| Constellation Research

What is Social Knowledge?

Expanding on the issue of social knowledge I started last time, thanks to my friends at Moxie and my sponsored research model, I want to take it one step further.

We explored last time what is the path to social knowledge and how today’s shifting paradigm of knowledge management makes it possible. We talked about how the upsurge of user empowerment generated by the advent of social networks and online communities made social knowledge possible where similar endeavors failed before.

What we did not do is define social knowledge – or how to make it work. I want to take the next two posts to do just that. Will start with a definition this time and present a framework to embrace it in the next installment.

Here is a diagram that shows the progression to Social Knowledge, and how it begins to integrate communities.

That last chart? That’s a play on my continuum model – but that is a very different topic and model; just know that social knowledge is a stepping stone towards implementing continuum in lieu of cycles (read more here if you want, but come back because we are just getting started).

Now that we have put social knowledge into the proper context as one part of the evolution towards collaborative knowledge, let’s define what we mean by social knowledge. I wrote some time ago a pseudo-definition for social knowledge that read:

Tapping into communities and subject matter experts, social knowledge moves away from the traditional knowledge-in-storage model of accumulating “stuff” in knowledge-bases to getting the information directly from the knowledge owner that has it.
This knowledge is used, cataloged, indexed and used again – but only as long as it is the right answer – after that, new answers become “the right answer”.
Within these statements we have all the elements that make social knowledge work.

At the baseline social knowledge is the realization that knowledge bases don’t contain all the necessary information.; while in certain instances (e.g. financial services and regulated industries) it may be necessary to have an “official” version of knowledge, in the real world knowledge is augmented each and every moment during usage; this is one of the driving forces for online communities.

The more you use knowledge management as part of your customer service endeavor, the more knowledge changes. The number of intricate combinations possible for use of any product of service by the large number of customers using them is astonishing.

Even if there are “recommended” uses for the product, customers will always try new things and new combinations; as an example, I doubt very much that the inventors of duct tape thought it would be used one day to make clothes and other findings – yet, my daughters are living proof that is the only recognized use of duct tape (for them). Everything they ever needed to learn from how to use the product to make what they wanted to make came courtesy of YouTube via non-official videos of other people making the same things.

Organizations began to realize some time ago that the source of the answer lies within those experts, called Subject Matter Experts or SME, and their use of the product or service. This is marking the shift in knowledge from Knowledge-in-Storage (KiS) to Knowledge-in-Use (KiU) we are seeing, and the beginning of social knowledge.

One caveat, whereas users still remain the ultimate source of how the product should be used, this is not an excuse to dump all knowledge management efforts in the path to creating user-only knowledge solutions. SME are a part of a total solution, not the only solution – there have been some organizations who have recently tried to outsource one-hundred percent of their knowledge management to communities with mixed results – at best.

However, the same model of communities and tapping into communities powered and populated by users can be used internally. SME can live within the enterprise as well as outside, but without the right technologies is hard to impossible to find them in a timely manner to use their knowledge.

Social knowledge does not just happen via external communities, it must also occur with internal SME in internal communities and eventually ending up in hybrid communities (see the chart accompanying my last post for more of this evolution). That is the next step, the evolutionary model of collective intelligence.

It would be simplistic to say that is the only definition for social knowledge, but since it is the first step in a multi-iterative paradigm shift we need to add some of the elements that are necessary to make it work. Since a formula would have too many variables for any one organization to account for, I prefer to use a framework or template approach.

Alas, that is the next post on this series.

I want to know something from you though, are you seeing this shift in knowledge beginning to take place in your organizations? Are customers demanding more knowledge than you have access to?

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The Story of Social Knowledge

I know I have been writing a lot about Knowledge Management lately, but this is a very exciting time and the paradigms are shifting as I have mentioned.

The old model of creating and storing knowledge to eventually using it (maybe) is disappearing in favor of knowledge generated and maintained by users and communities.

