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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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Meet the SuperNova Award Judges - Future of Work

Meet the SuperNova Award Judges - Future of Work

Part III of our "Meet the SuperNova Award Judges" series. Today we meet the Future of Work judges. This group is comprised of the thought leaders and journalists that are revolutionizing the way we think and converse about the concept of "work". 

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. 

FUTURE OF WORK


Holger Mueller (@holgermu)
Vice President and Principal Analyst
Constellation Research, Inc.

Holger Mueller is Vice President and Principal Analyst at Constellation focusing on HR technology and all-things-cloud. Previously Holger was VP of Products for NorthgateArinso, a KKR company. There he lead the transformation of products to the cloud and laid the foundation for new Business Process as a service (BPaaS) capabilities. 


Alan Lepofsky (@alanlepo)
Vice President & Principal Analyst
Constellation Research

Alan is Vice President and Principal Analyst at Constellation Research, Inc. focusing on enterprise collaboration software. Alan's Big Ideas include, "Purposeful Collaboration" and a unique audience segmentation pattern that relies on digital proficiency; not age. Prior to joining Constellation, Alan spent 3 years as Director of Marketing at Socialtext and before that, 14 years in a variety of roles at IBM/Lotus. He's an active blogger and speaker in the "Enterprise 2.0/Social Business" community, where he shares his thoughts on the business benefits of open communication and collaboration.


Dr. Janice Presser (@drjanice)
CEO and Co-founder
The Gabriel Institute

Janice Presser is a behavioral scientist and the architect of Teamability® – a new technology that measures how people will perform in teams. She has been engaged in the research and development of talent science for over 25 years and is a recognized thought leader in qualitative assessment and human infrastructure management methods. Dr. Presser has served on SHRM's Human Capital Assessment/Metrics Special Expertise Panel, the Taskforce on Workforce Planning, and the Taskforce on Metrics and Measurements. She is Contributing Editor for Selection in ELLA®, Employment Labor Law Audit. She blogs for Constellation Orbits. 


Terri Griffith (@terrigriffith)
Professor, Santa Clara University
Thought Leader, Constellation Orbits


Prof. Terri Griffith, Ph.D., is Chair of the Management Department at Santa Clara University. She is an expert on how to make and then implement combined technology and organization decisions. Some of these ideas are outlined in her award-winning book, The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive. Dr. Griffith is one of the 100 honored members of the 2012 Silicon Valley Women of Influence. She is a regular contributor to Constellation Orbits
 


Paul van Essche (@paul_vanessche)
Independent Analyst
van Essche & Associates


Paul van Essche is the founder/owner of the independent management and tech consulting firm van Essche & Associates specializing in Change Management. He has successfully effected radical change in some of the most resistant business environments. van Essche is a regular contributor toConstellation Orbits.
 


Mark Fontecchio

News and Site Editor
SearchOracle.comSearchSQLServer.com - TechTarget

Mark Fontecchio is responsible for overseeing the operation of both SearchOracle.com and SearchSQLServer.com, as well as writing and editing technical content. Previously at TechTarget, he was a reporter for SearchDataCenter.com, covering enterprise server and data center issues. Before TechTarget, he was a reporter and editor for various daily and weekly newspapers in suburban Boston.
 

Steve Boese
Steve Boese 
(@SteveBoese)
Co-Chair HR Technology Conference
Editor, Human Resource Executive

Steve Boese is a leading thought leader in HR-focused technology strategies. He is Co-Chair of the HR Technology Conference, the world's largest gathering of the global HR Technology community, and a writer/editor for Human Resource Executive magazine. Steve also created and hosts the HR Happy Hour show on Blog Talk Radio.

Agency Lead

Special thanks to our Future of Work agency lead, Grace Angulo!

Grace Angulo
Grace Angulo - Agency Lead 
(@gtangulo_AR)
Manager, Analyst Relations
Edelman

Previous posts: 
Meet the Technology Optimization Judges
Meet the Next Generation Customer Experience Judges


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It’s Gruen for Innovation – That Startup Show

It’s Gruen for Innovation – That Startup Show

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What is a startup? How is it different from a small business? And what role does innovation and/or technology play in a startup?

