HR resources, the majority of us fail to go outside for new vendor partnerships, and new sources of innovative ideas/solutions. If you use the same vendors and partners that you have always used, chances are you will get the same results you have always gotten.

Here is the thing, most transformations result in current vendors being paid less, so why would IBM, Microsoft, Oracle, or SDFC help your transformation succeed?

Go ahead

We are always at odds of how far out ahead we should be thinking. Recognizing that a successful transformation in a large company can take anywhere form three to ten years, it is important that you invest in the capabilities and trends that are a decade ahead. This means that many times, instead of investing in the “next thing” (because you missed it) it is more important in investing in the farthest thing. So if you are investing in mobility in 2014, stop, thinking about a leapfrog strategy and invest in ubiquitous edge computing.

There is nothing worst than a transformation that delivers results after a trend is over, or in many cases “too late”.

Go slow

Once you have the other pieces together, for heavens sake, do not rush. It is important to recognize that successful transformations come from a place of constant pivoting. Many times we tend to go too fast with a goal or destination in mind, and end up missing the street sings along the way. There is no such thing as a successful transformation that stuck to its initial target state designed five years ago.

I write as a labor of love, in exchange I ask that you share this writing if you think others may find value,

-Richie

 
Data to Decisions Future of Work Marketing Transformation Matrix Commerce New C-Suite Next-Generation Customer Experience Tech Optimization Innovation & Product-led Growth Chief Digital Officer

#IceBucketChallenge: Despite Critics, You Are Helping

#IceBucketChallenge: Despite Critics, You Are Helping

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The charitable donation effort involves participants dumping a bucket of ice water on their heads or donating to the ALS Association. In turn, the participant challenges three friends to donate money to the association or dump a bucket of ice water on their heads within 24 hours.

The challenge, completed by tens of thousands of people over the last few weeks including famous celebrities and entrepreneurs such as Oprah Winfrey, Bill Gates, Justin Timberlake, and Mark Zuckerberg, has become a huge viral hit raising awareness and donations for ALS research.

Not unexpectedly, the campaign has also seen the wrath of critics who claim that the campaign has done little to support the cause other than to get people talking about it. Ben Kosinski, a Huffington Post blogger and founder of Sumpto, suggested that the campaign is based on "slacktivism," which isn't helping at all.

"Slacktivism is a relatively new term with only negative connotations being associated with it as of recently. The whole thinking is that instead of actually donating money, you're attributing your time and a social post in place of that donation. Basically, instead of donating $10 to Charity XYZ, slacktivism would have you create a Facebook Post about how much you care about Charity XYZ- generating immediate and heightened awareness but lacking any actual donations and long term impact."


In response to the ice bucket challenge from friends, some have chosen to post videos explaining what ALS, also known as Lou Gehrig's Disease, is and how it affects those who suffer from it. Included in those public service announcements were either overt or subtle disdain for the water-dumping activity, suggesting that it has become a social carnival instead of a social good effort.

Others have created memes that feature malnourished children in developing countries with text such as: "So you're telling me that you're dumping good clean water to avoid donating money to a good cause?"

A summary of the criticisms:

  • The campaign has done little for ALS other than to get people to talk about the campaign

  • People are given the choice to perform an activity so they don't have to donate money

  • The campaign is short-term in nature and will not survive past a few months

  • The challenge has become more about the activity itself and less about people raising awareness and funds for ALS

Yes, many people, including yours truly, have made quite the production out of the ice bucket challenge. In fact, the volume of online videos and posts is so great that there are now blooper videos of challenges-gone-bad and blog posts featuring compilations of the best and worst of celebrity challenges.

Yes, the campaign will fizzle out when people get sick of seeing the spectacle or when everyone they know has been challenged.

Yes, in some cases people have done the challenge out of vanity and wanting to be part of the crowd, not for a genuine concern for those suffering from ALS.

On the other hand, the reality is that many who have completed the challenge have also donated to the cause. Those who have completed the task without donating have, through their online videos, raised awareness and encouraged others to donate.

