Archive

Archive for the ‘Innovation’ Category

Block Bits and Chain Coins: The Trust Machine Jigsaw

April 1, 2016 3 comments

The topic of Bitcoin, and other cyber currencies, as well as the underlying Blockchain technology is still top of mind for various industries, with frequent: events, blog posts, articles and sundry news items firmly focused on them.  I have also contributed to the deluge with a recently published article in the BCS ITNow magazine, as well as a forthcoming event on the “darker side of Internet technology”, but more on that later.

Last week I attended a BCS London Central event about Bitcoin technology “that could change the world”, featuring Simon Taylor, VP Entrepreneurial Partnerships at Barclays bank. As you might imagine, banks and other financial institutions are at the cross-hairs of any impending / potential disruption by Bitcoin and its Blockchain technology. Given the history of other similar disruptions in other industries, many financial institutions have been quick jump into the ring in order to figure out the best way to take advantage of the new challenge / opportunity rather than just sit back or ignore it.

To this end, Simon did a great job shedding some light on key initiatives by members of the financial services, (including banks and Barclays in particular), on the topic of Bitcoin and other crypto-currencies. My top take-aways from the event include:

  1. Building Blocks – Bitcoin is great, but platforms like Ethereum have really made Blockchain relevant for organisations to build their own applications – i.e. by providing the Lego building blocks for creating useful applications for the banks of tomorrow.
  2. FUD still rules – Opinions differ and people argue as to just what is Blockchain. Is it just the underlying technology used for Bitcoin, or does it include other incarnations and applications of similar mechanisms? A lot of confusion is being caused by misconceptions around Blockchain – e.g. “people keep coming up with Blockchain ‘solutions’ for just about anything”. However, if you do use Bitcoin based solutions, you must beware of implications for data protection, Safe Harbour and industry regulations.
  3. Using a hammer to crack a nut – Simon questioned whether it was really necessary to put up with the immense overhead required for permission-less ‘proof of work’ systems such as Bitcoin, when the faster permissioned versions could be just as effective, albeit with a certain degree less end-to-end security, integrity and non-repudiation capability in comparison to Bitcoin.
  4. Bitcoin keys can also be lost or stolen – Blockchain does not provide a solution for key management, so How can this be mitigated. This could be a potential role for trusted intermediaries, such as banks.
  5. Q&A: How can other organisations (e.g. NHS) successfully leverage such tech? – Simon’s advice to the NHS Director in the audience was to get educated on the topic and then experiment like mad. Barclays does this by first creating an experiment script or hypothesis then outsourcing the work to local / friendly start-ups for rapid turnaround. The resulting outcome is then studied and pulled apart by multi-disciplinary experts from Barclays (e.g. compliance / risk / security teams) before a recommendation is made. Most other industries can follow this model.

Overall, I thought this was a good event which was well attended by a very engaged 100 strong audience. The chosen topic and focus also made a perfect setup for the aforementioned BCS “Darkside” event which is scheduled to take place on 26th April, and features some excellent speakers and their perspectives on the seamier sides and uses of Bitcoin and Blockchain technology. Don’t miss it!

 

Advertisements

Becoming Salesforce: Beyond Cloud Services

March 9, 2016 Leave a comment

I’ve always maintained (here and here) that a tradition for innovation trumps mere culture of innovation hands down. This was clearly demonstrated at a recent boot camp for new joiners to Salesforce, in San Francisco. Judging by the frenetic pace of a week long immersion in all things Salesforce, the work involved in introducing and maintaining the  Salesforce ‘Ohana’ culture of innovation is a relentless and never-ending pursuit that is worthy of any tradition.