These are some of the first topics addressed by the new “entertainment startup” web-cast show, That Startup Show. Hosted by Dan Ilic and streamed live, the show takes a leaf out of ABC’s The Gruen Transfer – a smart, funny and insightful panel drilling into focused topics interspersed with clips and live pitch sessions.

Panelists Bronwen Clune, Alan Noble and Sebastien Eckersley-Maslin, provide an industry perspective and Dan Ilic does a great job of keeping the conversation flowing. They take live tweet questions from the crowd and cover a vast range of topics in a very short time.

This first episode marks an important innovation in the development of the Australian startup ecosystem. It’s “StartupAus” beginning to tell its own stories at scale. And that can only be a good thing. Looking forward to Episode 2.

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Meet the SuperNova Award Judges - Next Gen Customer Experience

Meet the SuperNova Award Judges - Next Gen Customer Experience

Part II of our "Meet the SuperNova Award Judges" series. Take a break and learn a little bit about the group of customer experience thought leaders and journalists that are judging this year's SuperNova Awards. If you want the scoop on all things customer, highly suggest following 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. 

SuperNova Award Judges - Next Generation Customer Experience

Dr. Natalie Petouhoff (@drnatalie)
Vice President and Principal Analyst
Constellation Research

Natalie Petouhoff is Vice President and Principal Analyst at Constellation Research focusing on the integration of traditional business strategy and operations with social and digital business transformation. Petouhoff works with Fortune 100 and 500’s Senior Leadership teams to create strategic marketing and customer experience solutions which engage customers, build brands and grow businesses.  Previously Petouhoff held positions as a Forrester Analyst, Chief Strategist for Weber Shandwick PR/Marketing Agency, Management Consultant at PWC, Hitachi and management at GE, GM and Hughes Electronics.

 


Paul Greenberg (@pgreenbe)
Board of Advisors (Constellation Research, Inc.) & President
The 56 Group, LLC

In addition to being the author of the best-selling CRM at the Speed of Light: Essential Customer Strategies for the 21st Century, Paul Greenberg is President of The 56 Group, LLC, an enterprise applications consulting services firm, focused on CRM strategic services including go-to-market strategies for vendors and integrators, CRM strategic planning and vendor selection. The 56 Group also provides writing, speaking and educational services.  Paul has years of experience with both CRM and Enterprise Resource Planning (ERP). He has built SAP and People Soft practices and, has extremely deep ties into the CRM and enterprise applications communities.

 


Marshall Lager (@lager)
Managing Principal
Third Idea Consulting, LLC

Marshall Lager is the founder and managing principal of Third Idea Consulting, a firm founded to provide advice on the confluence of customer relationship management (CRM), social media, and brand management. Marshall is a former Senior Editor at CRM Media, where he wrote news, blogs, and feature articles on the above topics for CRM magazine and its website, destinationCRM.com.
 


Brent Leary
 (@BrentLeary)
Co-Founder and Partner
CRM Essentials

Brent Leary is a crm industry analyst, advisor, author, speaker and award winning blogger. He is co-founder and Partner of CRM Essentials LLC, an Atlanta based CRM advisory firm covering tools and strategies for improving business relationships. In 2009 he co-authored Barack 2.0: Social Media Lessons for Small Business. Recognized by InsideCRM as one of the 25 most influential industry leaders, Leary also is a past recipient of CRM Magazine's Most Influential Leader Award.  He blogs at BrentLeary.com.

 


David Myron
Editorial Director
CRM and Speech Technology Magazines

A multiple-award-winning writer and editor, David brings more than a decade of business and technology writing experience to CRM and Speech Technology magazines and their associated products. His articles have appeared in magazines from leading media publishers, including CMP Media, Forbes, Freedom Communications, Primedia, and Ziff Davis.

Previous post: Meet the Technology Optimization Judges


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BYOD, or really BYOP – Bring Your Own Plan

BYOD, or really BYOP – Bring Your Own Plan

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I read an article today on BYOD (Bring your own device) and how the whole concept could be in trouble. It’s nothing new to see BYOD being seen as the next big thing or for it to be fading away depending on whom you’re talking to. In this case the post was pointing out a case in California where the courts had ruled that if a person has to use a cellphone for work, even if they paid for the phone, the company was responsible for part of the bill. This, according to the article, would signal the end of BYOD as companies didn’t want the hassle of being forced to pay for part of people’s phone bills. It took no more than 5 minutes to find another article talking about how BYOD was getting even bigger as companies were reaping big gains by allowing millennials to use their own devices, even though they were experiencing growing pains.

