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TRANSCRIPT
executive briefingthe top 10 technology trends to watch
www.cioinsight.com
January 2012No. 121
Expert Voices
Thought Leadership Center
Filippo Passerini, CIO of Procter & Gamble Determined to push forward a democratization of data, Passerini outlines the innovations that empower decision-makers via real-time access to intelligence and insight.
Making the Most of Big DataCIOs and industry experts weigh in with real-world advice.
Strategic Tech
Managing Mobility in the EnterpriseIncreasing demand for mobile computing capabilities is forcing IT executives to fret about everything from device support and application development to a whole new set of security concerns.
The Voice of the CIO Community
Key Performance Indicator.
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January 2012Number 121
executive briefingAnalysis & Insights | 8Deloitte’s picks for the top technology trends to watch in 2012, plus our monthly roundup of IT executives on the move at Amtrak, Bank of America, Equifax and UBS Financial, among other firms.
strategic techManaging Mobility in the Enterprise | 14By Tony KontzerIncreasing demand for mobile computing capabilities is forcing IT executives to fret about everything from service support and application development strategies to a whole new set of security concerns, with huge rewards awaiting those who tackle these issues most effectively.
expert voices How P&G Maximizes Business Analytics | 18By Brian P. WatsonProcter & Gamble’s CIO Filippo Passerini is determined to push forward a democratization of data for the consumer products giant. Here, he outlines how a series of in-house innovations is empowering decision-makers via real-time access to intelligence and insight to deliver clear business benefits.
booksExcerpts & Highlights | 22This month’s roundup includes an inside look at Apple’s operations, plus books on transformational leadership, learning how to assemble effective teams, and insights plus inspirations from leading CTOs.
what’s on the cio’s mind? Research Roundup | 24IT salaries, making sense of big data, and using ERP to leverage big data are all top of mind for CIOs this month.
hot topics Best of Blogs, Tweets and Social Networking Commentary by, for and About CIOs | 25Tech skills versus business acumen, ways to put your career into overdrive, mobilizing the masses and banishing distractions at work are all topics up for discussion.
opinion Leading The Way | 6Democratizing DataBy Susan NunziataA slew of new business intelligence tools aim to make it easier than ever for the average business person to make sense of big data. Combine this trend with advancements in mobile enterprise applications, and you’ve given your users the power to analyze and react in real time, on the go. Is this too much of a good thing?
Thought Leadership | 10Making the Most of Big Data Guest authors weigh in on how you can best put big data to work. This month’s Thought Leadership Center features commentary from Dr. Hossein Eslambolchi, chairman/CEO of 2020 Venture Partners, Laurent Valadares, director of Research, Analytics and Reporting at Kodak Gallery, John Parkinson, head of the Global Program Management Office at Axis Capital, and Larry Bonfante, CIO of the U.S. Tennis Association.
“It is not about technology—it’s about the business. We must be businesspeople first and technology experts second.”
Filippo Passerini, CIO, Procter & Gamble.see “How P&G Maximizes Business Analytics”—page 18
Editorial
Editorial Director Elliot Markowitz
Editor in Chief Susan Nunziata
Senior Editor Jennifer Lawinski
CoNtENt SErviCES
Managing Editor Eileen Feretic
Managing Editor, Rick Dagley Editorial Production
CrEativE SErviCES
Creative Director Steve Raia
Production Designer Michael Wirtz
Designer Walter Makarucha Jr.
Senior Production Manager Bill McMahon
Video Producer Ashley Daley
Columnists Larry Bonfante, Dr. Hossein Eslambolchi John Parkinson Laurent Valadares
adviSory Board
Ramon Baez, CIO, Kimberly-Clark; Mark Halloran, Former CIO, Medco Health Solutions; Rebecca Jacoby, CIO, Cisco Systems;
Arthur Langer, Professor, Columbia University; John Parkinson, Former CTO, TransUnion; Trisha Rozas, CIO, Guy Carpenter;
Tony Scott, CIO, Microsoft
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Steve Weitzner, Chief Executive Officer
Michael Caruso, Chief Financial Officer/General Manager
Jeff Strief, President, Enterprise Business
Brian Magnotta, Chief Technology Officer
Elliot Markowitz, Senior Vice President/Editorial Director
Peter Westerman, Senior Vice President/Audience Marketing
Josh Heitsenrether, Senior Vice President/Marketing
Thomas Matthews, Vice President/IT Services
Kelsey Voss, Senior Director/Audience Marketing
Guy Currier, Research Director
Deirdre Kelly, Human Resources Director
Kenny Kalipershad, Associate Business Director
Dorrett McDonald, Circulation Manager
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“We have a group of talented programmers in our organization who were involved from beginning to end, from platform selection to site launch.”
—John Kalinich, VP of e-commerce, Deckers Outdoors, on discussing the collaborative role the company’s IT team
played in working with his department to build a customer-facing mobile app
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“A typical big hotel has 15 physical servers on premise, and we think with a virtual model that 15 could go down to three.”
—Mike Blake, CIO, Hyatt Hotels, discussing where he’ll be investing his IT dollars this year
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“Tough times require smarter decision-making. Decisions for cutting as well as investing will need to be made with an enterprise perspective.”
—Dugan Petty, CIO of the state of Oregon and president of the National Association of State CIOs, discussing
IT priorities for state governments tinyurl.com/8yyk47r
“Cloud computing has great value, allowing us to ramp up quickly, avoid redundancy, and provide new services and capabilities to large groups of customers.”
—Joe Klimavicz, CIO of the U.S. National Oceanic and Atmospheric Administration, on migrating 25,000
users to a cloud-based messaging platform tinyurl.com/7vv2exf
Leading the Way
CIOINSIGHT | January 20126 www.cioinsight.com
A slew of new business intelligence tools aim to make it easier than ever for the average businessperson to make sense of big data. Combine this trend with advancements in mobile enterprise applications, and you’ve given your users the power to analyze and react in real time, on the go.
Filippo Passerini, CIO of Procter & Gamble, explains his inno-vative strategy and homegrown applications that enable the
democratization of data throughout the consumer-products giant’s operations (see Expert Voices, page 18).
Primerica CIO David Wade is pursuing a mobile application strategy that puts key information and applications in the hands of mobile sales reps, while protecting sensi-tive customer information (see Strategic Tech, page 14).
Our guest commentators—Dr. Hossein Eslambolchi of 2020 Venture Partners, Laurent Valadares of Kodak, John Parkinson of Axis Partners and Larry Bonfante of the U.S. Tennis Association—talk about the many opportunities and challenges of unlock-ing big data and making it accessible to the business (see Thought Leadership, page 10).
Is all this information too much of a good thing? Can data analysis effectively be made available to everyone, anywhere?
Don’t get me wrong—I’m not arguing against the idea that we should have the abil-ity to access the data sets we need when and where we need them. Or that there is a desperate need for tools to help us make sense of the growing volumes of “big data” that face us in our daily work lives.
But there is a very specific set of skills required to truly make sense of massive volumes of data and—let’s be honest—not everybody in the workplace has the skills necessary to make the most of this amount of information.
There’s no doubt that many of the traditional roles and skills required in IT are rapidly changing. In the process, there’s going to emerge a growing need for data scientists, data analysts and developers who are able to make sense of masses of information and then create tools that allow the average businessperson to visualize it in a way that enables them to put it to good, profitable use.
As Procter & Gamble’s Passerini tells CIO Insight: “Business analysts add the human factor to the new breakthrough analytical tools and data visualization. They help trans-form information into knowledge. We want to have business analysts become pervasive in the business. By having these experts available to help us analyze the informa-tion that is available, we are able to bring value to the business by speeding decision- making and getting to market quickly.”