SF Boot Camp

By all accounts this was a ‘mega’ boot camp event, comprising over 250 new hires from many different countries and regions. Below are my top three takeaways from the event:

1: Ohana and Value Alignment
Salesforce believes passionately in giving back to the local community and included a day one agenda item for attendees to undertake pro bono work for some of the local charities. After a couple of hours physical labour, one starts to realise just how serious Salesforce takes the 1-1-1 pledge (i.e. to contribute one percent of employee time / resources / products to help local communities via charity, education and other worthy causes). As if that wasn’t enough, Chief Adoption Officer, Polly Sumner later bought  the point home with a passionate talk about how each employee must make it a mission to define their purpose and actively pursue it by aligning with company values and recording as individual annual objectives. The result: a committed workforce that is empowered to make meaningful and positive contributions, as part of their day job and career aspirations. Given such a culture, it is not surprising why and how customer success is the ultimate raison d’etre for Salesforce

2 – Change is rapid and constant
Several speakers, over the course of the event, took pains to emphasize the need to adapt and adopt a fast paced mentality in order to survive and thrive in Salesforce. With three major (as in all the bells and whistles) releases each year, the Salesforce platform and clouds are constantly evolving to become ever faster, smarter and more personalised with each new release. The latest offerings in Analytics (Wave), user experience (Lightning) and Internet of Things (IoT Cloud) is merely a foretaste of what is likely to manifest on such a dynamic platform. If you are inclined to wonder how or why I can say this things, then look no further than the amazing level of talent gathered at the event. Every background was represented, from ex-marines to rocket scientists, or ex McKinsey, Deloitte, IBM and Capgemini consultants, plus key talent from competitors such as Oracle, Microsoft and SAP. The Force is strong in the Ohana.

3 – Awesome is more than just a word
I must have counted over one hundred separate utterances of the word ‘awesome’ (including two completely unforced instances by yours truly), but suffice it to say I have yet to come across any organisation where employees seem to be in such awe of their own, er  ‘awesomeness’, for lack of a better word. As part of the boot camp, we were also introduced to all the Salesforce clouds i.e.: Sales, Service, Marketing, Apps, Community, Analytics and  IoT Clouds. What is truly impressive is how they all integrate and work together or separately as per customer requirements. A typical customer pitch kicks of with the inevitable Safe Harbour statement and a thank you to the customer, followed by a description of the new technology, new business and new philanthropic models espoused by Salesforce and how that could be made to work better for the customer. It is indeed a brave new world for cloud services.

Overall, the boot camp delivered an unabashed experience of the Salesforce Ohana culture and, given the number of attendees at this event, there definitely is a strong demand for more talented people with the right experience and mindset to join such a fast growing organisation. Finally, and by all indications, Salesforce is certainly showing the hall marks of a company with a clear tradition for innovation that is deeply rooted in its values. Long may it continue, and I can’t wait to see what’s next on the ever changing horizon. Mahalo!

Introducing a Framework for Multi-Publishing

January 16, 2016 1 comment

I believe that in a highly connected digital world, the future of content publishing lies with creating interlinked manifestations of a core concept or theme. I like to think of this as “multi(n) publishing”, (where ‘n’ stands for any number of things, e.g.: aspect / channel / facet / format / genre / sided / variant / etc.), or multi-publishing for short. To this end, I’ve created a framework which could prove very useful for conceptualizing and executing multi-publishing projects. Read on to find out more.

  1. Why Multi-Publishing?

There is increasing evidence of an evolution in the way people consume digitally enabled content, e.g.: watching a TV show whilst surfing the web, talking on the phone to a friend and posting comments on social media – all of which may or may not relate to each other or a single topic. This has put enormous pressure on content creators and publishers to find new ways to engage their audience and deliver compelling content to people that live in a world surfeit with competing content, channels, devices and distractions. In the above scenario, broadcasters have tried, with varying degrees of success, to engage viewers with second or multi-screen, content (e.g.: show on TV, cast info on website / mobile site, plus real time interaction on Social Media – all related to the show). Furthermore, the average attention span of most users appears to have shrunk and many prefer to ‘snack’ on content across devices and formats. This doesn’t bode well for the more traditional long-form content upon which many creative industries were established. As a result, many in the content production, publishing and marketing industries are seeking new ways to engage audiences across multiple devices and channels with even more compelling content and user experiences.