BYOD_iPhoneThe inherent problem with all of these articles on BYOD (it also applies to IoT, Cloud, throw a technology in here) is that the conclusions aren’t based on facts. They are assuming causality due to correlation and yet they don’t link the premise to the result. This is just a bad approach and no amount of writing and analysis can connect the dots together where they don’t belong.

It’s not very difficult for companies that have the right circumstances to succeed in implementing a BYOD program. Wait, you’re saying, “I see what you did there Brian, you’ve already put conditions on the results.” Well, yes I am. Like any program, whether it be BYOD, or moving to the cloud etc, you have to understand the conditions and restraints before acting. It’s hard for an international company to implement a BYOD program. There are privacy and ownership rules that exist in Europe that makes it difficult. In some places devices that meet the requirements may not be available to the locals there. You have to understand these restraints and others like regulatory or legal issues that come along with any mobile program.

The key to implementing a successful BYOD program is all planning. You can’t just tell your workers to go out and buy whatever device they want and expect them to be able to hook up to your network and be productive. You start by creating a mobile program. BYOD, as I have pointed out before, is an ownership issue, nothing more. It is part of your mobile program; it is not the mobile program. When you start a mobile program, you build policies in that program. Those policies are the cornerstone to implementing a successful mobile initiative. You tell your employees what you want them to do with the device as well as what they shouldn’t be doing. You lay out whether they will buy the device or whether it will be a corporate owned device. You explain to them how the billing for the mobile plan will work. You may completely reimburse the entire bill or you may only pay part of it but your employees understand from the get go what is expected. You also give them guidelines so that they understand what devices are safe to use and will give them the best access versus those that might only get email, calendaring and contacts.

You run these plans by your legal and HR teams. In the case of BYOD and reimbursement, you will find out quickly what the legal ramifications may be. In California, you are definitely going to have to pay some of the bills if they have to use their own device for work. You may also find that a full plan reimbursement has consequences for the user. They may owe taxes as you are also paying for their personal calls and data use. Companies have started charging back a small fee for voice and data use (~$20) to the user and then the employee no longer has the tax liabilities.

As you have laid out how to best choose a great device for BYOD, you have shorn up your internal WiFi to handle the more devices that will be in the office. You have also built secure apps that enable your employees and provided an app store for them to download the apps from. You may have set up a virtual desktop infrastructure or app streaming capability so some data never resides on the device or so users can access legacy applications that haven’t been converted to mobile apps yet.

Deploying any mobile program requires planning. A single court ruling or advice from an analyst isn’t enough to derail a well-planned deployment. Mobile isn’t giving out devices and expecting your employees to start being more agile and flexible. Mobile is planning to enable your workers through a well-planned strategy that meets their needs when and where they are required. It’s devising a strategy that is robust and well thought out, where the users are part of putting the strategy together. It addresses the ownership of the device, the apps and the data, and in the end helps people get their work done. When knowledge is easy to access at the right time and place, people become more flexible and agile, more efficient and productive, and just happier. That’s when BYOD, Mobile, Cloud, IoT succeed. They become part of a well-planned seamless experience.

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Influence: Be the First to Give

Influence: Be the First to Give

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In the digital world we are fascinated by influence. We want to know who has influence and we want to know who is influenced by whom. We strive for influence in our personal and professional lives and we reject the overt nature of influence that impacts us through advertising and messaging (even though it still affects us).

Robert Cialdini’s book on Influence is a must-read for marketers. His six principles of influence work together to connect intention and action and are vital to the success of any marketing activity. However, in digital and social marketing, the focus tends to rely on just two elements – social proof and liking. It’s partly why we often feel marketers and brands are “yelling” at us online. There is a simple antidote to this:

Be the first to give.

In this infographic from Everreach, summarising the six principles, they call out that proactive use of reciprocity as a “weapon of influence”. Working this way creates a faster and more immediate bond between brands and their customers. More importantly, it sets the scene for the remaining elements. So, next time – before you ask someone to buy, think about what it is that you can give.