The proof is in the pudding: As of Tuesday, August 19th, 2014 the ALS Association has credited the viral campaign for raising $23 million in donations. To put that in context, during the same period last year, the association raised only $50,000. This activity may not be sustainable over a long period of time but the money raised, if invested and used wisely, will provide a tremendous lift to those seeking a cure.

In my book, that's a win-win for the association, the research they are funding, and for all those suffering from this terrible, debilitating disease.

 

Marketing Transformation Chief Marketing Officer

Quotidien Revolution

Quotidien Revolution

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Innovation is revolutionary only when it results in a shift in power. “Disruption” has become such a throwaway term that we forget our society is reshaping itself through power shifts every day.  Three stories from this weekend’s New York Times illustrate the point.

The Rise of The Toothbrush Test,” asserts that tech companies are increasingly managing their merger transactions without the help of investment bankers (see charts below). The trend arises, says the Times, because bankers understand deals that are based on valuations and earnings per share, but Google, Facebook, Cisco et al. are more interested in the potential to open new markets. (The article title attributes two key yardsticks to Larry Page: “is it something you will use once or twice a day, and does it make your life better?” The smart electric toothbrush is presumably on its way.) If innovation is on the rise across the economy, then it won’t just be tech companies abandoning the financial engineers.

 

Second, David Carr’s regular column on media was titled “The View From #Ferguson.” It’s old news that Twitter trends point to stories faster than CNN, let alone the Wall Street Journal, but there’s a certain symmetry between Al Jazeera relying in part on Twitter when covering the Arab Spring and Twitter drawing attention to the Al Jazeera news crew being tear gassed in Ferguson, Missouri.

Carr points out that Dow Jones (the WSJ’s parent) has acquired Storyful, “which creates narratives from the Twitter stream.” He sites both CNN and NBC as making similar plays.  A decade ago the hand-wringing among media professionals was that citizen journalists could never substitute for trained reporters; now it turns out the professionals can’t do their job without the crowd.

 

Finally, a Harvard Business School working paper comparing the decisions of crowdfunders vs those of experts (“Wisdom or Madness? Comparing Crowds with Expert Evaluation In Funding the Arts”), also mentioned in the Times, concludes that in general a crowd of amateurs and a group of experts will choose the same projects to fund, but when they differ, it is because experts have a higher degree of false negatives, that is, they do not fund projects that turn out to be successful when funded by the crowd.  In other words, experts exert a conservative influence on innovation by suppressing experiments that might make it obsolete — the authors suggest this applies “in fields as diverse as technology entrepreneurship and the arts.”

Investment bankers disintermediated, news crowdsourced, investment reallocated by amateurs — none of this is surprising to the digital natives, or even the digital immigrant (and indeed was suggested long ago by among others Clay Shirky, David Weinberger, and even in my 1998 book BLUR). 

Each of the digital-driven innovations above is a minor footnote to the digital revolution. The big story is the shift in power, and how it will reshape our institutions. If your product or service is used twice a day and makes someone’s life better, watch out.  – CAM

New C-Suite Marketing Transformation Future of Work Innovation & Product-led Growth Tech Optimization Data to Decisions Chief Customer Officer Chief Executive Officer Chief People Officer Chief Digital Officer Chief Information Officer Chief Technology Officer Chief Data Officer Chief Analytics Officer Chief Information Security Officer Chief Operating Officer

iOS, Android, Who cares

iOS, Android, Who cares

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I have people ask me all the time what smartphone or tablet should they buy. They’re usually disappointed when I don’t have a stock answer. I like to ask them a few questions first. Based on their answers, I usually make a recommendation of one OS or the other. This becomes much more of an issue when you start talking to people in the enterprise. It has a tendency to turn into a religious war, both from the security side and executive side to the users themselves who want to use the device they already have for work.

ios-android-war-I have to say, I am really tired of this bickering. I have used both, and to be honest, you can be productive on either one of them. I have gone weeks at a time solely using an Android handset or an iOS handset. I’ve survived. To make it more interesting, there are things I miss from one when I am using the other, and that goes both ways. Any of the premium smartphones out there, whether from Apple or any of the Android OEMs can be used without an issue as far as productivity goes. That doesn’t mean I like every phone I use. I love the feel of the iPhone 5c in my hand, but I always worry that it will slip out due to the smooth surface of it. The Moto X is a terrific phone and feels awesome in the hand. It also has some great features. The Samsung Galaxy Note 3 on the other hand is just too big for me, works well, has some great features but I don’t like holding it in my hand. Guess what, other people love the Galaxy Note. There’s nothing wrong with that. Yet it’s easy to get the haters from both sides mad at you.