Food for thought as you consider the skill sets that your IT organization is going to need in the next 12 to 18 months. n
Democratizing DataSusan Nunziata, Editor in Chief, CIO Insight
Is all this information too much of a good thing? Can data analysis effectively be made available to everyone, anywhere?
everywhere
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CIOINSIGHT | January 20128 www.cioinsight.com
ExEcutivE BriEfing: analysis & insights for the busy CIO
What will be the top IT trends this year? Deloitte Consulting LLP offers its take on
what’s to come in the company’s annual Tech Trends report for 2012. Deloitte lists the top 10 disruptive and emerging technology trends that will play a crucial role for enterprises over the next 12 to 18 months.
The report finds five imminent technology forces that are driving business innovation. “Mobil-ity, social, analytics, cloud and cyber are technology forces each impacting business today. The intersec-tion of these represents an opportunity for new busi-ness technology value and innovation,” says Mark White, principal and chief technology officer at Deloitte and co-author of the report. “Many CIOs are evaluating the various aspects of IT, looking ahead to the new technologies that can help them drive business growth in the years ahead.”
Here are the 10 predicted IT trends identified for 2012, along with some insights from Deloitte:1. GeospatialVisualization. Geospatial visualization
takes advantage of an explosion of geographical, location-aware data. Sources feeding this growth include new semistructured data from mobile devices and the geotagging of existing enterprise structured data.
2. Digital Identities. As individuals take a more active role in managing their own digital iden-tities, organizations look to create single digital identities that retain the appropriate context across the range of credentials.
3. DataGoestoWork. Organizations are finding ways to find value in and insight from both structured and unstructured data generated by internal and external sources. This is expected to complement but not replace long-standing information man-agement programs and investments in data ware-houses, business intelligence suites, reporting
platforms and relational database experience.4. Measured Innovation. Measured innovation
offers an approach to managing both IT and busi-ness by providing a pragmatic way to identify, evaluate and launch potential innovations, focus-ing on aligning opportunities to areas that can fuel disruption and create measurable, attribut-able value.
5. Outside-InArchitecture. The need to share is col-liding with the need to know and shifting archi-tectures away from a siloed, enterprise-out design pattern into an outside-in approach to delivering business through rapidly evolving ecosystems.
6. Social Business. The rise of social media has paved the way for social business in the enter-prise. This is leading organizations to apply social technologies on social networks to funda-
mentally reshape how business gets done.7. HyperhybridCloud. Cloud-based and cloud-aware
integration offerings are expected to continue to evolve, and many organizations face a hybrid reality with a mix of on-premises solutions and multiple cloud offerings.
8. Enterprise Mobility Unleashed. Mobility is helping many organizations rethink their busi-ness models. With the explosion of mobile devices, organizations should make sure solutions are enterprise-class secure, reliable, maintainable and integrated to critical back-office systems and data.
9. Gamification. Serious gaming simulations and game mechanics such as leaderboards, achieve-ments and skills-based learning are becoming embedded in day-to-day business processes.
10.UserEmpowerment. User engagement remains a key doctrine for enterprise IT, with consumeriza-tion setting expectations for solutions built from the user down, not from the system up. n
Tech Trends for 2012
Mobility, social, analytics, cloud and cyber are technology forces each impacting business today.”
www.cioinsight.com January 2012 | CIOINSIGHT 9
CIOs on the Move (November-December 2011)
Company Location Executive Moves
AIG New York Al Ramos is promoted to SVP information officer, enterprise systems, from SVP global head of IT relationship management.
Amtrak Washington Seeking a CIO, as Ronald Sorozan has left the company. Dee Waddell, group information officer, marketing, sales and customer service, is acting as interim CIO until the position is filled.
Avaya Basking Ridge, NJ Seeking a VP IT applications architecture, as Paul Banks has left the post.
Aviva North America West Des Moines, IA Charlie Michelson is promoted to VP IT audit.
Bank of America Charlotte, NC Marc Gordon is promoted from CTO to enterprise CIO.
Bensussen Deutsch & Associates Woodinville, WA David Schwartz is named CIO.
Comcast Philadelphia CIO Andrew Baer left the company at the end of 2011. Rob Reynolds, VP software development & systems engineering, is acting as interim CIO.
Equifax Atlanta Robert Friedrich is promoted to CIO commercial information solutions, from VP enterprise data architecture.
Gaylord Entertainment Nashville, TN Kevin Reiners is named VP IT enterprise operations.
Great Atlantic & Pacific Tea Montvale, NJ Nirup Krishnamurthy is named CIO.
Hewlett-Packard Palo Alto, CA John Hinshaw is named EVP global technology and business processes. He reports to Meg Whitman, CEO. Craig Flower has been promoted from interim CIO to SVP/CIO. He reports to John Hinshaw, EVP global technology and business processes.
NASA Washington Mason Peck is named CTO.
Ohio State University Columbus, OH Julie Talbot-Hubbard is named chief information security officer (CISO). She reports to CIO Kathleen Starkoff.
UBS Financial New York Seeking a managing director IT, as Vincent Campagnoli has left the post.
QVC United Continental Holdings Chicago Ferdy Khater, VP IT commercial portfolio, has absorbed all responsibilities previously held by Sam Moultrie, VP application development, who has left the organization. Seeking a managing director, IT operations, as Kelly Cunningham has left the post. Thomas (Tom) Merritt is promoted from managing director, platform engineering, to VP IT service management & engineering, following the departure of Doug Register, who previously held that title.
United Natural Foods Dayville, CT Andrew McGrath is named VP IT strategy & architecture. Kevin Clarke replaces Joseph Miller as VP application development.
Source: CIO Insight/DiscoverOrg, January 2012.
E xecutive IT leadership changes took place at a wide range of corporations in late 2011 and early
2012, including Bank of America, Comcast, NASA and UBS Financial.
This feature covers CIOs and other IT execu-tives who are changing jobs in Fortune-ranked and midmarket companies in the United States. It will also alert you to job opportunities at organizations seeking IT executives.
Information for this feature is provided exclu-sively to CIO Insight by the researchers at Discover-Org, which maintains a constantly updated database of IT organization charts, as well as direct contact information for IT executives in Fortune-ranked and midmarket companies. n
Executive Briefing is compiled by Susan Nunziata, with reporting by Bob Violino.
CIOs on the Move
CIOINSIGHT | january 201210 www.cioinsight.com
THOUGHT LEADERSHIP
Making the Most of Big DataBy Dr. Hossein Eslambolchi
big data is a reality for every IT group whose job is to provide the business with informa-
tion about its customers, prospects and markets in a manner that is quick, easy and efficient. Balancing this with capital and operational cost constraints is the hardest part. The good news is that we have two factors intersecting: a never-before-seen wealth of data from trans-actions and interactions, plus a new level of technology innovation to drive down costs.
Facebook, Twitter, video and increased messaging give us a strong foundation to quickly derive results and fine-tune market predictions. Enterprises are automated to the point where machines and sensors generate terabyte volumes each day, which must be collected, stored and analyzed.
Data management vendors have under-gone upheaval, as evidenced by the adoption of open-source Apache Hadoop. Now, the promise of a Hadoop-based infrastructure is emerging to correlate volumes of structured and unstructured data, scale inexpensively and gain quick market insights. Will Hadoop and its ecosystem provide new enterprise capabilities in terms of resilience, security and ease of use?
Key technology considerations for today’s CIO looking to capitalize on big (and diverse) data include:
• Coexistence with other database and data management environments. These include standard relational environments (think Oracle) and analytical data warehouses (think Teradata). The caveat: Data movement and integration is necessary, but it increases
capital expenditures on various extract, trans-form and load (ETL) tools. It can also increase operational costs.
• Storage and hardware. Innovative com-pression and data deduplication are criti-cal to address big data head-on. Great strides have been made, and we are now seeing mul-tiple layers of compression yielding up to a 40-fold reduction in capacity when compared to raw data. However, it’s important to con-sider how much of this compressed data will eventually require reinflation, and how this will affect your capacity. For example, if you are going to experience a 30 percent increase in demand for capacity upon reinflation, it may not be worth doing the compression in the first place.