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Meet the SuperNova Award Judges - Technology Optimization

Meet the SuperNova Award Judges - Technology Optimization

The SuperNova Award application deadline may have been last week, but that doesn't mean the SuperNova Award process is over. Behind the scenes the SuperNova Award Judges are hard at work evaluating the applications against a rigorous set of criteria to identify the applicants worthy of advancement to the finalist round. 

Let's meet these individuals who are taking time out of their busy schedules to evaluate the SuperNova Award applications, shall we? The SuperNova Award Judges are an elite group of thought leaders and journalists hand-selected for their futurist mindset and keen ability to separate substance from hype. 

SuperNova Award Judges - Technology Optimization


Andy Mulholland 
Vice President and Principal Analyst
Constellation Research

Andy Mulholland is Vice President and Principal Analyst focusing on cloud business models. Formerly the Global Chief Technology Officer for the Capgemini Group from 2001 to 2011, Mulholland successfully led the organization through a period of mass disruption. Mulholland brings this experience to Constellation’s clients seeking to understand how Digital Business models will be built and deployed in conjunction with existing IT systems.

Jon Reed Constellation SuperNova Award Judge

Jon Reed (@jonerp)
Co-founder
Diginomica

Jon Reed has been involved in enterprise communities since 1995, including time spent building ERP recruiting and training firms. These days, Reed is a (cough) blogger/analyst and also counsels vendors and startups on go-to-market strategy. He is an SAP Mentor, Enterprise Irregular, and video content producer.

Ron Miller
Ron MIller (@ron_miller)
Freelance Journalist
Enterprise Reporter, TechCrunch

Ron MIller is an award-winning freelance technology writer. His work currently appears in TechCrunch, CiteWorld, EContent Magazine, and SocMedia News. Recognition includes several Apex Awards for Publications Excellence in Feature Writing and the Churchill Award for Editorial Excellence at FierceContentManagement.
 


Mike Simons (@Itjournalist)
Editor-in-Chief
Computer World UK

Mike Simons is the Editor of Computer World UK and Techworld. He joined IDG in 2006 after almost a decade at Computer Weekly. An award winning IT and business journalist, Mike has a particularly focused on major IT projects and public sector IT.
 


Mila D'Antonio (@miladantonio)
Managing Editor 
1to1 Magazine

Mila D’Antonio is Managing Editor for 1to1 Magazine where she leads the editorial production. She also edits the Best Practices, On the Beat, and Expert Insight Industry Authority sections of the magazine. In addition, she edits the online contributed columns and exclusive content. She also moderates panels at customer events and industry conferences. Prior to joining 1ot1 Media, Mila had worked at a number of trade magazines and newspapers. 


Debra Lilley (@debralilley)
Board of Advisor (Constellation Research, Inc.)
Board Member (UK Oracle Users Group)

At Fujitsu, Debra is the Oracle Alliance Director where she is responsible for our relationship with Oracle and our Oracle Fusion Champion. She ensures that both Fujitsu and our customers are well briefed on current and future Oracle strategy. She is an Oracle ACE Director (Applications) and has spoken at over 100 events worldwide. She is Chairman of UK Oracle User Group and is also responsible for the Product Development Committees at the International Oracle User Community (IOUC).

 


John Obeto (@johnobeto)
CEO & CTO 
LogikWorx

John Obeto is CEO and Chief Technology Officer of Logikworx. He is also the Editor-in-Chief of SmallBizWindows, and the Publisher of The  Interlocutor, a newsletter devoted to Small and Medium Businesses from a Windows and Microsoft Technologies standpoint. He is  Executive Vice-Chairman of Coolers Nigeria Limited, and Chairman & Managing Director of Obeto Properties, PLC. He is also the owner of DAGMA/Remix Limited, and a member of the Board of Directors at Connect, the community of HP Professionals worldwide.

Special thanks to our agency lead for the Technology Optimization & Innovation category, Kewal Varia. Kewal is responsible for managing the judging group and leading our agency efforts for the awards. 