Then why do we get into these big arguments when it comes to which device we are going to use in the enterprise? It used to be much easier. You made your decision based upon security and for the longest time it was hard to get an Android device that had a decent default level of security for any company. It was just a basic lack of controls around the device that were missing. That made your default choice an iPhone or an iPad. It was simple. The truth is that has changed over the last year and a half and is about to get even better with the next version of Android that is coming out, Android L.

Once you get past security, why does the device actually matter? We spend so much time picking out devices and justifying our choices, we forget the real reason we are buying them in the first place. The goal of bringing any device into a company is to enable your users. The fact that people focus so much on the device rather than how they enable the users’ themselves is what leads to so many mobile programs failing.

The goal of any mobile program that is successful is enabling people to be more flexible and agile becoming more productive and efficient. The way well designed mobile programs go about doing this is by providing toolkits to the users. These toolkits are just the mobile device. In reality, the mobile device is just a toolbox that holds the missing pieces for enablement. A device moves from being a toolbox to becoming a tool of enablement when it is combined with an app that meets the users’ needs. This is a hard concept for many to grasp as they just bought everyone an iPhone or Android and justified it with a study they read, expecting the users to be good to go. Without apps that have been designed to meet their needs, users are just carrying around a toolbox full of dead weight.

Designing apps by following the FUN (focus on the user needs) principle leads to enablement. When this isn’t done, and apps are just reformatted from the desktop or don’t involve users at all, you end up with crapplications. Crapplications are what lead to shadow innovation. Users will always find a better way to get their job done if you don’t do it for them. They have access to the Apple app store and the Google Play app store. For every app you refuse to spend time fitting to their need, they can find 10 in the app store to do it for them. They aren’t looking at security or cost, they’re looking at what makes them more efficient and gets them home sooner.

It’s time to stop worrying so much about which device you are getting for your enterprise and time to start appifying your business processes. Spend more of your time and effort building secure APIs to data stores and then building secure apps on those APIs that allow your users to turn that data into knowledge. Make sure those apps work on whatever devices you have chosen. It’s just not that hard. Let’s stop this religious war based on devices and do what’s right for the people who are going to end up using them. Or else you can just go back to fighting while people do it themselves.

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

Forget the Internet of Things. Think the “Internet of Me”

Forget the Internet of Things. Think the “Internet of Me”

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How_do_life_events_change_your_audience_and_how_do_you_map_it__admaforumIt’s easy to get excited about devices – about the latest, newest and shiniest phone, band, tablet or watch. It’s also cool to think about how internet enabling our other devices makes our lives better, more efficient or simpler. Internet enabled TVs for example, play in this space. Same with internet-connected refrigerators, light bulbs, or air conditioning. They come with cool names like Nest or Emberlight and sit under the ever expanding category of “internet of things”.

And there is more. Way more. There are scales like Withings that connect to your home wifi to upload your weight and BMI ratings. There are wireless speaker systems like Sonos that pipe streamed music into the location of your choice. There are voice activated home automation systems, barbeques and crockpots that cook on command and even deadbolts that keep your home secure yet know when you approach.

But they are all distractions.

Because it’s not really about the internet of things. It’s the “internet of me”.

Just as the size of mobile phones have collapsed while their power has increased, the same will occur with digital sensors. Just look at the mCube accelerometer that’s only one millimetre across. Accelerometers are the technology that measure movement and vibration. If you have a mobile phone, you have an accelerometer. They are the things that detect that you are picking up the phone, walking or driving (or moving etc) up a hill or down it. They are used in your car to trigger air bags in a car crash – and there are hundreds of other uses.

