The title of this post is from a tweet (Twitter message) from a source that I follow. However, it succinctly summarizes some of the evolving trends in information management in general, and library sciences in particular. In this case, the title is referring to an article in The New York Times titled, "Some Fear Google’s Power in Digital Books," which describes Google's activities related to digitizing the world's written record. While issues of copyright, fair use, and author protection remain issues, it demonstrates the amount of effort going into the subject and some of the proposed solutions. That the written record will be digitized is not in doubt. The only questions are when it will occur, the technology that will be used, and what it will cost the consumer.
For more on this subject, read the original article at: http://www.nytimes.com/2009/02/02/technology/internet/02link.html?_r=1
What do you think about this subject?
Showing posts with label emerging technology. Show all posts
Showing posts with label emerging technology. Show all posts
Monday, February 2, 2009
Monday, January 26, 2009
Tipping Point 2009: Part 1
Predictions and prognostications are a stable at the beginning of every year. This post is a little different. The developments proposed here are all currently available and represent viable, proven technologies. The subject here is when the technology will reach a critical mass in the mainstream market, thus representing a tipping point for mass acceptance and adoption. I propose the following will have a tipping point in 2009.
A convergrnce of a poor economy; rising cable television costs; redundant pricing for bundled cable TV and Internet; improved Internet bandwidth; improved video compression; and expanded TV content available on the Internet may mean the tipping point for Internet over cable TV (and satellite TV). Add to these developments the expanded use of boxes such as the Apple TV; TVs with direct Internet connectivity, home network appliances that can stream audio and video and the tipping point appears imminant. These are no longer technologies seen at CES. Rather, the increased viewership of Hulu, iTunes downloads, and the ever increasing popularity of YouTube video content all point to a massive shift in media preference. Indeed, the proliferation of mainstream YouTube "channels" by organizations such as the Vatican only underscore the occurring shift.
You will know the tipping point has occurred when content creators begin to sue content aggregators for a piece of the action in much the same way the RIAA has gone after various music aggregators. The impact will be massive. Many local TV stations will be disintermediated. This change may actually be a saving grace for newspapers on their last legs. If the newspaper has developed an Internet presence, it might become the local source.
Another indicator of this tipping point is when local broadcasters begin (or increase) their lobby efforts to place restrictions on content origination outside a geographic area. Local broadcasters have previously been successful in these efforts resulting in limitations on satellite TV providers from providing direct east and west coast network feeds. Presently, satellite providers may only do so if the location is not serviced by a local broadcast station. Otherwise, the provider must offer the local broadcast feed. Expect this fight to move to the Internet.
What is your opinion on this subject?
A convergrnce of a poor economy; rising cable television costs; redundant pricing for bundled cable TV and Internet; improved Internet bandwidth; improved video compression; and expanded TV content available on the Internet may mean the tipping point for Internet over cable TV (and satellite TV). Add to these developments the expanded use of boxes such as the Apple TV; TVs with direct Internet connectivity, home network appliances that can stream audio and video and the tipping point appears imminant. These are no longer technologies seen at CES. Rather, the increased viewership of Hulu, iTunes downloads, and the ever increasing popularity of YouTube video content all point to a massive shift in media preference. Indeed, the proliferation of mainstream YouTube "channels" by organizations such as the Vatican only underscore the occurring shift.
You will know the tipping point has occurred when content creators begin to sue content aggregators for a piece of the action in much the same way the RIAA has gone after various music aggregators. The impact will be massive. Many local TV stations will be disintermediated. This change may actually be a saving grace for newspapers on their last legs. If the newspaper has developed an Internet presence, it might become the local source.
Another indicator of this tipping point is when local broadcasters begin (or increase) their lobby efforts to place restrictions on content origination outside a geographic area. Local broadcasters have previously been successful in these efforts resulting in limitations on satellite TV providers from providing direct east and west coast network feeds. Presently, satellite providers may only do so if the location is not serviced by a local broadcast station. Otherwise, the provider must offer the local broadcast feed. Expect this fight to move to the Internet.
What is your opinion on this subject?
Friday, December 12, 2008
IT Trends 2015
I was reading an article in CIO Insight (http://tinyurl.com/5sndqg) titled "The IT Organization, Circa 2015 - Trends." in it, the author discussed how the CIO will become more of a business manager and less of a technical manager; IT personnel will become more business savvy; IT "alignment" will continue; and how the IT organization will tend towards centralization.