• Query and analytics. Not all data is equal, and the range of queries and business analytics varies widely, depending on the use-case. Having the right tools for the job is a must. In many cases, a rapid-response SQL query will be sufficient to yield the needed information. In other cases, a deep analytics query requires a business intelligence tool with full dashboard and visualization capa-bilities. Deploying the right mix of propri-etary technologies alongside open-source Hadoop will help your organization realize the promise of fast analytics at scale, while keeping operational costs from spiraling.
• Scale and Manageability. As organiza-tions struggle with disparate database and analytics environments, the ability to scale up and out is important. Easy scale-out is why Hadoop has been quickly adopted by the enterprise. Massive parallel processing across low-cost commodity server clusters is key and requires less specialized skill sets than other data management options, which directly affects your IT resource investment. n
Dr. Hossein Eslambolchi, former CTO of AT&T, is chair-man and CEO of 2020 Venture Partners.
www.cioinsight.com january 2012 | CIOINSIGHT 11
THOUGHT LEADERSHIP
www.cioinsight.com 11
The Big PictureBy Laurent Valadares
As an online desti-nation for storing and transforming photos for more than a decade—with more than 70
million customers and billions of images stored—Kodak Gallery has the big data in-house to prove it. In addition to our massive image data sets, we process nearly 15GB of new text data every day. Big data is, in effect, our business.
Managing all that information for cus-tomers is just one aspect of our big data chal-lenge. It is equally important to give Kodak Gallery business analysts the tools necessary to maximize the value of that data. With this information, they can develop new products, such as our Group Albums mobile app and service, as well as track the success of vari-ous promotional campaigns. To say the least, our business environment requires advanced analytics technology that will not buckle under heavy workloads or huge data sets.
When we needed a new data warehouse, it was paramount that we deploy one that could handle the load while delivering targeted, timely and insightful reports to the business. We chose the Sybase IQ purpose-built analyt-ics data warehouse paired with SAP Business-Objects for our business intelligence tools.
Before deploying the combination, Kodak Gallery had islands of information, which is common in enterprises that don’t have a cen-tralized data warehouse repository. This led to individuals performing their own analy-sis in a vacuum, often on spreadsheets. It was difficult for management to make informed decisions based on a common, centralized view of the data. Once we integrated all the
data into our system, we no longer had to worry about these islands of information.
As a result, we now have a single view that presents accurate information of all key market-ing activities in multiple geographies, such as:
• product sales and trends over time • promotional campaign effectiveness• fulfillment program results • analyses of product launches. For example, business analysts instantly
can see how a particular marketing cam-paign is doing and make incremental or major changes to it in real time to improve results.
After deploying the new data warehouse, the enterprise reporting team also noticed an increase in the efficiency of the company’s CRM system. This was directly due to the pre-processing of data performed inside Sybase IQ prior to sending the data to the CRM system. So, as a side benefit from the deployment, we were also able to consolidate the CRM system and the analytics to provide the data feeds from a single data warehouse source.
Finally, the shared-everything architec-ture doesn’t need the increased CPU power, increased memory and increased storage that other platforms we evaluated require. Also, with its columnar-based database, it deliv-ers a 10:1 compression ratio for stored data, meaning we need much less storage capacity than other systems would demand. In addi-tion, while Kodak Gallery overall has grown in size, the enterprise reporting team has not had to expand, while continuing to pro-vide the information the company requires. As a result, our TCO is remarkably low.
The big data era may make some compa-nies nervous. But we are exploiting it, lever-aging it, learning from it. You might say we get the “big picture” into our business that big data gives us. n
Laurent Valadares is director of Research, Analytics and Reporting at Kodak Gallery.
CIOINSIGHT | january 201212 www.cioinsight.com
THOUGHT LEADERSHIP
Six Big Data ChallengesBy John Parkinson
When I first started running programs that dealt with big data—meaning both a lot of data about some-
thing or somebody and a lot of things or peo-ple to have some data about—big was actually pretty small. I once built a system for a modern 300-bed hospital that ran everything (includ-ing patient records for half a million people) on less than 10GB (yes, you read that right) of high-performance disc storage. It’s interesting to note that the performance of today’s com-paratively larger storage arrays isn’t intrin-sically much better than I was getting in 1980—maybe twice as fast for data retrieval. There’s just a lot more data being stored, and the cost per stored bit is way down.
Some of the same operational challenges are still around, too.
First, data quality remains an issue. The more data you accumulate, the harder it is to keep everything consistent and correct. We have invented whole new areas of focus (master data management) and tools to deal with the garbage in/garbage out problem, but it’s not getting any easier. With really large data sets accumulated over time (which means that things change—what was once correct isn’t any more, and vice versa), you have to solve for garbage in/gold out and pre-vent gold in/garbage out.
Second, adequate data characterization (metadata to the geeks) is critical. How you deal with data—even how you choose to orga-nize its storage—requires you to know how much data there is going to be and how fast it’s likely to grow and change. A query that runs well to find 100 rows in a million-row
table may not run well on 100 billion rows. It matters how you flag and track errors. Logging and auditing matter if the data changes fre-quently—less so if the data is essentially static.
Third, interpretation remains more of an art than a science—or a science accessible to only a few trained specialists. Software developers have had to design efficient filters and pattern recognizers that can sift through mountains of data and find (perhaps unanticipated) patterns that are relevant to a dimension of interest.
Fourth, data visualization—representing results in an easily consumable form—is crit-ical. What good is all that data if you can’t understand what the interpreters—human or software—concluded from their analy-sis. Data visualization design theory isn’t new but, like many things that involve deep understanding of the range and vagaries of human cognition, it’s hard to do well.
Fifth, you’re generally going to have to choose between a real-time view of the data (which may mean that you have to contin-uously recompute everything whenever the data changes) and a complete but ret-rospective view (the most common state of cube-based analytics), which will always be somewhat out of date.
Sixth, how do you know in advance how long the data is relevant or valuable? Data costs money to acquire, store, analyze and back up. A retention policy beyond a typical “keep everything forever” approach is needed, and that policy has to be enforced. .
It’s probably best to start from the value end of the equation and keep only what you are sure you will need. After all, someone else is probably keeping everything else for you already. n
John Parkinson is head of the Global Program Manage-ment Office at AXIS Capital. He has been a technology executive, strategist, consultant and author for 25 years. Send your comments to [email protected].
www.cioinsight.com january 2012 | CIOINSIGHT 13
THOUGHT LEADERSHIP
More Data, More ProblemsBy Larry Bonfante
I have memories of my mother telling me when I was a kid not to bite off more than
I could chew. That seems to be the biggest challenge with big data. There is so much of it, we can’t seem to figure out how to cap-ture it, store it, search it, analyze it or visu-alize it. It is simply overwhelming. What are we supposed to do?
We certainly can’t wait for all the tech-nology to be in place to address this issue. That’s the cart leading the horse.
I would suggest that while we’re wait-ing for technology to evolve, we have to make some hard decisions regarding what we do—and don’t try to analyze. Too much of a good thing can indeed become a bad thing. Here are a few suggestions:
1. Decide what data matters most and is worth analyzing and reporting on. If you already know how your consumers in a cer-tain market segment are reacting to your efforts, limit analysis to new market seg-ments or new product offerings.
2. Seed a few comments about your ser-vices on social media sites and see what type of reactions you receive. While imme-diate visceral reactions aren’t always sta-tistically meaningful, they will give you a flavor for the kind of “energy” people have toward your organization and its offerings.
3. Talk to people you trust and respect. I call it the hallway metric. What will people you trust tell you that others won’t?
4. Get out of your office and visit your con-sumers. In our case, that means talking to the people who play in the United States Tennis Association leagues and tourna-ments. What do they think about our new products? What challenges are they experi-encing that we can’t envision while sitting behind a desk?
5. Work with your clients to pare down the mountain of data to the handful of data elements that they feel are most germane to determining trends, progress and chal-lenges. Don’t presuppose the answers. Ask them what they think matters most.