But the most interesting thing about this latest, small version is what it means for technology – it allows it to disappear. Just think, no one wants to wear Google Glasses because they are ugly, clunky in interface and intrusive in a social environment. It’s as if no one in the Googleplex thought for a moment about the social use of technology (surprise, surprise, they’re all technologists) – and by “social” it is about the three important social outcomes explained by Tara Huntdoes this get me made, laid or paid?

And at the heart of this focus is one thing. Me.

It’s time we forgot the “internet of things” and started thinking the “internet of me”. And then, maybe, we just might (not) see these technologies turning up in a fabric nearby.

And that’s when it will all get very interesting.

Marketing Transformation Data to Decisions Future of Work Innovation & Product-led Growth New C-Suite Tech Optimization Chief Customer Officer Chief Marketing Officer Chief Digital Officer

Meet the SuperNova Award Judges - Digital Marketing Transformation

Meet the SuperNova Award Judges - Digital Marketing Transformation

Part IV of our "Meet the SuperNova Award Judges" series. Today I'll introduce you to the Digital Marketing Transformation judges. Marketing is changing (but you already knew that. I mean, when was the last time direct mail influenced you to make a purchase? Am I right?) and our Digital Marketing Transformation judges know it. This group of thought leaders were among the first to write about the transformative effect of digital on marketing. In today's marketing environment effective marketing means wrapping traditional marketing methods in a combination of digital strategies including: influence, community, social, and analytics.

The SuperNova Award Judges are are an elite group of thought leaders and journalists hand-selected for their futurist mindset and keen ability to separate substance from hype. Right now they're hard at work evaluating the SuperNova Award applications against a rigorous set of criteria to identify the applicants worthy of advancement to the finalist round. 

DIGITAL MARKETING TRANSFORMATION


Esteban Kolsky (@ekolsky)
Board of Advisors (Constellation Research, Inc.) & Founder
ThinkJar

Esteban Kolsky is the Founder and Principal at ThinkJar, a research and consulting firm specializing in Customer Experience, CRM, and Feedback Management.  Esteban works with vendors to create go-to market strategies and with organizations leveraging his results-driven, dynamic Customer Experience Management methodology to earn and retain loyal customers.  He continues his research passion in the Social Networking space where he is helping craft the Social CRM (SCRM) market.


Gavin Heaton (@servantofchaos)
Independent Analyst
Constellation Orbits


Gavin Heaton is a leading digital strategy and customer engagement analyst. Gavin's current research focuses on the changing role and expectations of CMOs, the fusion of marketing channels and change-driven marketing innovation. With over a million strong readership, Gavin's blog ServantOfChaos.com, is ranked as one of Australia's leading business websites.


Sam Fiorella (@samfiorella)
Co-author, Influence Marketing
Partner, Sensei Marketing

Sam Fiorella is Partner at Sensei Marketing, a consulting and technology firm focused on aiding global companies grow their business value through improved customer experiences. Fiorella is co-author of Influence Marketing: How To Create, Manage, and Measure Brand Influencers in Social Media. Fiorella also holds professorships at Seneca College and Rutgers' Center for Management Development. He blogs for Constellation Orbits and the Huffington Post. 


Judith Aquino (@JudithAquino)
Senior Writer
1to1

Judith Aquino is a senior writer at 1to1 Media, where she writes about customer experience topics for 1to1Media.com, Think Customers: The 1to1 Blog, and Customer Strategist Journal. Prior to 1to1, she was an associate editor at AdExchanger. Her work has appeared at the New York Daily News, TheStreet.com and Business Insider. She has an M.A. in journalism from New York University.

Brian Jackson





 



Brian Jackson (@brianjjackson)
Editor
ITBusiness.ca

Working with ITWC, Canada's largest IT news publisher for the past six years, Brian has led the company's editorial coverage of line of business functions as they relate to technology. He's also helmed the social media program, which includes regular Hangouts on Air sessions with interesting business leaders, and a monthly Twitter chat that draws millions of impressions. A graduate of Carleton University's journalism program, Brian has traveled to Rwanda, Russia, Poland, and many major cities in North America. When he can, he enjoys canoeing and camping.