I covered a lot of this before within the sponsored research model I use and you can find all of the links from my blog – but when I was discussing one of the components I wrote about before with my friends at Moxie we discovered there was a missing step.

I talked about Collective Knowledge as the ultimate goal for this paradigm. This is where communities populated by interested parties help each other by providing the necessary knowledge. The main difference with today’s model of KM is that the communities essentially become the replacement for the knowledge-bases over time.

One of the things we discovered working through that model with Moxie was that we needed to cover the interim steps to get there. This is what this post is about. Telling the story of Knowledge becoming social knowledge and eventually collective knowledge.

There are four stages for the use of Knowledge in Customer Service:

Disorganized. During this stage, there is no knowledge management to speak of. Either there is a collection of documents, or maybe a knowledge base exists – but it is incomplete, obsolete or never used. The “knowledge” generated and used at this stage comes from user’s minds – they know what they need to say to answer the most common questions and they may know who to ask for a one-time answer as they find the need. There are no documented processes or solutions to effectively manage generation and maintenance of knowledge – thus, each person becomes their own model of KM.
Accessible. This is the first model used for KM in the customer service world (and still remains the most common model). During this stage the organization creates structure out of the mess that the organization has. Segments of users are known and the general idea of their knowledge needs is also known or discoverable. Processes are in place for users and agents to create, access, and use similar-but-different versions of the answers (more complete for agents, a summary for customers) usually contained in a single knowledge repository
Social. The interim step to collective knowledge. This is the stage we are beginning to see implemented today leveraging communities, using tools for socializing online, and generally understanding the there is a mixed state between the ultra-advanced model of communities providing solutions and companies using single-repositories; that model is social, where users can easily access via social tools and technologies to contribute their knowledge to the organization – and in turn benefit from accessing the same community for their needs.
Collective. I won’t restate what I said about collective before, but the summary is that once an organization masters leveraging their own people and known subject matter experts to create internal “communities of practice” they find new ways to work and to leverage also their customers’ knowledge, their partners knowledge, and virtually any knowledge that exists in the world with the end purpose of generating more value for all stakeholders: employees, partners, customers and anyone else involved in making the organization successful.

This is a very condensed summary of this evolution and the beginning of the description of the interim step from Accessible to Collective Knowledge; we will explore a few more details about this in the next few weeks, please stay tuned!

In the interim, I’d love to hear your thoughts about this – have you found this interim step necessary? Are you working in deploying this? What are your thoughts in the overall shift in knowledge paradigms?

Please use the comment box below to expand this conversation and – well, grow our collective knowledge.

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SuperNova Awards Deadline August 7th at Midnight! #SNA2013

The deadline for the 2013 SuperNova Awards for innovators in disruptive technology is tomorrow, August 7, 2013 at midnight PT.

If you executed a project that created a disruption --we want to hear your story! There's still time to submit for the SuperNova Awards. The application is designed to be completed in approximately 30 minutes.

What are the SuperNova Awards?

The Constellation SuperNova Awards celebrate and recognize leaders and teams who have overcome the odds to successfully apply emerging and disruptive technologies for their organizations. This annual search for innovators includes an all star judging panel, substantial prizes, invite-only admission and speaking opportunities at Constellation's premier innovation summit - Connected Enterprise.

Who can enter?

The awards are open to end users only. End users at vendor companies may enter the awards. Vendors may submit on their customer's behalf but must enter their customer's details and have their approval. We will disqualify any vendor applications without end user contact information.

What do we mean by "disruptive"?

Internal disruption - changing how business is conducted within your company
External disruption - changing the landscape of your or other industries
Use of disruptive technology to change business models - using disruptive technology to change the business model status quo

Apply

Resources:

Profiles of last year's winners

What's Next?