The suggestions listed above certainly won’t solve all the problems of big data. It will take us some time and some more inno-vation to do so. Meanwhile, we still have businesses to run. Let’s focus on that for the time being. n
Larry Bonfante is CIO of the United States Tennis Association and founder of CIO Bench Coach, LLC, an executive coaching practice for IT executives. He is also author of Lessons in IT Transformation, published by John Wiley & Sons. He can be reached at Larry@ CIOBenchCoach.com
Decide what data matters most and is worth analyzing and reporting on. If you know how your consumers in a certain market segment are reacting to your efforts, limit analysis to new market segments.
T he state of utah in 2010 completed a com-prehensive use-case analysis of iPads, looking closely at some 20 different ways state
employees might make use of the popular tablet computer. The result was an iPad user guide that outlines all of the iPad-friendly software—including Apple’s Safari browser and Evernote’s mobile note-taking application—that’s been given a stamp of approval from the state’s IT leadership.
Elsewhere, Robert Sampson, CIO at DES Architects & Engineers, a 100-person design firm whose proj-ects have included the corporate campuses of Roche Molecular Diagnostics and Gilead Sciences, discov-ered in November 2011 that the firm had exhausted all of its 256 available IP addresses. He quickly expanded the range by an additional 256 addresses—meaning the company can now accommodate more than five IP addresses for each employee.
Meanwhile, the push toward mobility is so prom-inent at financial services marketer Primerica that CIO David Wade accepted a seat on the AT&T Finan-cial Services Advisory Council, which requires him to attend in-person meetings twice a year and partici-
pate in monthly conference calls. The council’s dozen or so big-company CIOs discuss their most pressing mobile computing issues.
In fact, organizations of all sizes, and in just about any industry, are looking for ways to tap the growing popularity of smartphones and tablets. And make no mistake: The number of workers who rely on their mobile devices for more than exchanging calls and texts with their spouses and children is growing.
The most logical place to look is in the app cate-gories that have fueled business adoption of cloud computing. Over the next four years, the research firm Yankee Group predicts that the number of users of mobile sales-force automation apps in the United States will grow from fewer than 6,000 to more than 13,000, pushing industrywide revenue from less than $400 million to nearly $700 million. Even more dra-matic is the expected growth of mobile field-force automation apps, with the number of users expected to rise from 4,000 to nearly 10,000, resulting in a cor-responding increase in revenue from less than $700 million to nearly $1.5 billion. These numbers only scratch the surface. Companies are building count-
strategic tech trends to transform your workplace
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CIOINSIGHT | January 201214 www.cioinsight.com
less mobile apps to augment business processes. While it’s tough to estimate how many U.S. workers are using consumer apps downloaded from Apple’s App Store or the Google App Marketplace to conduct business, the numbers are likely to keep growing.
Increasing demand for mobile computing capa-bilities is forcing IT executives to fret about every-thing from device support and application develop-ment strategies to a whole new set of security con-cerns, with huge rewards awaiting those who tackle these issues most effectively. “The mobility platform in the enterprise is becoming a key area of value for the CIO to deliver,” says Chris Marsh, senior analyst with Yankee Group. “Even among companies that are reducing their overall technology investment, a sig-nificant portion of [them] are increasing their invest-ments in mobile technologies.”
Utah’s CTO, Dave Fletcher, sees a direct connec-tion between reductions in overall tech invest-ments and a simultaneous increase in mobile invest-ments. Fletcher says the state, which boasts one of the nation’s youngest—and thus mobile technol-ogy-savvy—populations, is eyeing mobility as a way
to make the delivery of government services as cost-effective as possible. That, in turn, is expected to free up funds for an education system that faces higher than average per-capita costs because of Utah’s large student population.
For example, by enabling highway patrol officers, state inspectors and social caseworkers to submit reports via mobile applications, the state has elimi-nated the one to two hours per day that each worker
IN SUMMARY:
who: ITleadersfromPrimerica,theStateofUtah,andDESArchitects&Engineers,amongothers.
what: Discussinghowenterprisemobilityisreshap-ingtheirbusinessprocesses,andwhatthey’redoingtomanageitsimpactontheworkplace.
why: TogiveCIOsaninsidelookathoworganizationslargeandsmallaretacklingtoday’sheterogeneousmobileenterpriseenvironment.
Managing Mobility in the Enterprise
Increasing demand for mobile computing capabilities is forcing IT executives to fret about everything from device support and application development strategies to
a whole new set of security concerns, with huge rewards awaiting those who tackle these issues most effectively.
By Tony KonTzer
www.cioinsight.com January 2012 | CIOINSIGHT 15
previously spent returning to the office to fill out paperwork, says Fletcher. The apps were built using Google Forms, which the state’s IT staff then inte-grated with the appropriate databases.
Additional apps—some built using HTML5 so they can run on any popular mobile platform, and others provided as extensions by app vendors—enable a growing array of business processes and citizen ser-vices. Executives are able to tap a mobile app to view critical data from the state’s IBM Cognos busi-ness intelligence system. Surveyors and others who depend on geographic data can get at the maps they need using a mobile extension provided by geo-graphic information systems vendor Esri.
As for the public, Utah’s residents can use their tablets and smartphones to check the status of pro-fessional licenses, view graphical representations of recent crimes in their neighborhoods, or check out the latest traffic reports. The state also is looking at ways to enhance the usability of the 350 Twitter feeds currently managed by all state and local agencies. Fletcher says he’d like to work with those agencies to aggregate their feeds and make them
digestible for citizens via a tool such as Flipboard, which graphically presents Twitter posts as maga-zine-style displays on devices running Apple’s iOS.
Utah has even established an app that alerts journalists to accidents and other breaking news, complete with links to media tools that might help in the construction of a story.
When it comes to managing Utah’s growing mobile capabilities—especially those provided to employees—Fletcher always has security concerns in mind. Along those lines, Utah has established a mobile-device policy that, while fairly permissive about the devices employees choose to use, is strin-gent about how data is treated.
Employees are strongly cautioned against saving confidential data on mobile devices. But, just to be safe, the state requires them to use a screen-saver password to prevent unauthorized access to infor-mation. State-issued devices are configured with all the necessary controls, including Symantec virus pro-tection and security tools. With employee-owned devices, some of the burden falls on the user, while basic virus and VPN configuration support is pro-vided over the phone. That said, employees using their own devices are required to agree to the policy, thus accepting the potentially drastic actions the state might be forced to take if a device suspected of containing sensitive data is lost or stolen.
Premium on SecurityAs a financial services company, Primerica places a premium on security. And with its business model inextricably tied to a network of 90,000 indepen-dent sales representatives, most of whom have selected their own devices, the company has a policy in place to ensure that data is encrypted at rest and during transmission, and that data is deleted at the end of its life cycle, says CIO Wade. Most importantly, Wade says he needs to be certain that data related to Primerica’s customer base is adequately protected. “You want to make sure you don’t have any data loss protection issues,” says Wade.
Primerica’s security focus is reflected in its careful approach to mobile apps. One of the first rolled out thus far is Roambi, an Apple iOS-specific tool that integrates with and graphically presents data from the company’s IBM Cognos BI system. When a sales rep wants to check, say, how much insurance he or she has sold in the past quarter, Roambi checks Primerica’s LDAP server to verify the user’s permis-sions before unlocking the requested data.
The challenges that CIOs face in managing mobility in the enterprise is an ongoing topic of interest at CIOInsight.com. To view the top five most popular postings of 2011 on these topics, click on the links below:
1 iPhone 4S, 4 or 3GS: Which Should you choose?tinyurl.com/6gmk96x
2 10 reasons Why cios Still Hate Appletinyurl.com/7y49rlj
3 10 reasons Android is Scaring ciostinyurl.com/6q8zooe
4 Gartner’s top 10 Business Apps for tabletstinyurl.com/7gd45el
5 tablets rule: 2011 emerging technology Adoption trends Study
tinyurl.com/79pgkhq
Learn more About mobility and the enterprise
CIOINSIGHT | January 201216 www.cioinsight.com
As security conscious as Primerica has been about its mobile activities, the company considers itself out in front of the competition. To wit, the company has developed a mobile browser-based app called Term Now, which enables sales reps to underwrite and issue a life insurance policy worth up to $250,000 from a mobile device in just three minutes—down from a process that previously could take up to 90 days to complete. “Nobody’s doing that,” says Wade. “We’re five years ahead of anybody else.”