In looking at IT trends (and telecommunication trends for that matter) for the past four decades, IT business focus, IT alignment, and centralization have been consistent themes. In that same period, IT personnel have actually become less business savvy, IT alignment continues to be problematic, and the contention between centralization and decentralization is as strong as it ever was.
A new generation of worker is coming into the IT workplace. These individuals are more technology aware than their predecessors, but they still tend to fall on the side of technology (geek) or business. Therefore the divide continues and will continue into 2015. While many IT organizations spent great amounts of time during the 1970s-1980s getting IT personnel to understand the business and the impact of IT on that business, most of that responsibility has been moved to the college classroom. Unfortunately, there is no substitute for on-the-job training. Therefore, the divide between IT and the business side of the house is likely to increase rather than decrease. This will only be more so as baby boomers retire ( or are ushered out the door to cut costs) and college graduates without work experience replace them.
As long as CIOs have a separate IT budget, business alignment with IT will continue to be a problem. Geeks like technology. Having the money to buy it is liked even more. The only constraint in this area is the economy. It will take several years before the IT budgets loosen up. Suffice it to say constrained budgets will result in hiring IT geeks with little real business experience. In turn, these geeks will push for the latest and greatest technology regardless of it's applicibility to the business operation.
The contention between centralization and decentralization has been around since the first group was assigned to operate the company's computer mainframe. IT has always been about centralization, standardization, and control. On the other hand, the line worker in a company's department wants the technology they want, when they want it, with the flexibility to make it do what they want it to do. Hence, IT departments bought mainframes and departments bought mini-computers; IT countered by tying mini-computers into the mainframe as a means of control and departments countered by buying PCs. IT countered by linking PCs to mainframes, this forcing standardization and security and departments countered by moving functionality to edge devices such as smartphones. Today, with cloud computing resources and applications readily available, it is possible for a department to completely bypass the IT organization. It can do so without long-term investment or long-term commitment. It remains to be seen how IT will respond and how the department will counter.
However, with the current economic situation running at least through 2009, it will be difficult for the IT department to do anything unless it reduces cost. The result will be less training on emerging technology, less investment in emerging technology, and less internal development.
What say you?
In looking at IT trends (and telecommunication trends for that matter) for the past four decades, IT business focus, IT alignment, and centralization have been consistent themes. In that same period, IT personnel have actually become less business savvy, IT alignment continues to be problematic, and the contention between centralization and decentralization is as strong as it ever was.
A new generation of worker is coming into the IT workplace. These individuals are more technology aware than their predecessors, but they still tend to fall on the side of technology (geek) or business. Therefore the divide continues and will continue into 2015. While many IT organizations spent great amounts of time during the 1970s-1980s getting IT personnel to understand the business and the impact of IT on that business, most of that responsibility has been moved to the college classroom. Unfortunately, there is no substitute for on-the-job training. Therefore, the divide between IT and the business side of the house is likely to increase rather than decrease. This will only be more so as baby boomers retire ( or are ushered out the door to cut costs) and college graduates without work experience replace them.
As long as CIOs have a separate IT budget, business alignment with IT will continue to be a problem. Geeks like technology. Having the money to buy it is liked even more. The only constraint in this area is the economy. It will take several years before the IT budgets loosen up. Suffice it to say constrained budgets will result in hiring IT geeks with little real business experience. In turn, these geeks will push for the latest and greatest technology regardless of it's applicibility to the business operation.
The contention between centralization and decentralization has been around since the first group was assigned to operate the company's computer mainframe. IT has always been about centralization, standardization, and control. On the other hand, the line worker in a company's department wants the technology they want, when they want it, with the flexibility to make it do what they want it to do. Hence, IT departments bought mainframes and departments bought mini-computers; IT countered by tying mini-computers into the mainframe as a means of control and departments countered by buying PCs. IT countered by linking PCs to mainframes, this forcing standardization and security and departments countered by moving functionality to edge devices such as smartphones. Today, with cloud computing resources and applications readily available, it is possible for a department to completely bypass the IT organization. It can do so without long-term investment or long-term commitment. It remains to be seen how IT will respond and how the department will counter.
However, with the current economic situation running at least through 2009, it will be difficult for the IT department to do anything unless it reduces cost. The result will be less training on emerging technology, less investment in emerging technology, and less internal development.
What say you?