All applicants will receive a confirmation email for receipt of their submission
Judges will evaluate the applications
Finalists announced August 22, 2013
Finalists invited to Constellation's Connected Enterprise #CCE2013
September 9, 2013 voting opens to the public
October 9, 2013 polls close
October 30, 2013 Winners announced, SuperNova Awards Gala Dinner at Connected Enterprise

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

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Personalized Proactive Notification Increases Sales Revenue

Constellation Orbits
Constellation Research, Inc.

Elizabeth is a well-recognized industry-leading analyst. She was previously Vice President and Principal Analyst at Constellation Research.  Prior to Constellation, Elizabeth spent eleven years at Forrester Research as vice president and principal analyst.  She has managed large consulting projects for business and government organizations and provides technical insight and guidance to business and government organizations on their communication issues. Prior to her role as an industry analyst with Communication Initiatives and Forrester Research, Elizabeth held senior management positions with IBM, ROLM and Siemens ICN where she was a senior manager for strategic planning and alliances. Expertise Elizabeth’s expertise includes in-depth knowledge of unified communications,…...

While most brands tout customer experience as their main priority, outstanding customer service still has a long way to go for many companies. Customer service organizations spend much time and money on reactive customer service but far less on personalized proactive support. Although personalized outreach is fairly common in the retail industry, it is much less used in other industries. For example, a customer may search online for a more attractive mobile phone rate from its current vendor and its competitors’ web sites. By tracking the customer’s online activities, brands can quickly evaluae the customer’s current plan. If the customer is eligible for more savings the customer support team can proactively send a new offer before the customer decides to continue shopping elsewhere. Reaching out to customers quickly on matters of interest creates a sense among customers that brands really do care.

Online retail brands have increased their sales by knowing their customers’ interests and concerns and acting on them. Amazon achieved high growth due to its sales intelligence and marketing automation software. Amazon carefully tracks each customer’s online activities, click through rate and previous purchases to determine the right offer to send proactively. This type of customer analysis can be applied much more broadly to non-retail brands. Brands have a major opportunity to increase revenue and build customer loyalty with personalized outreach via the Web or their mobile app.

There is a wealth of information available on customer activities and purchases both from internal and external sources. Intelligent search and indexing of this content provides information on the customer’s tastes and preferences. However, it is important that the suggestions are relevant and helpful and not intrusive or disturbing. Many brands can improve their customers’ experience by supporting its customer’s interests and notifying them of special savings with personalized proactive outreach.

As with any upgrade, a business case is typically needed to justify the investment in personalized customer outreach. Measurements for deciding the ROI for offering personalized customer outreach include:

· Higher sales conversion rates. Reaching a customer at the time of peak interest will result in a higher sales ratio.

· More effective online advertising. Too much advertising that is not relevant becomes white noise and customers will ignore its message.

· Average customers’ spend. Outside of retail, brands often find that their customers only use one of their products or services. Identifying customers’ priorities enables brands to extend additional offers from their total product portfolio

· Lower customer attrition. Shoppers like to associate with brands that appear to look after their best interests and accommodate their preferences.

· Higher net promoter score. Customers endorse companies they find easy to do business with and recommend the brand to their friends.

· Reduce incoming calls. Reaching out to customers on matters of interest also decreases the number of calls that come into the service center for information.

Next-Generation Customer Experience Chief Customer Officer

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Purposeful Enterprise Collaboration Report Published by Constellation Research

Alan Lepofsky Moving beyond simple sharing to getting work done

Making collaboration an integral part of the business process

Download the report snapshot

Today Constellation Research announced the publication of Enterprise Collaboration Software: From Simple Sharing to Purposeful Collaboration by Constellation Vice President and Principal Analyst, Alan Lepofsky. Collaboration software has evolved beyond simple sharing, and is now a powerful tool teams can use to get work done. Lepofsky examines this evolution and provides prescriptions for enterprises seeking to extract maximum business value from these new, powerful collaboration platforms.