Meanwhile, Wade says the company is evaluating “everything that’s out there right now” as it considers what technologies it will rely on in the long term for such challenges as device management and mobile app development. When it comes to the latter, Wade seems to be leaning toward a wait-and-see strategy rather than having his IT team write distinct apps for iOS, Droid, BlackBerry and other platforms.
The SMB SToryFor DES, the architectural design firm that ran out of IP addresses, mobile application development hasn’t been as much of a priority as it has been for the large
organizations featured here. Because the company relies on particularly complex software that currently can’t run on mobile devices, such as computer-aided design and apps that model building information, it doesn’t yet face the demand for mobile solutions that companies in other industries do, says Sampson, the firm’s CIO.
That’s allowed DES to pursue a cloud-centric mobility strategy in which it plans to migrate, when-ever possible, to cloud-based services that employ-ees can access via any browser. “As soon as some-thing becomes a cloud-based application, it becomes much more easily accessible from anywhere on any device,” Sampson says. What’s more, he says, busi-ness-grade cloud apps assume much of the security burden, minimizing potential risks posed by allow-ing mobile devices to access the DES network.
DES sets up three components on each employ-ee’s mobile device: network access, company email, and Box, a Web-based file-sharing and file-synching service. Architects working at DES use Box to collab-orate on huge project files and to synch files across
their devices. They also use it to improve the client experience. Architects who once went to client sites juggling paper drawings can now, instead, use iPads to display PDF files of their renderings. These files are stored and accessed via Box.
They’d like to be able to do much more, and Sampson says the company is looking at mobile apps that would enable limited markup of architectural drawings. But he’s also anticipating the eventual appearance of cloud-based versions of those heavy-duty design programs, as well as apps that would let an architect simply point a device at a job site and view a superimposed representation of what the fin-ished project will look like.
Until then, the company is considering developing a human resources app that’s envisioned as a kind of social networking orientation tool for new employ-ees, says Waibun Lee, director of visual communi-cations. Lee says he’s also been working on mobile forms for vacation requests and expense reports that would eventually be incorporated into the HR app.
While DES supports employee iOS- and Droid-based smartphones (it strongly discourages use
of BlackBerrys), it’s been sending a not-so-subtle message about which device is likely to become the preferred mobile platform. Last summer, Sampson launched a contest in which employees who came up with good ideas for putting the tablet to work would win an iPad 2. In less than six months, the company had given away 30 iPads.
Among the winning submissions: an idea for using an iPad as a collaborative note-taking, brain-storming and sketching tool during meetings with clients; and a suggestion that the firm give iPads to prospective clients to serve as an electronic portfolio of DES’ work.
Both ideas speak to perhaps the most underrated benefit of having an advanced wireless strategy: Quite simply, it impresses customers and prospects. “Showing up to a client meeting with a roll of draw-ings is probably not going to win you as many points as if you show up with an iPad,” admits Sampson. n
Tell us what you think about this article. E-mail [email protected].
“The mobility platform in the enterprise is becoming a key area of value for the CIo to deliver.
www.cioinsight.com January 2012 | CIOINSIGHT 17
CIOINSIGHT | january 201218 www.cioinsight.com
EXPERT VOICES the CIO INSIGHT interview with filippo passerini
B ack in 2008, analytics was all the buzz in the IT world. Business intelligence providers were being gobbled up by technology sector leaders
eager to add heft to their enterprise products, and CIOs were scrambling to understand and implement new methods of turning data into actionable insights for their businesses.
At the same time, Filippo Passerini’s team was knee-deep in developing a groundbreaking analytics system that today is widely considered to be one of the best in the United States. Passerini, CIO of consumer products giant Procter & Gamble and president of the company’s Global Business Services organization, had spent 17 years by then with the company in IT, market-ing and operations, giving him a unique window into which business needs the company most urgently had to address.
Passerini recently shared details of this journey with
CIO Insight contributor Brian P. Watson. This is an edited, condensed version of that exchange.
CIO INSIGHT: What has P&G done on the business intelli-gence and analytics front, and when did it all begin? FIlIPPO PaSSerINI: We have transformed all our stan-dard business reporting into a visual, one-stop shop illus-tration of the business status and trends. Key features include control charts, drill-down capabilities, automatic alerts and on-the-fly analyses. [These are] what we call Decision Cockpits, because they have enabled us to make better, faster decisions [than were previously possible].
Not only has this new capability driven immediate alignment on what is happening to the business, but also why it is happening.
We began investigating the use of Decision Cockpits in July 2008. Decision Cockpits support fast, real-time decision-making across all brands and business units. iS
TOCK
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Procter & Gamble’s CIO Filippo Passerini is determined to push forward a democratization of data for the consumer products giant. Here, he outlines how a series of in-house innovations is empowering decision-makers via real-time access to intelligence and insight to deliver clear business benefits. By BrIaN P. WaTSON
CIOINSIGHT | january 201218
How P&G Maximizes Business Analytics
www.cioinsight.com january 2012 | CIOINSIGHT 19
P&G’s Global Business Services (GBS) shared services and IT organization led the development of the system architecture to support a global launch of the Decision Cockpit, which would enable end users to design their own portal. This required design and alignment across internal platforms, as well as collaboration with external vendors to meet this challenge.
Did you stop there? Passerini: Once we discovered the power of having access to real-time data, the idea of the Business Sphere was born. It started with a design in a shoebox, and through many timely iterations, it evolved into the inno-vation it is today. The Business Sphere is an in-house busi-ness intelligence tool that is transforming decision-mak-ing here at P&G. It helps us make fast, [informed] deci-sions by combining expert analysis of real-time informa-tion and data visualization within an immersive environ-ment. This patent-pending system is being deployed in various formats throughout P&G’s network of sites. The system utilizes a set of business intelligence capabilities that integrate complex, real-time global data, analytic models, advanced visualization and IT-analyst facilitation.
Insights are displayed in [P&G’s] Cincinnati headquar-ters on two 32-foot-by-eight-foot concave screens, phys-ically surrounding business leaders with the data they need to make actionable decisions. The visualization of the data makes it easy to focus on the exceptions and realize business opportunities and where interventions are necessary.
Our IT organization (which internally we call Infor-mation Decision Solutions, or IDS) has created an embedded analyst network, which is a key ingredi-ent to our success. We leverage our analytic models and advanced visualization to manage the business by exception [a practice whereby only the information that indicates a significant deviation of actual results from the planned results is brought to management’s
notice] and focus on forward-looking projections.We now have more than 50 Business Spheres around
the world. I am proud to say that the patent-pend-ing Business Sphere just received notification from the United States Patent and Trademark Office that our appli-cation cleared the opposition phase in November 2011. What was the overarching, primary business problem you were trying to solve? Passerini: Instead of spending our time debating the data, we eliminate the need for those discussions. The data is the data, and leaders can spend their time con-centrating on the business and the decisions that need to be made to move the business—instead of which set of data points is correct. This speeds decision-making and ultimately improves time to market. It allows us to manage by exception. The power comes with the combi-nation of existing technologies packaged with visualiza-tion and business analysts. The analytic models are the “secret sauce” to help us accelerate decision-making.
What was P&G doing with analytics before these new developments? Passerini: In the past, there was no one-stop shop for all information, but today, with Decision Cockpits, all the data that had been collected through emails, letters, phone calls and reports resides in this system. This has dramatically reduced the cost and complexity associated with creating reports and the duplication of data. What difficulties did you face in implementing these tools and getting user buy-in? Passerini: Culture change is never easy. There are some people who are used to seeing information dis-played a certain way, and by digitizing our data and having it available in such a powerful way, it was differ-ent. Another initial challenge was the availability of the same information, to everyone, at the same time—call it Ph
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In Summary WHO: FilippoPasserini,CIOofProcter&GambleandPresidentof
P&G’sGlobalBusinessServicesorganization WHAT: Since2008,Passerinihasledthecompany’seffortsin
advancingbusinessintelligenceandanalytics.WHERE: Cincinnati WHY: PasserinihasplacedP&Gonthecuttingedgeofbusiness
intelligenceandbusinessanalytics.Hisinsightsandlessonslearnedcanbeusedtoshapeyourorganization’sBI/BAstrategies.