Monday, December 1, 2008
IBM's "The Next Five in Five"
For the second year, IBM has released their "The Next Five in Five," their prognostication of technology to expect within the next five years. While some of these forecasts might actually see the light of day, don't expect all of them to be in wide adoption by the end of 2013. That is, they will be seen--some commercially--but they won't be used by the everyday person. The forecasts are:
1. Solar cells will be cheap and built into everything from glass windows to paint to asphalt. In turn this will usher in an energy revolution. Realistically, this is at least a decade away from widespread use.
2. You will be able to forecast your health through a diagnostic "crystal ball." Currently in limited use today, this forecast builds on increasingly sophisticated DNA analysis coupled with increasingly sophisticated clinical-labs-on-a-chip. Screens for certain cancers and other diseases are a real possibility in the next five years. Some are available today.
3. You will be using the "spoken Web." As IBM states, more of the world is spoken language literate than it is written word literate. Therefore, in order to reach a wider audience, the Web must go "verbal." This is already happening on a number of fronts. First, most PCs and Macs today can convert written words to voice. A number of services will allow you to access your email verbally using a phone. Second, with technologies introduced by Google, search requests can be made using the spoken word. The reverse is also true. Services such as Jott and Evernote will take spoken words and convert them to text. This trend is sure to increase over the next five years.
4. You will increasingly have access to and use "digital shopping assistants." Many are here today. For example, Ikea has terminals throughout their stores for customer use to look-up and find merchandise. A number of Web applications will allow you to comparison shop. Phone-based applications allow you to do the same thing right in the store. Finally, with location-aware phones, it is possible for an application to make shopping suggestions based on your current location. These capabilities will only get more sophisticated in the next five years.
5. You will never forget anything. A strong statement to be sure. IBM is referring to the huge number of technologies that are currently available or will be available in the next five years that will allow a person to record and recall information using spoken word, digital images, or captured screen shots. The technology will enable tagging, indexing, scheduling, and recall of virtually anything. Again, a variety of "To Do" list applications do this today on cell phones and synchronize that information so it can be accessed on the Web or many other devices. These capabilities--such as "Remember the Milk," "Jott," and "Evernote"--will become more sophisticated, accurate, and feature-rich over the next five years.
A complete description of "The Next Five in Five" can be found at:
http://www-03.IBM.com/press/us/en/pressrelease/26170.wss
What say you?
1. Solar cells will be cheap and built into everything from glass windows to paint to asphalt. In turn this will usher in an energy revolution. Realistically, this is at least a decade away from widespread use.
2. You will be able to forecast your health through a diagnostic "crystal ball." Currently in limited use today, this forecast builds on increasingly sophisticated DNA analysis coupled with increasingly sophisticated clinical-labs-on-a-chip. Screens for certain cancers and other diseases are a real possibility in the next five years. Some are available today.
3. You will be using the "spoken Web." As IBM states, more of the world is spoken language literate than it is written word literate. Therefore, in order to reach a wider audience, the Web must go "verbal." This is already happening on a number of fronts. First, most PCs and Macs today can convert written words to voice. A number of services will allow you to access your email verbally using a phone. Second, with technologies introduced by Google, search requests can be made using the spoken word. The reverse is also true. Services such as Jott and Evernote will take spoken words and convert them to text. This trend is sure to increase over the next five years.
4. You will increasingly have access to and use "digital shopping assistants." Many are here today. For example, Ikea has terminals throughout their stores for customer use to look-up and find merchandise. A number of Web applications will allow you to comparison shop. Phone-based applications allow you to do the same thing right in the store. Finally, with location-aware phones, it is possible for an application to make shopping suggestions based on your current location. These capabilities will only get more sophisticated in the next five years.
5. You will never forget anything. A strong statement to be sure. IBM is referring to the huge number of technologies that are currently available or will be available in the next five years that will allow a person to record and recall information using spoken word, digital images, or captured screen shots. The technology will enable tagging, indexing, scheduling, and recall of virtually anything. Again, a variety of "To Do" list applications do this today on cell phones and synchronize that information so it can be accessed on the Web or many other devices. These capabilities--such as "Remember the Milk," "Jott," and "Evernote"--will become more sophisticated, accurate, and feature-rich over the next five years.
A complete description of "The Next Five in Five" can be found at:
http://www-03.IBM.com/press/us/en/pressrelease/26170.wss
What say you?