This report examines:

The three generations of collaboration platforms:

Enterprise 2.0: The rise of social networks for business
Getting Work Done: Social adds integrated enterprise applications
Purposeful Collaboration: Native social functionality within core business applications and the three approaches vendors are taking to deliver purposeful collaboration

Things organizations need to consider when planning the business transformation required to be a social business.
Key Elements To Consider When Evaluating Vendors
Purposeful Collaboration Will Drive the Greatest Business Value: Constellation expects these purposeful collaboration platforms to make impact in: Sales, Marketing, Human Capital Management, Customer Engagement, Development/Engineering, Resource or Supply Chain Management and Business Operations.

“The enterprise collaboration market has spent the last few years in what I call the “training wheels” stage, as employees have been slowly getting used to working in a more open manner.” Now it’s time to move beyond simply sharing information and learn how to enhance the business processes that support the core functions of people’s jobs with collaboration features that will help them get their work done more effectively,” said report author, Alan Lepofsky

This report fits into Constellation’s business-focused research theme, The Future of Work.

ABOUT Alan Lepofsky

Alan Lepofsky is Vice President and Principal Analyst covering collaboration tools, social task management platforms, and the next generation of content creation and sharing. Alan’s current research focuses on helping colleagues work together, and how organizations can be more engaged with their partners and customers.

COORDINATES

Profile: http://constellationr.com/users/alanlepo
Twitter: www.twitter.com/alanlepo
Linkedin: http://ca.linkedin.com/in/alanlepo
Geo: Toronto, Ontario, Canada

THE REPORT
Enterprise Collaboration Software: From Simple Sharing to Purposeful Collaboration can be found here: http://www.constellationr.com/research/enterprise-collaboration-software-simple-sharing-purposeful-collaboration

Press Contacts:
Contact the Media and Influencers relations team at [email protected] for interviews with analysts.

Sales Contacts:
Contact our sales team at [email protected].

Future of Work Marketing Transformation Next-Generation Customer Experience Revenue & Growth Effectiveness Data to Decisions Innovation & Product-led Growth New C-Suite Digital Safety, Privacy & Cybersecurity Tech Optimization AI ML Machine Learning LLMs Agentic AI Generative AI Robotics Analytics Automation Cloud SaaS PaaS IaaS Quantum Computing Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership Chief Customer Officer Chief Executive Officer Chief People Officer Chief Information Officer Chief Marketing Officer Chief Supply Chain Officer Chief Revenue Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer Chief Digital Officer Chief Analytics Officer Chief Operating Officer

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Event Report: Infosys Global Analyst Summit - Awaiting The Post Infosys 3.0 Emergence

R "Ray" Wang

Principal Analyst and Founder
Constellation Research

R “Ray” Wang is the CEO of Silicon Valley-based Constellation Research Inc. He co-hosts DisrupTV, a weekly enterprise tech and leadership webcast that averages 50,000 views per episode and blogs at www.raywang.org. His ground-breaking best-selling book on digital transformation, Disrupting Digital Business, was published by Harvard Business Review Press in 2015. Ray's new book about Digital Giants and the future of business, titled, Everybody Wants to Rule The World was released in July 2021. Wang is well-quoted and frequently interviewed by media outlets such as the Wall Street Journal, Fox Business, CNBC, Yahoo Finance, Cheddar, and Bloomberg. Short Bio R “Ray” Wang (pronounced WAHNG) is the Founder, Chairman, and Principal Analyst of Silicon Valley-based Constellation Research Inc. He…...

Infosys Puts Its Best Foot Forward

Constellation attended Infosys’ 2013 Global Analyst Summit from July 29th to July 30th in Boston. Despite the below industry average growth of the previous year, conversations with key executives and top customers indicate an imminent shift. In fact, Infosys has added 100+clients not including customers from Lodestone. Retention is 98% for about 800 clients. The client list includes more than half of the Fortune 500. Repeat business is between 95 to 96%. Most clients represent the top 5 or top 10 of each major industry. All is not gloom and doom.