Kelly Liyakasa
Assistant Editor
AdExchanger

Kelly is an associate editor for AdExchanger.com, covering ecommerce, research & other data-driven marketing trends & insights for the publication. Most recently, she was an editor for CRM magazine, where she wrote about sales technologies & enterprise strategies, with a focus on the business value of enterprise applications, ranging from customer service to social media, data analytics & enterprise collaboration apps.

Agency Lead

Special thanks to our Digital Marketing Transformation agency lead, Susan Thomas. This is Susan's fourth year leading the SuperNova Awards--she's been with us since the beginning, and has been instrumental in the Awards' growth and success. 

Susan Thomas Constellation SuperNova Awards Headshot
Agency Lead - Susan Thomas
President
Trainer Communications

Previous posts: 
Meet the Technology Optimization Judges
Meet the Next Generation Customer Experience Judges
M
eet the Future of Work Judges


Marketing Transformation Innovation & Product-led Growth AR Executive Events Chief Marketing Officer Chief Digital Officer

It's not too late for privacy

It's not too late for privacy

Have you heard the news? "Privacy is dead!"

The message is urgent. It's often shouted in prominent headlines, with an implied challenge. The new masters of the digital universe urge the masses: C'mon, get with the program! Innovate! Don't be so precious! Don't you grok that Information Wants To Be Free? Old fashioned privacy is holding us back!

Sometimes privacy cynicism comes in disguise, insinuated by people who mean well. Privacy advocates can sometimes call for a "re-think" of privacy in the digital age, suggesting that people think differently about these things now. But do they?  Is there evidence of a real shift in how we value privacy?  Yes, many people seem to behave with disregard for their personal information as they play online, but let's not read too much into these experiences. For one thing, they could well be temporary, for the Digital Age is still very young.  For another, it is emerging that social media has been largely designed by manipulative commercial geniuses who seduce us into giving up our precious data for a good time. I predict these distortions of peoples' privacy behaviour (but not their deep values) will be revealed to mirror the deceptions of the gambling and tobacco industries. It's important that we understand how orthodox privacy regulations, laid down years before the Internet took off, still serve to restrain the excesses that now trouble so many of us. It has always been the case that information privacy rests on restraint.  The collection, usage, distribution and retention of personal data should all be moderate, proportionate and transparent. That's the gist of privacy; it always has been, and it's more important than ever. 

The supposed binary choice between privacy and digital liberation is rarely examined with much rigor. Often, "privacy is dead" is just a fatalistic response to the latest breach or eye-popping digital marvel, like facial recognition, or a smartphone's location monitoring. In fact, those who insist assert privacy is over are almost always trying to sell us something, be it sneakers, or a political ideology, or a wanton digital business model.

Is it really too late for privacy? Is the "genie out of the bottle"? Even if we accepted the ridiculous premise that privacy is at odds with progress, no it's not too late, for a couple of reasons. Firstly, the pessimism (or barely disguised commercial opportunism) generally confuses secrecy for privacy. And secondly, frankly, we aint seen nothin yet!

Conflating privacy and secrecy

Technology certainly has laid us bare. Behavioral modeling, facial recognition, Big Data mining, natural language processing and so on have given corporations X-Ray vision into our digital lives. While exhibitionism has been cultivated and normalised by the informopolists, even the most guarded social network users may be defiled by data prospectors who, without consent, upload their contact lists, pore over their photo albums, and mine their shopping histories.

So yes, a great deal about us has leaked out into what some see as an infinitely extended neo-public domain. And yet we can be public and retain our privacy at the same time. Just as we have for centuries of civilised life.

It's true that privacy is a slippery concept. In 2006, noted privacy scholar Daniel Solove wrote "Privacy is a concept in disarray. Nobody can articulate what it means. As one commentator has observed, privacy suffers from 'an embarrassment of meanings'.

Some people seem defeated by privacy's definitional difficulties, yet information privacy is simply framed, and corresponding data protection laws are elegant and readily understood.