  1. What is Multi-publishing?

In this context, the term “multi(n) publishing” (or multi-publishing) describes the manifestation of a core concept / theme as distinct but inter-linked works across multiple media formats, channels and genres. This is somewhat different from other similar related terms such as: multi-format (or cross-media), multi-channel, single source, or even multi-platform publishing. The last one being mainly used by marketers to describe the practice of taking one thing and turning it into several products across a spectrum of online, offline and even ‘live’ experiential forms. The key difference between these terms and multi-publishing is that the latter encompasses them all, and more. In fact, the multi-publishing framework is closer to the information science idea of conceptualisation. Also, and perhaps more importantly, the various manifestations of multi-published content are not necessarily brand identical to the originating (aka ‘native’) core concept, or to each other. However, each and every manifestation is intended to be unique and distinct, yet able to enhance each other and provide a fuller and more fulfilling experience of the overall core concept.

  1. How does it work?

In order to achieve the desired outcome of the whole being more than a sum of its parts, it makes sense for creators and publishers to bear in mind, right from the outset, that their works will likely be: used, reused, decomposed, remixed and recomposed in so many different ways, (including new and novel expressions of which they couldn’t possibly imagine at the time of creation). Therefore, they must recognize where and how each of their output content fits within the context of a multi-publishing content framework or architecture. The diagram below is just such a framework (in mindmap form) and demonstrates the narrative-like progression of a single core concept / theme across various stages and interlinked manifestations.

The Multi-Publish Concept

This is only an example of what content creators and their publishers must consider and prepare as part of their creative (inspiration) and publishing (exploitation) process. It requires the creation and/or identification of a core concept which is manifest in the expression of the art (e.g. in the: story, song, prose, images, video, game, conversations or presentations etc), and which can be used to link each and every format, channel or media in which the concept is expressed.

Finally, the use of multi-publishing frameworks can also enable easier setup and automation of tracking and recording of all usage transactions, and potentially any subsequent remuneration for creator(s) and publisher(s), in a transparent manner, (perhaps using a trust mechanism such as blockchain). I will explore this particular topic in a subsequent post on this blog. In any case, there remains one key question to be answered, i.e.: how can or should we consider protecting core concepts or algorithms at the heart of multi-publishing frameworks, and if so what form should such protection take?

Predicting the (near) Future

December 22, 2015 Leave a comment
The future is always tricky to predict and, in keeping with Star Wars season, the dark side is always there to cloud everything. But as we all know in IT the ‘Cloud’ can be pretty cool, except of course when it leaks. Last month saw the final edition of Gartner’s Symposium/ITxpo 2015 in Barcelona, and I was fortunate to attend (courtesy of my Business Unit) and bear witness to some amazing predictions about the road ahead for our beloved / beleageured IT industry.
 
Judging from the target audience, and the number of people in attendance, it is safe to say that the future is at best unpredictable, and at worst unknowable, but Gartner’s Analysts gave it a good go; making bold statements about the state of things to be, within the next 5 years or so. The following are some key messages, observations and predictions which I took away from the event.
 
1. CIOs are keen to see exactly what lies ahead.
Obviously. However, it does confirm to my mind that the future is highly mutable, especially given the amount of change to be navigated on the journey towards digital transformation. I say ‘towards’ because, from all indications, there is likely no real end-point or destination to the journey of digital transformation. The changes (and challenges / opportunities) just keep coming thick and fast, and at an increasing pace. For example, by 2017, Gartner predicts that 50% of IT spending will be outside of IT, it currently stands at 42% today, therefore CIOs must shift their approach from command and control style management to leading via influence and collaboration.
 
2. Algorithmic business is the future of digital business
A market for algorithms (i.e. snippets of code with value) will emerge where organizations and individuals will be able to: licence, exchange, sell and/or give away algorithms – Hmmm, now where have we seen or heard something like that before? Anyway, as a result, many organisations will need an ‘owner’ for Algorithms (e.g. Chief Data Officer) who’s job it’ll be to create an inventory of their algorithms, classify it (i.e. private or “core biz” and public “non-core biz” value), and oversee / govern its use.
 