While Core Business Is Solid, Non-Body Count Growth Is the Long Term Challenge

Infosys S.D. Shibulal

Consequently, Infosys faces a similar challenge all global IT services firms must overcome – remaining relevant with clients facing business model disruption and a rapid pace of change. In one-on-one conversations with:

S.D. Shibulal – Co-founder, Member of the Board, Chief Executive Officer and Managing Director
Vishnu Bhat – Vice President and Global Head, Cloud
Paul Gottsegen – Chief Marketing Officer
Sanjay Purohit – Senior Vice President and Head of Products, Platforms, & Solutions
Suketu Patel – VP, Head of Strategic Global Sourcing
and several key customers in banking, consumer packaged goods, healthcare, high tech, and retail

At the Global Analyst Summit and through client conversations over the past 6 months, Constellation gained insights in how Infosys is addressing their client’s challenges. Both the Infosys executives and the clients recognize that Infosys must make significant market shift and take the lead in co-innovating and co-creating intellectual property.

Infosys 3.0 Is Alive And Well And Part Of The Required DNA Transformation

In formal and informal conversations, three themes emerged from the analyst summit:

Infosys is in the midst of its Infosys 3.0 strategy. The firm has launched 7 new products and 7 new platforms. Consulting and integration business now comprises 34% of overall revenue. The Business and IT Operations team closed $1B in revenue last year. Total contract value booked in products and platforms is $725M as of the last quarter.

Point of View (POV): Infosys has bucked the trend of decreasing average consulting revenue among the Indian IT industry. At 34% of overall revenue, this is 50% more than the average among the Indian IT industry which is 19 to 20% of overall revenues. The Infosys Edge products and platforms have gained slight customer momentum with 50% of the products used by more than 5 customers. The Infosys Finacle banking product touches 14% of the banking population in the world.

Lodestone acquisition rebalances the core DNA but more change is required. Lodestone rebalanced the North American portfolio to take an EMEA focus. In addition, a bench of strategic advisory and consulting services is driving strategic deals.

(POV): Many industry watchers believe Infosys could move faster. However, Constellation recognizes that changes to a company’s DNA requires a long term transformation. Clients have repeatedly cite Infosys’ role in bridging factions inside a client’s orgs and among competitors to broker and create new solutions. Constellation believes the pursuit of the Bharti Airtel deal from IBM will be one check point in gauging how well the overall strategy is in winning business from competitors. In any case, Infosys must move with an urgency of a burning platform.

Client success stories show how Infosys is crafting strategic partnerships. Conversations with clients indicate new client partnerships where joint planning leads to joint investment of time, resources and capital. Constellation heard case studies from a global vehicle manufacturer, large travel services technology company, non-profit organization making a for profit transition, and a financial services organization.

(POV): Infosys demonstrated how its partnering with clients to transform their businesses. At a global vehicle manufacturer, Infosys delivered consulting and support across 1400 apps, built a localized delivery center, and established an innovation fund. For a large travel services technology company, Infosys delivered finance and procurement BPO. At the non-profit making a transition to for profit, Infosys played a key role in helping the client make a business model shift, complete 23 acquisitions in 2 years, and building an expansion platform . In general, Constellation sees positive signs of change, but these shifts will take time.

Scenes from the 2013 Infosys Global Analyst Summit

Source: R “Ray” Wang, All Rights Reserved

The Bottom Line: IT Services Buyers Should Seek Partners That Can Co-Create And Co-Innovate

In today’s business environment, the rate of change is not only constant, but also rapidly escalating. New business models by upstarts disrupt competitors with increasing frequency in all industries and markets. In just 10 years, even 5 years, or dare say 24 months, many established companies have been left vulnerable, beaten down, and toppled by new upstarts. Over 73% of the original Fortune 500 list no longer exists, in fact they’ve been acquired, merged, or have gone bankrupt.