CIOINSIGHT | january 201220 www.cioinsight.com
“information democracy.” But it did not take long for leaders to understand the value of the Business Sphere and adopt the new technology and [new] way of doing business.
What results have you seen since utilizing these tools? Passerini: The Business Sphere provides executives the ability to leverage the more than 500 million data points a month [available to them]. These include point-of-sale data from retail partners, syndicated data on markets, and internal ERP, shipment and inventory data. We have a more managed way to approach the immense amounts of data available [than we previously had]. We have a fast, accurate way to identify opportunities and areas where inventions are necessary. And we have an inno-vative solution that delivers on our CEO’s goal to digi-tize the company from end to end. The Business Sphere is part of our business intelligence program, and BI is one
of the four pillars of our digital strategy. With Decision Cockpits, we cover 56 percent of pro-
cesses, globally. We moved from 18 to 90 percent distri-bution in our global business units and market devel-opment organization. We moved from 2,000 users to 58,000 users accessing Cockpits weekly. We drastically reduced the number of emails generated (the equiva-lent of 400 miles of paper per year), and the Cockpits give decision-makers and knowledge workers [those P&G employees who don’t work in a plant] a “clearer version of the truth,” which eliminates the need for multiple requests for data.
strategically speaking, what are the biggest benefits P&G has received from the use of these tools? Passerini: The intent is to anticipate what is going to happen in the business, rather than looking at it from the rearview mirror. The end result of digitizing the company end to end is creating an environment that is [functioning in] real time. We can respond to the market faster [than we previously could]. By having access to the right data at the right time, we are able to make informed decisions and address the needs of our customers and consumers. Do you have any specific plans to expand or extend the use of these tools in 2012?
Passerini: Yes. Business intelligence is an area where I believe we have a competitive advantage. Today’s envi-ronment moves so quickly—you must keep improving, or else you become irrelevant. Our BI capabilities have proven to deliver a unique advantage, and we will con-tinue to invest in BI to build on those advantages.
We have plans to further leverage our business ana-lysts, so that this approach becomes pervasive in all we do. Our business analysts are IT professionals who have expertise in data, systems and analytic methods, and [they have] deep business-domain knowledge.
They are considered trusted advisors for our presi-dents and GMs and provide objective insights and rec-ommendations on our business. Business analysts add the human factor to the new breakthrough analytical tools and data visualization. They help transform infor-mation into knowledge.
We want to have business analysts become perva-
sive in the business. By having these experts available to help us analyze the information that is available, we are able to bring value to the business by speeding decision- making and getting to market quickly. By adding analysts to our businesses, it adds capability. We are also looking at expanding BI/analytics to other domains inside of P&G, including supply chain and channels.
What advice would you give to CiOs who either have not utilized Bi/analytics tools, or have not begun utilizing them to their fullest extent? Passerini: It is not about the technology—it’s about the business. We must be businesspeople first and technol-ogy experts second. BI is a great capability for us because it has value for the business. We will not adopt technol-ogy for technology’s sake. We have IT experts embedded in the business units to understand the business and the needs of the business, and then offer solutions with what is possible with today’s—or tomorrow’s—technology.
For those who can benefit from real-time data, BI is a can’t-miss. For us, our investment has been well-justified, and it has brought immense capabilities to the business and allowed us to run in real time. n
Tell us what you think about this article. E-mail [email protected].
Leaders can spend their time concentrating on the business and the decisions that need to be made to move the business—instead of which set of data points is correct.”
EXPERT VOICES
S P O N S O R E D B Y :
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Thank you to our sponsors for participating in theThank you to our sponsors for participating in theThank you to our sponsors for participating in theInfrastructure Digital University. Infrastructure Digital University. Infrastructure Digital University.
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• Data Center Virtualization and Consolidation Strategies
• Application Distribution and Deployment Evolution
• Strengthening Every Link In Your IT Security Chain
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CIOINSIGHT | January 201222 www.cioinsight.com
Book review excerpts and highlights from leading business resources
How to Be a Transformative Leader
The Transformational CIO: Leadership and Innovation Strategies for IT Executives in a Rapidly Changing World By Hunter MullerJohn Wiley & SonsAvailable Now
W hile you may be one of those CIO mav-
ericks when it comes to the latest technologies and trends, you may find
that you sometimes need a hand when it comes to knowing how to leverage your knowledge and expertise to help shape your organization’s strat-egy. How can you inspire people to get behind you and support your ideas? Muller explores these issues and offers solutions and strategies to help CIOs transform their organizations. It’s written for the CIO of today, helping build your expertise beyond technology and develop in the spheres of business, leadership and corporate culture. Devel-oping these skills is critical, Muller says, because IT is no longer an internally focused department lurking in the shadows. Instead, CIOs must take an active hand in developing and guiding the multi-ple processes required to achieve broad business goals. Muller is president/CEO of HMG Strategy, a tech-leadership network that presents conferences and professional services for CIOs and other senior IT executives. nLearn more here: tinyurl.com/874nyxp
Inside Apple: How America’s Most Admired—and Secretive—Company Really Works By Adam LashinskyBusiness PlusAvailable: January 2012
F ortune’s Lashinsky reveals the secret sys-
tems, the tactics and the leadership strategies
that allowed Steve Jobs and his company to churn out hit after hit and inspire a cult-like following for its products. Based on numerous interviews, the book offers exclusive new information about how Apple innovates, deals with its suppliers and is handling the transition into the “post-Jobs era.” Lashinsky introduces readers to concepts such as the “DRI” (Apple’s practice of assigning a directly responsible individual to every task) and the Top 100 (an annual ritual in which 100 up-and-coming executives are tapped à la Skull and Bones for a secret retreat with company founder Steve Jobs). While Inside Apple is ostensibly a deep dive into one unique company (and its ecosystem of suppliers, investors, employees and competitors), the lessons about Jobs, leadership, product design and marketing are universal. They should appeal to anyone hoping to bring some of that Apple magic to their own company, career or creative endeavor. nLearn more here: tinyurl.com/7ynkoz7
www.cioinsight.com January 2012 | CIOINSIGHT 23
Who’s in the Room? How Great Leaders Structure and Manage the Teams Around Them By Bob FrischJossey-BassAvailable Now
I t’s a myth that seniormanagement teams
make all the decisions. The reality is that crit-
ical decisions are typically made by the boss and a small group of confidants—a “team with no name”—outside of formal processes. Meanwhile, other members of the management team wonder why they weren’t in the room or even consulted ahead of time. The dysfunction that results from this gap between myth and reality has led to years of unproductive team-building exercises. The prob-lems, Frisch shows, are ones of process and struc-ture, not psychology. nLearn more here: tinyurl.com/82ql335
CTOs at Work By Scott Donaldson, Stanley Siegel, Gary DonaldsonApressAvailable: January 2012
F or insightful forecasts into the future of IT,
get “into the heads” of top CTOs through these probing interviews. The
authors focus on how their interviewees tackle the day-to-day work of the CTO while revealing much more: how they got there; how they manage and allocate projects; and how they interact with busi-ness units and ensure that their companies take advantage of technologies, teamwork and soft-ware development practices to respond to organi-zational needs and improve employee productivity. This book is especially useful for managers, devel-opers and IT personnel charged with using auto-mation to increase productivity. Indeed, it's not just for aspiring CTOs, but also for project manag-ers, software engineers and application developers who want a better understanding of the strategies their senior IT leaders employ. nLearn more here: tinyurl.com/78eyr74
Relentless Innovation: What Works, What Doesn’t—and What That Means for Your Business By Jeffrey PhillipsMcGraw-Hill ProfessionalAvailable Now
T oday’s typical busi-ness models actu-
ally impede innovation because they place so
much focus on efficiency, cost-cutting and short-term gain, says Phillips. Does this describe your business model? If it does, you need to revisit your approach and redefine your idea of what success actually is. You may find that your “business as usual” processes actively reject innovation efforts. Offering a broad view of the relationship between innovation and business strategy, the book gives you information and tools to transform innovation from an infrequent activity to a core capability in your organization. nLearn more here: tinyurl.com/72v55yh
The Virtual Manager: Cutting-Edge Solutions for Hiring, Managing, Motivating, and Engaging Mobile Employees By Kevin SheridanCareer PressAvailable: January 2012
T he mere suggestion of employees working
from home is enough to make many managers sweat the question: “How can I manage what I can’t see?” As an increas-ing number of jobs can be executed from home, managers must learn how to adapt their leader-ship style to cater to the requirements of remote employees. This book presents guidelines for how to adopt an entirely new “virtual manager” style. Based on years of research, Sheridan provides the tools you need to successfully manage virtual employees. Sheridan is chief engagement officer of HR Solutions, a human capital management consulting firm specializing in employee engage-ment surveys. nLearn more here: tinyurl.com/75aqsox
CIOINSIGHT | January 201224 www.cioinsight.com
What’s On the CIO’s MInd?