Monday, November 17, 2008
Now is the time to tax oil
I filled up my car this morning and it occurred to me that gas prices are about half what they were in June at the height of the latest gas-price spike. To a large extent, the increased gas prices have contributed heavily to our downward spiralling economy--resulting in increases in everything from gasoline to milk, virtually anything that has oil fuel as a component in manufacture or distribution.
During the summer, with oil prices high, the country (indeed, the whole planet) has had a long overdue discussion on our over-dependence on oil, oil's impact on our environment, the funding of hostilaties against us in oil-producing regions where we are not particularly liked, and the instability it creates in our economy. Unfortunately, a lot of TGIF discussion is beginning to die down now that oil prices are coming back down to levels seen before the latest spike. And that is the problem.
We have short-term memories. Assuming the financial crisis is resolved and credit begins flowing again, people will flock to the sharply reduced over-sized, gas guzzling SUVs--at least they will until the next gas spike. And that's the problem, our short-term memories get in the way of developing good, long-term behavior. There is a solution.
Taxes. I know it is an obscene concept, but taxation can play a very pivotal role in the transition to a non-oil-based economy. The problem is two-fold. First, as long as oil is incrementally cheaper than alternatives, there is little incentive to innovate alternatives. However, the point at which oil costs permanantly exceed alternatives, the impact will be devistating until such time as alternatives and the infrastructure are developed to deliver them. This is where taxation can play a positive and constructive role.
Increasing taxes on oil can level the competitive market allowing alternatives to be developed more rapidly. This would be done by two forces: first, taxes on oil would make oil consumption less attractive, resulting in higher tax revenues per gallon of fuel consumed and providing money that could be used to subsidize fledgling alternative fuel sources until they can gain economies of scale. A second benefit results from reduced consumption which in turn results in reduced demand, which in turn results in reduced oil prices. Keeping taxes on oil at an artifically high level basically means that oil producing nations help subsidize our development of alternatives. As the cost of alternative fuel production falls, subsidies can be lifted and oil taxes can be reduced, allowing natural market forces to take over.
So, we can pay now or we can pay later for the transition from oil. The longer we wait, the higher the cost. Had we heeded President Jimmy Carter's warning, we would not be in this situation.
Your thoughts?
During the summer, with oil prices high, the country (indeed, the whole planet) has had a long overdue discussion on our over-dependence on oil, oil's impact on our environment, the funding of hostilaties against us in oil-producing regions where we are not particularly liked, and the instability it creates in our economy. Unfortunately, a lot of TGIF discussion is beginning to die down now that oil prices are coming back down to levels seen before the latest spike. And that is the problem.
We have short-term memories. Assuming the financial crisis is resolved and credit begins flowing again, people will flock to the sharply reduced over-sized, gas guzzling SUVs--at least they will until the next gas spike. And that's the problem, our short-term memories get in the way of developing good, long-term behavior. There is a solution.
Taxes. I know it is an obscene concept, but taxation can play a very pivotal role in the transition to a non-oil-based economy. The problem is two-fold. First, as long as oil is incrementally cheaper than alternatives, there is little incentive to innovate alternatives. However, the point at which oil costs permanantly exceed alternatives, the impact will be devistating until such time as alternatives and the infrastructure are developed to deliver them. This is where taxation can play a positive and constructive role.
Increasing taxes on oil can level the competitive market allowing alternatives to be developed more rapidly. This would be done by two forces: first, taxes on oil would make oil consumption less attractive, resulting in higher tax revenues per gallon of fuel consumed and providing money that could be used to subsidize fledgling alternative fuel sources until they can gain economies of scale. A second benefit results from reduced consumption which in turn results in reduced demand, which in turn results in reduced oil prices. Keeping taxes on oil at an artifically high level basically means that oil producing nations help subsidize our development of alternatives. As the cost of alternative fuel production falls, subsidies can be lifted and oil taxes can be reduced, allowing natural market forces to take over.
So, we can pay now or we can pay later for the transition from oil. The longer we wait, the higher the cost. Had we heeded President Jimmy Carter's warning, we would not be in this situation.
Your thoughts?
Friday, November 23, 2007
Closer to the Edge
Edge computing is all about moving computing capability to a variety of devices enabling users to perform a variety of activities when and where they need it. Most often, edge computing is interpreted to mean mobile devices, but it could just as easily be your refrigerator, your television, your entertainment system, your mobile phone, or the various systems in your automobile.