Massive changes continue in the societal, technological, environmental, economic, and political fronts. In business models, products are now excuses to sell services. Product innovation cycles have shortened from years to months to weeks. On the work front, five generations in the workforce disagree on where to work, how to work, when to work, and why to work. Add the current trend of consumerization of IT to the pace of change and business leaders must strategically determine which new technologies should be considered.

IT services buyers need a partner who can help them optimize their commodity cost structures while co-creating and co-innovating the future. The IT services firms who make this next shift, will play a role in ensuring business outcomes for their clients. This time, scale will come from IP and not additional bodies. IT Service buyers must make sure they make the right choice in partnerships or fall behind.

Your POV.

Do you think the IT services vendors can move from time and material body shop to product and IP companies? do they have the DNA for the transition? how do you think Infy will do? Let us know your experiences. Add your comments to the blog or reach me via email: R (at) ConstellationR(dot) com or R (at) SoftwareInsider (dot) com.

Related Constellation Research

Research Report: Buyers Want Outcomes. Are Indian IT Services Firms Ready?

News Analysis: Mr. N R Narayana Murthy Returns To Infosys As Executive Chairman of the Board

News Analysis: Infosys Buys Lodestone for $350M

Wang, R. “Best Practices – Three Simple Software Maintenance Strategies That Can Save You Millions” Constellation Research, Inc. March 8, 2012

Wang, R. “Best Practices: Why Every CIO Should Consider Third-Party Maintenance.” Constellation Research, Inc. August 7, 2012.

Wang, R. “Market Overview: The Market For SAP Optimization Options” Constellation Research, Inc. May 11, 2011.

Wang, R. “Best Practices: The Case for Two-Tier ERP Deployments” Constellation Research, Inc. February 28, 2011.

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions. However, happy to correct any errors upon email receipt.

New C-Suite Tech Optimization Data to Decisions Future of Work Innovation & Product-led Growth Event Report infosys SoftwareInsider 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 Executive Events Chief Customer Officer Chief Executive Officer Chief Financial Officer Chief Information Officer Chief Marketing Officer Chief People Officer Chief Procurement Officer Chief Supply Chain Officer Chief Technology Officer Chief Data Officer Chief Digital Officer Chief Analytics Officer Chief Operating Officer Chief Revenue Officer Chief Information Security Officer Chief Experience Officer

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Get Along to the ADMA Global Forum

Gavin Heaton

Founder
Disruptors Co

Gavin is the Founder of Disruptors Co, one of Australia’s leading independent strategy and innovation companies. Gavin advises firms on strategy, marketing, product development and innovation. He is also a member of the Orbits program, the influencer network of award winning analyst and advisory firm, Constellation Research. Gavin advises boards and leadership on innovation strategy, marketing, data-driven product development and corporate venturing. Gavin is on the board of Vibewire, a youth-led social enterprise based in Sydney, Australia and on the Technology Advisory Group for Good2Give – the workplace giving platform. ...

These days with the rapid changes in technology, new thinking in digital and social media and constant experimentation with both, every week seems to be a “big week”. But this week, the ADMA Global Forum is running – bringing marketers and technologists face to face.

There are some interesting masterclasses on branding, creativity, data/analytics and engagement strategy from some of the world’s leading marketers. There’s also a raft of local and international speakers bound to provide plenty of provocative juice to your 2014 marketing plans. Personally I am looking forward to the Ted Rubin keynote and Aden Forrest’s session on marketing automation.

There is also the “Innovation Zone” – a showcase of marketing and tech vendors, the Innovation Zone Party, breakfasts on big data and international leadership – and my favourite – Grill the Honcho – a chance for up-and-coming young marketers to get in front of CEOs, CMOs and GMs to ask the big career questions.

Let me know if you are going – it’d be great to catch up.