Information privacy is basically a state where those who know us are restrained in what they do with the knowledge they have about us. Privacy is about respect, and protecting individuals against exploitation. It is not about secrecy or even anonymity. There are few cases where ordinary people really want to be anonymous. We actually want businesses to know - within limits - who we are, where we are, what we've done and what we like ... but we want them to respect what they know, to not share it with others, and to not take advantage of it in unexpected ways. Privacy means that organisations behave as though it's a privilege to know us. Privacy can involve businesses and governments giving up a little bit of power.

Many have come to see privacy as literally a battleground. The grassroots Cryptoparty movement came together around the heady belief that privacy means hiding from the establishment. Cryptoparties teach participants how to use Tor and PGP, and they spread a message of resistance. They take inspiration from the Arab Spring where encryption has of course been vital for the security of protestors and organisers. One Cryptoparty I attended in Sydney opened with tributes from Anonymous, and a number of recorded talks by activists who ranged across a spectrum of political issues like censorship, copyright, national security and Occupy.

I appreciate where they're coming from, for the establishment has always overplayed its security hand, and run roughshod over privacy. Even traditionally moderate Western countries have governments charging like china shop bulls into web filtering and ISP data retention, all in the name of a poorly characterised terrorist threat. When governments show little sympathy for netizenship, and absolutely no understanding of how the web works, it's unsurprising that sections of society take up digital arms in response.

Yet going underground with encryption is a limited privacy stratagem, because do-it-yourself encryption is incompatible with the majority of our digital dealings. The most nefarious and least controlled privacy offences are committed not by government but by Internet companies, large and small. To engage fairly and squarely with businesses, consumers need privacy protections, comparable to the safeguards against unscrupulous merchants we enjoy, uncontroversially, in traditional commerce. There should be reasonable limitations on how our Personally Identifiable Information (PII) is used by all the services we deal with. We need department stores to refrain from extracting health information from our shopping habits, merchants to not use our credit card numbers as customer reference numbers, shopping malls to not track patrons by their mobile phones, and online social networks to not x-ray our photo albums by biometric face recognition.

Encrypting everything we do would only put it beyond reach of the companies we obviously want to deal with. Look for instance at how the cryptoparties are organised. Some cryptoparties manage their bookings via the US event organiser Eventbrite to which attendants have to send a few personal details. So ironically, when registering for a cryptoparty, you can not use encryption!

The central issue is this: going out in public does not neutralise privacy. It never did in the physical world and it shouldn't be the case in cyberspace either. Modern society has long rested on balanced consumer protection regulations to curb the occasional excesses of business and government. Therefore we ought not to respond to online privacy invasions as if the digital economy is a new Wild West. We should not have to hide away if privacy is agreed to mean respecting the PII of customers, users and citizens, and restraining what data custodians do with that precious resource.

Data Mining and Data Refining

We're still in the early days of the social web, and the information innovation has really only just begun. There is incredible value to be extracted from mining the underground rivers of data coursing unseen through cyberspace, and refining that raw material into Personal Information.

Look at what the data prospectors and processors have managed to do already.

  • Facial recognition transforms vast stores of anonymous photos into PII, without consent, and without limitation. Facebook's deployment of biometric technology was covert and especially clever. For years they encouraged users to tag people they knew in photos. It seemed innocent enough but through these fun and games, Facebook was crowd-sourcing the facial recognition templates and calibrating their constantly evolving algorithms, without ever mentioning biometrics in their privacy policy or help pages. Even now Facebook's Data Use Policy is entirely silent on biometric templates and what they allow themselves to do with them.
  • It's difficult to overstate the value of facial recognition to businesses like Facebook when they have just one asset: knowledge about their members and users. Combined with image analysis and content addressable graphical memory, facial recognition lets social media companies work out what we're doing, when, where and with whom. I call it piracy. Billions of everyday images have been uploaded over many years by users for ostensiby personal purposes, without any clue that technology would energe to convert those pictures into a commercial resource.
  • Third party services like Facedeals are starting to emerge, using Facebook's photo resources for commercial facial recognition in public. And the most recent facial recognition entrepreneurs like Name Tag App boast of scraping images from any "public" photo databases they can find. But as we shall see below, in many parts of the world there are restrictions on leveraging public-facing databases, because there is a legal difference between anonymous data and identified information.
  • Some of the richest stores of raw customer data are aggregated in retailer databases. The UK department store Tesco for example is said to hold more data about British citizens than the government does. For years of course data analysts have combed through shopping history for marketing insights, but their predictive powers are growing rapidly. An infamous example is Target's covert development of methods to identify customers who are pregnant based on their buying habits. Some Big Data practitioners seem so enamoured with their ability to extract secrets from apparently mundane data, they overlook that PII collected indirectly by algorithm is subject to privacy law just as if it was collected directly by questionnaire. Retailers need to remember this as they prepare to exploit their massive loyalty databases into new financial services ventures.
     