… 2012 IT Salaries $78,229willbethemediansalarythisyearforallITprofessionals(includingCIOsandotherIT
executivesaswellasstaff),upbylessthan1%over2011.
$140,879iswhatexecutive-levelITmanagerswillmakethisyearatlargeenterprises,roughlyflatwith2011levels.
$124,363iswhatexecutive-levelITmanagerswillmakethisyearatmidsizeenterprises,upnearly1%overlastyear.
$79,863willbethemediansalaryformid-levelITmanagersatlargeenterprisesin2012,uplessthan1%overlastyear.
$73,090willbethemediansalaryforITmanagersatmidsizeenterprisesin2012,alsouplessthan1%overlastyear.
$66,342willbethemediansalaryfortypicalITstaffersatlargeenterprisesin2012,essentiallyflatcomparedtolastyear.
$62,264willbethemediansalaryfortypicalITstaffersatmidsizeenterprisesthisyear,upnearly2%from2011.
Source: Janco Associates, 2012 IT Salary Survey, January 2012 (more than 1,100 tech professionals polled).
… Making Sense of Big Data 33%:Onlyone-thirdofrespondentsareconfidentintheircompany’sabilitytomakebusiness
decisionsbasedonnewdata.
38%:Fewerthanfourin10respondentsstronglyagreethattheircompanyusesdatatolearnmoreaboutcustomers.
22%:Lessthanaquarterofrespondentsstronglybelieveemployeeshaveaccesstorunexperimentsondata.Thislackofaccesshindersacompany’sabilitytotest,validateandinnovate.
63%:Nearlytwo-thirdsofrespondentsfeelthatdemandfordatascientistswilloutpacethesupplyoftalentoverthenextfiveyears.
Source: EMC Data Science Community, December 2011 (500 members of the data science community were surveyed, including business intelligence analysts, and data engineers, all with IT decision-making authority).
… Using ERP, Cloud to Get an Edge on Big Data 62%ofexecutivessurveyedsaytheirorganizationsareworkingtoimprovedecision-making.
56%ofexecutivessaythatthecloudcanhelpthembecomemoreagileandcompetitive.
59%ofrespondentssaythecloudwillbringdata-managementchallenges,despitetheirinterestinthetechnology.
49%ofexecutivessurveyedsaytheirorganizationsareoverwhelmedwithdata.
41%ofexecssaytheirorganizationsplananERPupgrade.
26%oftheseexecsplantodoanimplementationwithinthenext12months.Source: KPMG survey, December 2011 (more than 335 executives polled).
www.cioinsight.com January 2012 | CIOINSIGHT 25
Tech Skills vs. Business AcumenA lively debate is raging on LinkedIn around the ques-tion, “What’s more important to a CIO, technical skills or business acumen?” At press time, 67 respondents had weighed in. Our favorite response: “The CIO’s leadership derives from [his or her] effectiveness in defining and supporting IT’s mission to the wider business. Most of the CIO’s time is focused on peers. If the CIO spends too much time digging through technical issues, [he or she is] avoiding the bigger problem. Given the choice, I’d rather have a politically astute CIO who relied on skilled technicians than a technically skilled CIO who lost battles in the boardroom.” Another observation worth noting: “One must be able to fly at 36,000 feet and see it all, and be able to drop down to ground level in a flash—the CIO must be able to see it all and reach down when driven by the metrics to do a deep dive.”Source: LinkedIn, CIO Network (membership required)
Check it out here: tinyurl.com/7lcrc3z
Put That Career in DriveManagement consultant John Beeson offers some sound advice for CIOs looking to advance their careers. In his Harvard Business Review blog post, “Position-ing Yourself for Career Advancement,” Beeson warns
that competition for C-suite positions is going to heat up in the next few years
due to a backlog of executive promo-tions during the economic downturn. He notes: “Given the fact that tradi-
tional career paths are extinct in most industries, managers have few guide-
posts for advancing to the executive level.” The first step, he says, is to understand which factors senior-level decision-makers in your company use to make C-suite promotion placement decisions, and then give yourself a long hard look. How are you viewed by senior management in terms of those skills? For example, Beeson notes, “how you handle yourself in executive-level presentations is an important indicator of your ability to manage stress in most organizations.”Source: Harvard Business Review, “Positioning Yourself for Career
Advancement” by John Beeson, January 10, 2012.
Check it out here: tinyurl.com/7j3w26v
Mobilizing the MassesHoping to tap into the power of the people, Sybase has issued a 48-page Mobility Manifesto that combines tongue-in-cheek guidelines for leading the mobile revolution (see the “Universal Declaration of Work-ers’ Mobile Rights”) with real-world information to help you make the most of enterprise mobility. The fun stuff includes a quiz to gauge how mobile-savvy your company actu-ally is, a historical timeline from
the mainframe computer to today’s mobile devices, and a breakdown of the five common types of mobile workers. Once you’re done figuring out whether your mobile habits make you The Imperial Geek, The Flash, The Eager Beaver, The Me Too or The Codger, you’ll get useful trends, tips and statistics that you can use to implement your own mobile strategy.Source: Sybase, “The Mobility Manifesto,” by Eric Lai, December 21, 2011
Check it out here: tinyurl.com/7386cdj
Banishing Distraction at WorkGlassdoor.com’s blog post, “9 Ways to Limit Distrac-tions at Work,” provides practical advice we all can use. The blog cites a survey of more than 500 workers conducted by uSamp, which reveals that more than 50 percent of workers waste an hour or more each day on interruptions. Sixty per-cent are regularly interrupted by email and other electronic missives, while 40 percent cite phone calls and com-municative colleagues as the biggest distractions. The survey estimated that distractions cost businesses more than $10,000 per worker per year. What’s to be done about it? The blog offers sen-sible steps that range from the obvious (practice “Do-Not-Disturb”) to the retro (embrace voice mail) to the downright challenging (just say no to multitasking).Source: Glassdoor.com, “9 Ways to Limit Distractions at Work,”
January 11, 2012.
Check it out here: tinyurl.com/7nqxh8j
hot topicsaggregation of blogs, tweets and social networking commentary by, for and about cios
Do Not Disturb
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The ABCs of UPS ServiceThe old adage of, “If it ain’t broke, don’t fix it” may be feasible in some circumstances, but applying it to the maintenance of a UPS can have devastating consequences. Customers without preventive maintenance visits were almost four times more likely to experience a UPS failure than those who complete the recommended two preventive maintenance
visits per year. Download this white paper to learn how to select the best coverage for your UPS and its application.