Marketing Transformation Innovation & Product-led Growth Tech Optimization Future of Work AI ML Machine Learning LLMs Agentic AI Generative AI Robotics Analytics Automation Cloud SaaS PaaS IaaS Quantum Computing Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software Next Gen Apps IoT Blockchain CRM ERP CCaaS UCaaS Collaboration Enterprise Service developer Metaverse VR Healthcare Supply Chain Leadership Chief Customer Officer Chief Marketing Officer Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer Chief Digital Officer Chief Analytics Officer Chief Executive Officer Chief Operating Officer

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This Weekend, Join Me in Twitter Poetry

Gavin Heaton

Founder
Disruptors Co

I was excited to receive a message this morning from Beth Wellington that more and more poets are starting to use Twitter.

@gracebauerpoet @_JoyCastro http://t.co/SNTpLtZMnj & @TellMeMoreNPR #tmmpoetry Poetry Month & @servantofchaos‘s @TwitterPoetry
— BethWellington (@BethWellington) August 3, 2013

This article, published in The Independent, talks about the way Twitter is allowing poets of all shapes and sizes, find new audiences and test out new technology at the same time.

Back in 2007 I setup an account called @TwitterPoetry where you could login and contribute a line to a collaborative poem. The last entry seems to have been 2010 – but perhaps it’s time to be collaboratively creative again. Here is how:

Log into the TwitterPoetry account: Use the username TwitterPoetry and password wr1tetwitterpoetry and contribute a line to the growing poem (note there is a 1 in the password).
Follow TwitterPoetry: Become a “follower” of TwitterPoetry and see how the poem grows as and when someone else contributes to it.

To see the whole poem, go here.

Let your creative juices flow … I look forward to reading your/our work!

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Digital Business & The Next Gen CIO

R "Ray" Wang

Principal Analyst and Founder
Constellation Research

#CXOTalk featuring R "Ray" Wang, Michael Krigsman, Vala Afshar

New C-Suite Tech Optimization Chief Information Officer Chief Marketing Officer

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On <iframe width="560" height="315" src="//www.youtube.com/embed/OPZ7GR70570" frameborder="0" allowfullscreen></iframe>

Nine Cloud IaaS Trends for 2014 - New Research

An Overview of IaaS Trends That are Here to Stay

Silicon Valley – August 1, 2013 Constellation Research, Inc. the research and advisory firm focused how disruptive technologies transform business models announced today the publication of "Nine Cloud IaaS Trends for 2014 and Beyond” by Constellation Vice President and Principal Analyst, Holger Mueller. This research report presents 9 distinctive trends in the IaaS market and 8 recommendations for organizations seeking to evaluate and craft their IaaS/cloud strategy.

This report reveals:
• Trend 1 Downward price pressure continues;
• Trend 2 Cloud partnering will go into overdrive;
• Trend 3 Acquisitions will become more frequent;
• Six more trends
• And 8 recommendations for enterprises to evaluate and formulate their cloud / IaaS strategy going forward.

“It’s important for cloud customers not only to understand the fundamental trends in the IaaS market but also to re-evaluate and formulate their IaaS strategy going forward. In this report we offer our customers both trends in the IaaS market and a methodology to formulate the latest cloud strategy,” commented report author, Mueller.

This report fits into Constellation’s business-focused research themes: CoIT & The New C-Suite and Technology Optimization & Innovation.

About Holger Mueller
Holger Mueller is Vice President and Principal Analyst covering Technology Optimization and Future of Work. Holger’s current research focuses on IaaS and PaaS with forays to SaaS, Analytics, BigData, mobile, and HCM.

The Report
Nine Cloud IaaS Trends for 2014 and Beyond can be found here: http://www.constellationr.com/research/nine-cloud-iaas-trends-2014-and-beyond

COORDINATES
Profile: http://www.constellationr.com/users/hmueller
Twitter: @holgermu
Linkedin: www.linkedin.com/in/holgermueller/
Geo: San Diego, CA

Press Contacts:
Contact the Media and Influencers relations team at [email protected] for interviews with analysts.

Sales Contacts:
Contact our sales team at [email protected].

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SuperNova Awards Deadline August 7th at Midnight! #SNA2013