  • Natural Language Processing (NLP) is the secret sauce in Apple's Siri, allowing her to take commands and dictation. Every time you dictate an email or a text message to Siri, Apple gets hold of telecommunications contet that is normally out of bounds to the phone companies. Siri is like a free PA that reports your daily activities back to the secretarial agency. There is no mention at all of Siri in Apple's Privacy Policy despite the limitless collection of intimate personal information.
     
  • And looking ahead, Google Glass in the privacy stakes will probably surpass both Siri and facial recognition. If actions speak louder than words, imagine the value to Google of seeing through Glass exactly what we do in real time. Digital companies wanting to know our minds won't need us to expressly "like" anything anymore; they'll be able to tell our preferences from our unexpurgated behaviours.
     

The surprising power of data protection regulations

There's a widespread belief that technology has outstripped privacy law, yet it turns out technology neutral data privacy law copes well with most digital developments. OECD privacy principles (enacted in over 100 countries) and the US FIPPs (Fair Information Practice Principles) require that companies be transarent about what PII they collect and why, limit the ways in which PII is used for unrelated purposes.

Privacy advocates can take heart from several cases where existing privacy regulations have proven effective against some of the informopolies' trespasses. And technologists and cynics who think privacy is hopeless should heed the lessons.

  • Google StreetView cars, while they drive up and down photographing the world, also collect Wi-Fi hub coordinates for use in geo-location services. In 2010 it was discovered that the StreetView software was also collecting unencrypted Wi-Fi network traffic, some of which contained Personal Information like user names and even passwords. Privacy Commissioners in Australia, Japan, Korea, the Netherlands and elsewhere found Google was in breach of their data protection laws. Google explained that the collection was inadverrtant, apologized, and destroyed all the wireless traffic that had been gathered.

    The nature of this privacy offence has confused some commentators and technologists. Some argue that Wi-Fi data in the public domain is not private, and "by definition" (so they like to say) categorically could not be private. Accordingly some believed Google was within its rights to do whatever it liked with such found data. But that reasoning fails to grasp the technicality that Data Protection laws in Europe, Australia and elsewhere do not essentially distinguish "public" from "private". In fact the word "private" doesn't even appear in Australia's "Privacy Act". If data is identifiable, then privacy rights generally attach to it irrespective of how it is collected.

  • Facebook photo tagging was ruled unlawful by European privacy regulators in mid 2012, on the grounds it represents a collection of PII (by the operation of the biometric matching algorithm) without consent. By late 2012 Facebook was forced to shut down facial recognition and tag suggestions in the EU. This was quite a show of force over one of the most powerful companies of the digital age. More recently Facebook has started to re-introduce photo tagging, prompting the German privacy regulator to reaffirm that this use of biometrics is counter to their privacy laws.

It's never too late

So, is it really too late for privacy? Outside the United States at least, established privacy doctrine and consumer protections have taken technocrats by surprise. They have found, perhaps counter intuitively, that they are not as free as they thought to exploit all personal data that comes their way.

Privacy is not threatened so much by technology as it is by sloppy thinking and, I'm afraid, by wishful thinking on the part of some vested interests. Privacy and anonymity, on close reflection, are not the same thing, and we shouldn't want them to be! It's clearly important to be known by others in a civilised society, and it's equally important that those who do know us, are reasonably restrained in how they use that knowledge.