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Dymamic Data Masking 101: A Guide for Getting StartedSensitive data, such as financial records and personal employee or customer information, needs to be protected, both to safeguard it from unauthorized eyes and to comply with a growing number of privacy regulations around the world. Dynamic Data Masking
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5 Benefits of a Virtual Smartphone PlatformThe MobileIron Virtual Smartphone Platform (VSP) from AT&T is the first solution to combine data-driven smartphone manage-ment with real-time wireless cost control. It provides multiplatform visibility for industry-leading mobile devices like iOS, BlackBerry,
Windows, Android, Symbian. This ensures that the IT team understands what’s on a smartphone and how it’s being used, giving proactive visibility to both IT and users to better secure data and control cost without compromising privacy, even on employee-owned phones. The Virtual Smartphone Platform (VSP) is packaged as an easy-to-install server that is up and running in your corporate network in less than a day. Read this white paper to find out more.
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8 Simple Steps for Securing Your Entire DatabaseMost of the world’s sensitive data is stored in commercial database systems such as Oracle, Microsoft SQL Server, IBM DB2 and Sybase -- making databases an increas-ingly favorite target for criminals. This may explain why SQL injection attacks jumped
134 percent in 2008. Whereas most attention has previously been focused on securing network perimeters and client sys-tems (firewalls, IDS/IPS, anti-virus, etc.), we are now entering a new phase where information security professionals are now being tasked with ensuring that corporate databases are secure from breaches and unauthorized changes. This white paper from describes 8 best practices that provide a holistic approach to safeguarding databases and achieving compliance.
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The Future of Mobility: 5 Trends for CIosIT consumerization, workforce mobility and flexible computing are changing the rela-tionship between enterprise IT, knowledge workers and end users. For the CIO, IT consumerization represents the confluence of a difficult set of challenges (security, tech-
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why the Forecast Calls for More Clouds in 2012 Cloud technology has enormous potential to enable highly efficient and dynamic IT infra-structures that are more elastic and respon-sive to potential disruptions and data loss. Virtualization technologies combined with new cloud management techniques enable IT to
provide a simplified “anywhere, anytime” self-service approach for the delivery and consumption of IT services. Read this paper to see how using a cloud-based approach for your IT can free you to reap immediate benefits of a specific technology instead of having to spend time, resources and money focusing on how to implement it.
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The ABCs of UPS Service www.eaton.com/powerquality March 22, 2009 SVS-WP01 Page 1 of 3 pages
The ABCs of UPS Service
A white paper from Eaton Corporation
Executive Summary Eaton Corporation, a global leader in power quality, distribution and control, recommends the inclusion of a service plan in order to maximize the performance and reliability of an uninterruptible power system (UPS). This white paper examines the basic concepts of UPS service.
IntroductionThe old adage of, “If it ain’t broke, don’t fix it” may be feasible in some circumstances, but applying it to the maintenance of a UPS can have devastating consequences. Because a company relies on a UPS to deliver continuous power without any disruption to its business, proper service is a critical component to ensuring optimal performance from a UPS while minimizing the risks of downtime.
Research indicates that regular preventive maintenance (PM)—which affords the opportunity to detect and repair potential problems before they become significant and costly issues—is crucial in order to achieve maximum performance from your equipment. In fact, studies show that routine preventive maintenance appreciably reduces the likelihood that a UPS will succumb to downtime. The 2007 Study of Root Causes of Load Losses compiled by Eaton revealed that customers without preventive maintenance visits were almost four times more likely to experience a UPS failure than those who complete the recommended two preventive maintenance visits per year.
The basics of selecting UPS service Selecting a UPS service plan for reliable power applications can range from a very complex decision to simply ascertaining what is available or recommended. Selecting an extended warranty or support plan for a UPS to insure continuous power over a typical life cycle can also be a relatively easy process.
To select the best coverage for your UPS and its application, consider the following five questions:
1. What type of UPS service do I need?
A. Depot exchange repair or replaceYou contact the UPS service provider and then ship the UPS to a repair facility. The service provider returns the repaired unit or a refurbished unit to you.
B. Advance swap depot exchangeYou contact the UPS service provider who then ships a refurbished unit to you. The original UPS unit is returned to a repair facility.
C. On-site repairYou contact the UPS service provider and a factory-trained field technician arrives at your site to diagnose and repair electronic or battery-related problems.
Smaller UPS products (below 1,000 VA) generally can be repaired at a depot, while products over 1,000 VA and up to 15 kVA can either be repaired at a depot or serviced on-site. Larger UPSs that are either hardwired (cannot be unplugged) or too heavy to ship can only be serviced via on-site field technicians.
W H I T E P A P E R
Best Practices for Dynamic Data MaskingSecuring Production Applications and Databases in Real-Time
8 Steps to Holistic Database SecurityBy Ron Ben Natan, Ph.D., CTO, Guardium , an IBM Company
White PaperInformation Management
CIO Strategies for Consumerization:The Future of Enterprise Mobile Computing
Dell CIO Insight Series
by Paul D’Arcy, Executive Director, Large Enterprise Marketing
IBM Global Technology Services
Business continuity and resiliency services from IBMStrengthen your business with cloud computing—delivering greater resiliencyand a more globally accessible environment
May 2009
MobileIron VSP from AT&T
Proactively manage enterprise applications and data as they move to the smartphone.
Secure Multiplatform Control of Enterprise SmartphonesThe MobileIron Virtual Smartphone Platform (VSP) from AT&T is the first solution to combine data-driven smartphone management with real-time wireless cost control. It provides multiplatform visibility for industry-leading mobile devices like iOS, BlackBerry, Windows, Android, Symbian. This ensures that the IT team understands what’s on a smartphone and how it’s being used, giving proactive visibility to both IT and users to better secure data and control cost without compromising privacy, even on employee-owned phones. The Virtual Smartphone Platform (VSP) is packaged as an easy-to-install server that is up and running in your corporate network in less than a day.
Advanced ManagementThe VSP helps IT quickly establish and maintain smartphone operations control with Advanced Management of all operating systems from a single point. To proactively manage and cut wireless bills up to 20%, the VSP solution offers a Mobile Activity Intelligence package. Bill shock can become a monthly ritual of the past. The enterprise user is also fully able to manage their smartphone through the VSP’s self-governance and productivity portal, called MyPhone@Work, which offers services like usage visibility and an Enterprise App Store.
Creating a Virtual Enterprise CloudPhones have become computers and require a fundamentally new, data-driven approach to security, cost, and quality management. The VSP’s patent-pending smartphone data virtualization technology creates a central view of smartphone content, activity, and applications in the data center to give IT and end-users real-time intelligence and control across the enterprise.
Enterprise Functionality, Purpose-BuiltTo help enterprise IT and end-users, the VSP offers key mobile device management functionality as well, including:
• Context…match activity to location, time, and operator network quality
• �Activity…analyze patterns of user behavior to reduce cost and optimize services
• Content…identify what files are on each phone to secure them and minimize impact of loss
• Application…provision, configure, and troubleshoot applications with minimal user interruption
• Device…track settings and status for basic inventory, configuration, policy, and security functions
Potential Benefits
•��Advanced�Management�–�Get�multi-OS�smartphone�operations�under�control
•��Mobile�Activity�Intelligence�–�Cut�wireless�bills�up�to�20%�using�real-time�activity�and�operator�service�quality�data
•��MyPhone@Work�–�Drive�self-governance�and��end-user�productivity
Features
•��Multi-OS�Device�Management
•��Remote�Control
•��Access�Control�(Sentry)
•��Advanced�Security
•��Lost�Phone�Recovery
•��Enterprise�App�Store
•��Administration
•��Enterprise�Integration
•��Visibility�and�Reporting
•��Activity�Analysis
•��Real-time�Roaming�Control
•��Exception�and�Abuse�Control
•��Service�Quality�Monitoring
•��Event�Center
•��Billing�Plan�Integration
•��Communications
•��Usage�Visibility
•��Self-Service�
Product Brief
For more information contact an AT&T Representative or visit www.att.com/business.
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©�2010�AT&T�Intellectual�Property.��All�rights�reserved.��AT&T�and�the�AT&T�logo�are�trademarks�of�AT&T�Intellectual�Property.
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