3. The next level of Smart Machines
In the impending “Post App” era, which is likely to be ushered in by algorithms, people will rely on new virtual digital assistants, (i.e. imagine Siri or Cortana on steroids) to conduct transactions on their behalf. According to Gartner, “By 2020, smart agent services will follow at least 10% of people to wherever they are, providing them with services they want and need via whatever technology is available.” Also, the relationship between machines and people will initially be cooperative, then co-dependant, and ultimately competitive, as machines start to vie for the same limited resources as people.
 
4. Platforms are the way forward (and it is bimodal all the way)
A great platform will help organisations add and remove capability ‘like velcro’. It will need to incorporate Mode 2 capability in order to: fail fast on projects / cloud / on-demand / data and insight. Organisations will start to build innovation competency, e.g. via innovation labs, in order to push the Mode 2 envelope. Platform thinking will be applied at all layers (including: delivery, talent, leadership and business model) and not just on the technology / infrastructure layer.
 
5. Adaptive, People Centric Security
The role of Chief Security Officer role will change and good security roles will become more expansive and mission critical. In future, everyone gets hacked, even you, and if not then you’re probably not important. Security roles will need to act more like intelligence officers instead of policemen. Security investment models will shift from predominantly prevention based to prevention and detection capabilities, as more new and unpredictable threats become manifest. Also organisations will look to deploy People Centric Security measures (PCS) in order to cover all bases.
 
6. The holy grail of business moments and programmable business models
The economics of connections (from increased density of connections and creation of value between: business / people / things) will become evident especially when organsiations focus on delivering business moments to delight their customers. Firms will start to capitalise on their platforms to enable C2C interactions (i.e. customer-2-customer interactions) and allow people and things to create their own value. It will be the dawn of programmable business models 
 
7. The Digital Mesh and the role of wearables and IoT
One of the big winners in the near future will be the ‘digital mesh’, amplified by the explosion of wearables and IoT devices (and their interactions) in the digital mesh environment. Gartner predicts a huge market for wearables (e.g. 500M units sold in 2020 alone – for just a few particular items). Furthermore, barriers to entry will be lower and prices will fall as a result of increased competition, along with: more Apps, better APIs and improved power.
 
The above are just a few of the trends and observations I got from the event, but I hasten to add that it will be impossible to reflect over 4 days of pure content in these highlight notes, and that other equally notable trends and topics such as: IoT Architecture, Talent Acquisition and CIO/CTO Agendas, only receive honourable mentions. However, I noticed that topics such as Blockchain were not fully explored as might be expected at an event of this nature. Perhaps next year will see it covered in more depth – just my prediction.
In summary, the above are not necessarily earth shattering predictions, but taken together they point the way forward to a very different experience of technology; one that is perhaps more in line with hitherto far-fetched predictions of the Singularity, as humans become more immersed and enmeshed with machines. Forget the Post-App era, this could be the beginning of a distinctly recognisable post human era. However, as with all predictions only time will tell, and in this case, lets see where we are this time next year. I hope you have a happy holiday / festive season wherever you are.

IBM Innovation Labs – where old meets new, and everything in between…

November 25, 2015 Leave a comment

If you’ve ever wondered how the big tech players do innovation then you might do well to head on over to IBM’s Hursley labs for a taste of their world class innovation facility. A few weeks ago, some colleagues and I were hosted to an executive briefing on innovation, the IBM way. Read on to find out more…

Pictures on lab visit

IBM Executive Briefing Day

We had a fairly simple and straightforward agenda / expectation in mind, i.e. to: hear, see and connect with IBM labs on key areas of innovation that we might be able to leverage in our own labs, and for clients. This objective was easily met and exceeded as we proceeded through the day long briefing program. Below are some highlights:

First of all, Dr Peter Waggett, Director for Innovation, gave an overview of IBM Research and ways of working. For example, with an annual R&D spend of over 5 Billion Dollars, and 1 Billion Dollars in annual revenues from patents alone, (IBM files over 50 patents a year), it quickly became clear that we were in for a day of superlatives. Dr. Waggett described the operating model, lab resources and key areas of focus, such as: working at the ‘bow wave’ of technology, ‘crossing the mythical chasm‘ and ‘staying close to market’. Some specific areas of active research include: Cognitive Computing (Watson et al), Homomorphic encryption, “data at the edge” and several emerging tech concepts / areas e.g.: Biometrics, biometry and Wetware / Neuromorphic computing with the IBM Synapse Chips. And that was just in the morning session!