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It’s not Shadow IT, it’s Shadow Innovation

It’s not Shadow IT, it’s Shadow Innovation

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We all hear about shadow IT. It’s a scary term, brought up in articles and conversations. It’s defined as people going around the rules and policies of IT or implementing technology outside of IT’s purview. It’s used by a lot of vendors to point out what can be going wrong in a company. Normally they have a tool that allows you to track down shadow IT and get it under control. Anything going on that IT can’t see can’t be good for the company, or so they say. Yet, they couldn’t be more wrong.

The ShadowIT has historically operated from a point of control. They needed to be able to control all technology and were kings of the castle, although, more recently it has been an effort to control the budget as well. Ostensibly it was to insure that all data was secure and to make sure that they could keep everything running well. It started in the era of mainframes and has now moved to data centers in its inexorable march towards the cloud. Yet, the issue with IT being the only one in control is projects tended to move slowly. Servers would be requisitioned and take weeks or months to be installed and then setup up properly. A project might take months or even years from proof of concept through to production. The reigns that IT exerted its control through meant that your job was your location and policies dictated how you worked, regardless of what the business required. Using new technology was a luxury that was rarely afforded to the business. At the same time, it was not uncommon to see the IT folk themselves with the latest greatest hardware, obviously testing to make sure everyone else could use it.

This type of control is no longer viable as people have become more technologically savvy. The ITization of the consumer has given them better hardware at home then they might have in the office. They are using cloud services for their personal data and might even employ an online backup service. They’ve learnt that technology doesn’t need to march at a snail’s pace. They can spend less than $40 using their corporate American Express card to buy enough instances on the Amazon cloud to run POCs in days rather than months. They have the opportunity to fail fast and make tweaks to get their needs met faster.

They have been using smartphones and iPads to do stuff at home and they understand the mobile app economy. They refuse to use a crapplication for any of their personal stuff and they see no reason to have to use one for work. For every crapplication that work provides for them, they can find at least 10 alternatives in the iOS or Android app stores. These apps are designed around their needs and follow the FUN principle.

In most cases, shadow IT isn’t being enacted because people want to thumb their nose at IT. Instead, it’s really people just trying to get their job done in an easier/more efficient way. It can range from the user who installs an app like Dropbox on their mobile device to another user who buys some machines in the Amazon cloud. In the first case, the person just wanted to be able to work on a file while they weren’t sitting at their desk while in the second, it was faster and easier for the person to get a proof of concept started with a few dollars spent on some Amazon cloud instances. In both cases, there were no good alternatives offered by IT.

These choices are neither made nor intended to put the company at risk. Rather they are to help the users themselves to become more efficient and productive. They actually drive the business forward. The issue is that IT hasn’t embraced the change that modern technology has enabled. They are stuck in the era of control and live in a world where security FUD is thrown around faster than monkeys having a poop fight. When you are taught that shadow IT can only lead to security breaches and harm to the company that’s all you find.

That doesn’t mean that there aren’t malicious people out there. As Tom Kaneshige points out in his article on the BYOD Mobile Security Threat, there are bad actors out there. The issue with bad actors is that they were causing problems long before BYOD and they will always find a way. That doesn’t change the fact that most people aren’t trying to be malicious, they just want to get their work done and go home, or if they’re mobile back to watching their kid’s soccer game.

IT shouldn’t be worrying about shadow IT but rather embracing shadow innovation. They should seek out the solutions that their users have felt the need to enact and find a way to incorporate them into their own bag of tricks. It’s not about tearing Dropbox out of people’s hands but giving them a way to securely store their work files in the cloud, so they can access and work on them easily. The goal isn’t to pull the POC servers from the Amazon cloud but rather offer to help set them up and make sure they have secure communication with work and the data is protected if it needs to be.

Shadow innovation is an opportunity for IT to become more relevant. They learn to follow the FUN principle (focus on the user needs) and enable their users and yet they take the precautions to do it securely. They remove the burden of being a hurdle and get seen as a partner and a collaborator, enabling the business to move forward. Instead of finding a security threat under every rock, they find an innovator working to make the company more successful. Their only job is to embrace shadow innovation and bring it into the light.

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