Much of edge computing is already in place, it is just not obvious. For example, the Tivo used to track, schedule, record, and playback television programming is nothing more than a media center computer that has been programmed to record broadcast programming. In this context, the AppleTV is nothing more than an alternative programming computer tied to the television. The Slingbox is another programming device that captures video and streams that video to a variety of devices--from your TV to your computer, to your mobile phone. In these examples, the device is a server providing services to edge devices.
Another is the OnStar system in your automobile. Through this system, your car's performance can be tracked, your doors unlocked, or automatic alerts can be sent to a centralized monitoring center. X10 and similar technology provides monitoring of your house, enabling you to remotely turn on and off lights, set alarms, and control edge devices such as a television or appliance. In these example, the device is a monitoring and control unit providing manipulation and control over remote devices.
All of this edge technology is available now. Add to this the ability to view television programming on mobile phones (VCast, SprintTV, MobiTV, YouTube, and the increasing number of streaming videos available on Web sites); the ability to listen to audio programming through tools such as iRadio and streaming sites on broadcast Web sites; and the increasing number of sites that enable word processing, spreadsheet manipulation, and presentation development (Google Apps is a primary example). All of these are providing expanded access to computing by any device that can access those sites and capabilities.
As a result, computing is no longer limited to the desktop or the laptop computer. Today, browsing the Web can be accomplished on your phone and your game console. Word processing can be accomplished on any device that accesses the Web. Is the computer dead? Not by a long shot. However, its central importance in information management is being reduced as processing is delivered through the Web and access and control devices become more incorporated into edge devices. We are moving closer to the edge.
Much of edge computing is already in place, it is just not obvious. For example, the Tivo used to track, schedule, record, and playback television programming is nothing more than a media center computer that has been programmed to record broadcast programming. In this context, the AppleTV is nothing more than an alternative programming computer tied to the television. The Slingbox is another programming device that captures video and streams that video to a variety of devices--from your TV to your computer, to your mobile phone. In these examples, the device is a server providing services to edge devices.
Another is the OnStar system in your automobile. Through this system, your car's performance can be tracked, your doors unlocked, or automatic alerts can be sent to a centralized monitoring center. X10 and similar technology provides monitoring of your house, enabling you to remotely turn on and off lights, set alarms, and control edge devices such as a television or appliance. In these example, the device is a monitoring and control unit providing manipulation and control over remote devices.
All of this edge technology is available now. Add to this the ability to view television programming on mobile phones (VCast, SprintTV, MobiTV, YouTube, and the increasing number of streaming videos available on Web sites); the ability to listen to audio programming through tools such as iRadio and streaming sites on broadcast Web sites; and the increasing number of sites that enable word processing, spreadsheet manipulation, and presentation development (Google Apps is a primary example). All of these are providing expanded access to computing by any device that can access those sites and capabilities.
As a result, computing is no longer limited to the desktop or the laptop computer. Today, browsing the Web can be accomplished on your phone and your game console. Word processing can be accomplished on any device that accesses the Web. Is the computer dead? Not by a long shot. However, its central importance in information management is being reduced as processing is delivered through the Web and access and control devices become more incorporated into edge devices. We are moving closer to the edge.
Saturday, October 13, 2007
Top Tech Strategies for 2008
The title is from an article in ComputerWorld by Paul Thibodeau recapping Gartner, Inc.'s key strategies that will be driving IT over the next year. (Refer to the PCWorld Web-site, http://www.pcworld.com/businesscenter/article/138327/top_tech_strategies_for_2008.html). Although not that far in the future, the strategies are worth noting here:
Green IT: The issue of energy efficiency and improved energy utilization will become a driving strategic issue for IT. As Thibodeau notes, if IT does not address it, governmental regulators will. Aside from these threats, increasing energy costs and access to adequate energy sources will increasingly become an organizational issue, not just impacting IT. Those organizations that address this issue early obtain a significant competitive advantage because while energy costs are currently variable, the trend is that those costs will continue to increase at an ever increasing rate.
Unified Communications: Simply put, running everything down the same pipe. Once information is converted to digital, a bit does not know whether it is a voice bit, video bit, image bit, or data bit. As a result, communication convergence enables capabilities such as email read through an audio device, phone messages to be available through an email system, and similar simplification of communication interchanges. The result is better communication, improved information transfer, and improved interaction among organizational entities and customers.