The rest of the day involved visiting several innovation labs, as outlined below:

Retail Lab – demonstration of some key innovation in: retail back end integration, shopper relevance and customer engagement management (with analytics / precision marketing / customer lifecycle engagement). Also, touched on integration / extension with next generation actionable tags by PowaTag.

Emerging Technology & Solutions Lab – featured among other things: the IBM touch table (for collaborative interactive working), Buildings Management solutions (with sensors / alerts, dashboard, helmet and smart watch components); Manufacturing related IoT solutions (using Raspberry Pi & Node Red to enable closed loop sensor/analysis/action round trip); Healthcare innovations (including Smarthome based health and environment monitoring with inference capability) and of course Watson Analytics.

IOT Lab – Demonstrated various IoT based offers e.g.: from Device to Cloud; Instrumenting the World Proof of Concepts; Decoupled sensors / analysis / actuators; IoT reference architecture (incl. Device / Gateway / Cloud / Actuators ); and IoT starter kits (with Node Red development environment & predefined recipes for accelerated IoT).

IOC Labs – IBM’s Intelligent Operations Centre (IOC) was shown to be highly relevant for smarter cities as it enables the deployment of fourfold capabilities to: Sense / Analyse / Decide / Act, thus enabling the ability to predict and respond to situations even before they arise. IOC capabilities and cases studies were also demonstrated to be relevant & applicable across multiple industry scenarios including: retail, transport, utilities and supply chain.

Finally, you cannot complete a visit to Hursley without stopping off at their underground Museum of computing. Over the years, this has become a special place, showcasing the amazing innovations of yesterday which have now become objects of nostalgia and curiosity for today’s tech savvy visitors. It is almost incredible to think that computers once ran on: floppy discs, magnetic tape and even punch cards. This is made even more poignant by the thought that almost every new innovation we saw in the labs will one day take their place in the museum, (particularly if they prove successful). Perhaps some of them may even be brought to life by other, newer and as-yet-undiscovered innovations, e.g.: see if you can spot the 3D printed key on this IBM 705 data processor keyboard!

New 3D Printed Key on Keyboard

Spot the 3D printed key.

Overall, it was a great experience and many thanks to our hosts, and IBM event team, for making this a most interesting event. The team and I are certainly look forward to finding out how other tech players, both large and small, are pursuing their own innovation programs!

The Business of Innovation.

August 15, 2015 1 comment

In order to survive and thrive in a continuously evolving digital landscape, there is no escaping the fact that every organisation must place innovation as a core activity in their business model, but what is the best way to go about it?

Many organisations choose to address this by investing in an innovation capability (i.e. time, space and resources) in the form of an innovation lab / centre / hub, where they can participate and play “the innovation game“, as described in a recent paper by Capgemini Consulting and Altimeter Group. One key message is that successful innovation centres need to have: clear purpose, executive support and real autonomy to delivery outcomes. Brian Solis posted an excellent summary here.

Over time, I’ve come to understand that that innovation typically happens when a pressing need or challenge is presented to a diverse group of people, with the right mindset to recognise and seize the opportunity to affect change, in a sustainable and profitable way. Below are top five lessons I’ve learnt over the years leading innovation in my business unit.