Kewal Varia - Agency Lead (@kewalv)
Managing Director
Sparks Communications

Kewal Varia is managing director of Sparks Communications, a technology-focused PR firm located in the UK. Clients work with Kewal Varia because they like the mix of technical understanding,creativity and strategy that he brings to their campaigns. In a previous life, Kewal dabbled in freelance journalism

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Roundup Of 3D Printing Market Forecasts And Estimates, 2014

Roundup Of 3D Printing Market Forecasts And Estimates, 2014

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3D Printing

3D printing’s potential to revolutionize manufacturing is quickly becoming a reality.

From relatively simple make-to-stock to complex, engineer-to-order production strategies in aerospace, defense, discrete and industrial production, 3D printing technologies are redefining the manufacturing value chain.  Investors including venture capitalists, wealth management firms and nearly every market research firm covering high technology has published 3D printing forecasts or market estimates.

A summarized list of 3D printing market forecasts and estimates is provided below:

  • Canalys predicts the global 3D printing market will grow from $2.5B in 2013 to $16.2B by 2018, attaining a CAGR of 45.7% in the forecast period. For additional information see 3D printing market to grow to US$16.2B in 2018. The following table compares 2013, 2014 and 2018 forecasts and relative market growth by 3D printers, services and materials.

Canalysis

  • IBISWorld forecasts the U.S. market for 3D printer manufacturing in the U.S. will reach $1.4B in 2014, attaining a Compound Annual Growth Rate (CAGR) of 22.8% from 2009 to 2014.  The U.S. market will grow at a CAGR of 15.7% from 2014 to 2019.  IBISWorld’s report includes market shares, and shows 3D Systems Corporation with 19.5% followed by Stratasys with 18.4%. You can read the IBISWorld report, 3D Printer Manufacturing in the US, February 2014 here (free, no opt-in).
  • IDC predicts that worldwide 3D printer unit sales and installed base will grow at a combined compound annual growth rate of 59% through 2017, with the value of shipments attaining a 27% CAGR in the forecast period.  IDC’s excellent presentation titled 3D Printing – A Transformative Opportunity for Print and Manufacturing written by Robert Parker and Keith Kmetz was part of the IDC Directions 2014 briefing sessions earlier this year.  The following slide from the presentation compares 3D printer market units, installed base and value of shipments. IDC also predicts the Average Selling Value will also drop at a -19% CAGR through 2017.

IDC Forecast from Directions 2014

3D Systems Investor Graphic

  • 3D printers will grow from a $288M market in 2012 to $5.7B in 2017, attaining an 81.9% CAGR in the forecast period according to research by Wells Fargo Wealth Management.  According to this firm’s compiled research, shipments of 3-D printers are expected to grow at a CAGR of 95% a year from 2012 to 2017 with revenue expected to grow at 82% in the same forecast period.  Well Fargo Wealth Management found that 3-D printing revenue is estimated to have achieved just 8% of its global market potential as of 2014, making the market opportunity worth $21–$28 billion by 2017.  Wells Fargo Wealth Management published the report Beyond 2014: Evolving Opportunities in Technology providing these insights and the following charts showing the growth of 3D printing shipments and revenue:

Wells Fargo Graphic

Deloitte graphic

  • The market for 3D printing products and services grew to $3.07B in 2013 attaining a compound annual growth rate (CAGR) of 34.9%, the highest in 17 years according to Wohlers Associates. According to industry expert Wohlers Associates the growth of worldwide revenues over the past 26 years has averaged 27%, with the CAGR for the past three years (2011–2013) reaching 32.3%.For additional information see the Wohlers Report 2014 Uncovers Annual Growth of 34.9% for 3D Printing and Additive Manufacturing Industry. Wohlers Associates is one of the most knowledgeable firms tracking 3D printing, they have involved in this market for decades.
  • 67% of manufacturers surveyed are currently implementing 3D printing either in full production or pilot and 25% intend to adopt 3D printing in the future. A study by Price Waterhouse Cooper (PwC) of 3D printing adoption in the global aerospace industry’s MRO (maintenance, repair and overhaul) parts market estimates $3.4B annual savings in material and transportation costs alone. PWC’s recent report published in June, 3D Printing and the New Shape of Industrial Manufacturing, provides a wealth of insights into the adoption of 3D printing in manufacturing. The following graphic from the report compares adoption rates by small and large firms.

PwC Graphic

  • PwC predicts that within three to five years 3D printing technologies will be used for producing military, commerical and complex weapon parts and system components.  In the recent research note 3D Printing: A Potential Game Changer for Aerospace and Defense, PwC provided a 3D printing adoption map, which is shown below.  PwC observes that “as quality and speed continue to improve, 3D printing will become a viable process for an  ever-increasing number of applications, including traditional production parts. No one  knows how rapidly the technology will take to mature, but most experts believe it will  make significant strides within the next five years.”

PWC 3D Adoption Map

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Mobile first isn’t mobile only

Mobile first isn’t mobile only

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One of the people I follow has a favorite tweet. Basically it says the only way to win in the enterprise is to go mobile first and mobile only. It’s a great saying and many people agree it’s the right strategy, and yet, they take the phrase word for word and don’t understand why it never works. In a sense, mobile first and mobile only are at odds with each other. If you go mobile only why do you need to go mobile first, you are only catering to mobile devices, so who cares. Yet businesses don’t really understand the terms and end up in trouble anyway.

focus through lensI am a huge fan of the mobile first mindset but only if it’s understood. The first rule of mobile first is that it doesn’t mean mobile only. Mobile first is, instead, a strategy that requires focusing on the users and what they are trying to do. It feeds into the FUN principle, focusing on the users’ needs, but goes beyond that into breaking it down to their needs at the right time. The core of any mobile first strategy is understanding the users and how they process information on a mobile device. It becomes very obvious, that when people are using their phone, they can only focus on the task at hand. Therefore, it’s not just focusing on their needs but breaking their needs up into bite-sized chunks. It’s similar to the joke about eating an elephant, you do it one bite at a time.

Let’s contrast a mobile first app with a traditional desktop application. A traditional desktop application is usually a process in itself. It consists of a hundred little tasks that you put together to finish the final product. It has a menu system with a myriad of choices and different ways of doing things. It is often monolithic and requires too many steps to get things done. A mobile app for the phone is much more focused. It consists of 2 or 3 things that the user needs to get the job done. Its menu system has far fewer choices and is focused on a particular outcome. This doesn’t make either approach wrong, but the desktop application won’t work well on the mobile device. Interestingly enough, the mobile app will work just fine on the desktop.

If mobile first doesn’t mean mobile only, then how does a mobile app move across the spectrum of devices that a person will use. This is where the magic comes in. If you start with focusing on the users’ needs, as you move from a phone to a tablet, the person may actually use them differently. They have more screen real estate; they may even use a stylus or a keyboard. The need that is being addressed when they use the tablet is slightly different from when they are using the phone. The important part is to be careful expanding the scope and making sure that the app stays focused, albeit that focus becomes slightly larger.

Think of it like using a camera, you can go with a single prime lens, it has only one focal length and it’s better for one type of photo. You change your lens as your need changes. As you get even better and want to use the camera for a wide range of activities, you may switch to a zoom lens. That way you can zero on the subject and catch just a photo of them, or you can zoom out and take a wide angle photo that includes the surroundings. This is the same way a mobile first strategy works. You start with the laser focus and you carry it back to each device, widening the angle somewhat as you go, but still staying focused.

The tablet app therefore then becomes a laptop or desktop app. There are more options and pieces to work with, but the focus is still the same, on the task at hand. Think of it this way, most people just want a word processor when they use Microsoft Word. They barely use 20% of the available features if they’re lucky. On the smartphone, they just want to get the text entered and be able to start new paragraphs. When they move to the tablet they may start to format the text a little and be a little fancier. When they go to the desktop, they may change it into a newsletter, a web page or something else. The focus should always be on getting the words done, you just have more options as you move to different devices.

This is why responsive design doesn’t work in this analogy. It’s not just showing a different size screen as you move between devices; it’s also taking into account what the devices are capable of, being used for. Responsive design, although a great concept for a web page, in its traditional definition doesn’t fit the mobile first strategy.

When you approach mobile as a mindset, based around the FUN principle, mobile first is the strategy for helping the user do what they need when they need it. It’s what allows people to be more agile and flexible, on any device, be it, smartphone or desktop, making them more productive and efficient. Mobile only doesn’t only mean mobile devices; it means a mobile only approach to the experiences on those devices, keeping them focused, even if the device doesn’t fit in your pocket or your backpack.