 

Top 5 Innovation lessons learnt (so far):

  1. Innovation is much more than ‘Digital’ – It has been happening much longer than the digital transformation phenomena we see / hear about nowadays. You’d be forgiven for thinking otherwise, but digital is just one form of innovation, albeit one that is farther reaching that most.
  2. Ideation is necessary; execution is a must – Application is key. Good ideas are dime a dozen, but the real value lies in applying new and/or established ideas in ways that deliver said value to your business and clients’ in a sustainable / profitable way
  3. Start thinking about the IP in co-creation & ecosystem – this one will only get bigger and more urgent over time. Currently we see a frenzy of co-creation and new economic dynamics in the so called sharing economics, however evolution is driven as much by scarity as abundance therefore the role of IP ownership as a driver and benefit of innovation will not disappear anytime soon.
  4. Innovation is subjective – One person’s innovation is another’s business as usual. The definition of innovation alone is a minefield of individual viewpoints. However, one aspect which everyone seems to agree is that innovation “involves doing something in a new or different way which delivers some sort of added value”. Discuss.
  5. Innovation is a journey not a destination. (i.e. tradition vs. culture) – most innovation labs are concerned with creating tangible new, innovative products and services,  the success of which they may be judged. However, not many innovation initiatives start out with a focus on how to create a culture, never mind tradition, for innovation.

Are you a CIO/CTO/CDO, Chief Innovation Officer, Innovation Director, Lab Leader or manager? Did you find any of the above to be true in your experience, and and how do they apply to your current organisation? I’d be very interested to know about it one way or the other.

In any case, it is relatively easy to reach a conclusion that organisations need to play the long game and not give into temptation of seeking quarterly results for their innovation initiatives. KPIs and other measures are necessary to track success, but they can also not constrain innovation. The true business of innovation is manifest in the long game needed for evolving a certain “point-in-time” innovation culture into longer term tradition for innovation.

Leading Digital In Practice

May 14, 2015 Leave a comment
I had the opportunity to read and review the book “Leading Digital” by George WestermanDidier Bonnet & Andrew McAfee, and as you might guess from the review score, I thought it was an excellent book. However, there’s nothing quite like putting something into practice to get a real feel for it, and I was able to do just that on a couple of recent occasions. Read on for highlights…

LD Book sm2

If you haven’t already read the book*, I can assure you it is chock full of common sense and great ideas on how to go about transforming your typical large, non-tech organisation into a digital master. However, as with most things, the theory can be vastly different from reality in practice, so below are a few observations from recent experiences where we tried to put into practice some of the wisdom from Leading Digital:

1. Not every organisation is geared up to do this right away – Even those organisations perceived by peers to be ahead of the pack may just be ‘Fashionistas’ at heart (i.e. very quick to try out shiny new digital toys without adult supervision). To gauge readiness it is important to understand where an organisation sits in the digital maturity quadrant**. Some organisations believe they already know the answer, but it’s always advisable to verify such a crucial starting point, in order to work out their best route to digital mastery.


Quadrant-sm

2. Engage both business and technology communities from the start – Anything else is just window dressing because, although either group can sell a good story as why they’re critical, neither side can fully deliver digital transformation without the other. It really is a game of two sides working well together to achieve a single outcome – no short cuts allowed.

3. Ground up or top down is great, but together they’re unbeatable – Every organisation must address four interlocking*** areas of: Vision, Engagement, Governance & Technology to stand any chance of leading digital. Many often have one or more of these areas needing serious intervention to get up to speed.

The-How-cropped-sm

4. Employees know their organisation better than anyone – This may be stating the obvious, but on several occasions we found critical knowledge locked in the heads of a few individuals, or that departments don’t communicate enough with each other, (not even those using the same systems / processes / suppliers). It is therefore a vital step to unearth such locked-in knowledge, and to untangle any communication gridlock.

5. Using the right tools in the right way pays off big – The Digital Maturity Quadrant or Digital Maturity Assessment exercise are great tools for stimulating debate, conversations and mission clarity. However the readiness of an organisation may impact how such tools are perceived as well as their effectiveness. In such situations, we need to reassess the best way to achieve a useful outcome.

In conclusion, I’d encourage all large, non-tech firms to look for opportunities to put some of the book’s wisdom into practice. The pay off is well worth it, and besides it’s never too late to start on the transformation journey because, as author Andrew McAfee puts it, when it comes to digital, “we ain’t seen nothing yet“!


=========
*Source: Leading Digital by George Westerman, Didier Bonnet and Andrew McAfee
**Source: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations (c) 2012
*** Source: Capgemini 2014