Business Process Management (BPM): While Thibodeau describes this as not being technology, I would disagree. BPM is a technology issue. It represents the development of common communication standards, common technology interfaces, and common transaction types that enable multiple departments within an organization and multiple organizations to efficiently and effectively trade information. In turn, this ability will reduce cycle time between transaction initiation and transaction fulfillment. The result will be increased responsiveness, improved accuracy, reduced rework, reduced cost, and increased competitiveness. It also offers the opportunity for an organization to more closely couple with their customers, thus effectively increasing customer loyalty.
Metadata Management: The vast majority of information an organization needs to effectively operate and position for the future exists today in the organization's various IT repositories. Unfortunately, the ability to find, retrieve, relate, join, consolidate, analyze, and use that various information is problematic at best. Increasingly, competitive advantage is being obtained by organizations that can effectively use this various data. It requires extensive understanding of what data are available, creating common definitions of data types and data usage, and providing integrated retrieval capabilities. The good news is that most companies are behind in this area. The bad news is that those to first achieve this ability will enjoy significant competitive advantage in terms of reduced response to market time, increased organizational flexibility, and the ability to effectively integrate customers directly into the infrastructure via Business Process Management technologies discussed earlier.
Virtualization: Utilization is the key here. Whenever you have a dedicated anything, if it is not being used at optimal capacity, there is waste. Anytime you have physical devices that operate at less than optimal capacity, you experience this problem. The solution is to work with "virtual" devices--servers, communication circuits, and display devices. By virtualizing the device, the ability to scale the device is increased so that utilization remains high. The result is that one large device can serve multiple uses and can adjust to meet peak demands from various users without the need to augment overall capacity. This provides cost savings (you use what you buy), responsiveness (you have what you need when you need it), and increased manageability (working with logical devices is simpler than working with physical devices). As an aside not addressed by Gartner, the ability to virtualize certain devices provides improved customer satisfaction. For example, the iPhone is a virtualized device (it is in fact a network connected computer) that provides phone access, Internet access, video access, and information access--morphing as the need arises.
Mashups: Mashups are the embodiment of what John Naisbett called "mass customization." Mashups provide the ability for the end-user to combine a variety of Internet information into new information views that meet a particular need. The objective is that the mashup is easy to accomplish and that various data sources provide the ability to be "mashed." In turn, the ease with which a particular organization provides their data in a format that can easily be used in a mashup determines how many customers will actually access and use that information. Once a customer has a mashup they like, they will be reluctant to change. The result is that if you are not first in, you may be excluded for a long time.
The Web Platform: Closely aligned with virtualization, this strategic development defines the move from local, dedicated applications to virtualized, Web-based applications that are effectively network-centric. As mentioned in the article, this strategy describes the shift from owned hardware and software devices to the Internet "cloud" computing, storage, and networking environment. Probably the most interesting thing about this development is that it is not new. It has been a trend that started in the late 1990s but has continued to gain momentum ever since. It will continue to do so for the foreseeable future.
Computing Fabric: Gartner treats this development as something new that is in the early stages of development. In actuality, it has been in development and has been rolling out for more two decades. Back in the mid-1980s, AT&T (the original one) developed a concept called the "Closely-coupled Computing Ensemble" (C3E). It basically consisted of a high-speed bus with various computing resources attached--compute, storage, math processors, graphics processors, and input/output devices. Sitting on top of this ensemble was an operating system supervisor that directed work to available resources. The result was maximum utilization, reduced bottlenecks, and improved throughput. But the computing fabric has been around for decades. Storage-area networks, network-attached storage, specialized servers (such as print servers), grid computing, on-demand computing, Web-based applications, and cloud computing are all examples of the deployment of a computing fabric. The point is that this is not a future development, but rather a rapidly accelerating trend.
Real-World Web: Similar to my thoughts on ”Computing Fabric,” the real-world Web is all about how the computing, access tools, and the network are increasingly being used. As with Mashups, end-users are increasingly finding increased value in Internet services, the overwhelming majority being provided through the Web. Retail sales have been long established, dating back to text-based services such as Prodigy in the 1980s. Today, that simple service has developed into the highly sophisticated retail/distribution/warehousing/fulfillment/logistics ecosystems such as Amazon.com. What I believe Gartner is getting at here is that these ecosystems will continue to multiply and though Mashups, continue to evolve into ever sophisticated combinations that will provide more, valued information and services to the end-user. As an example, I can now tie retail services such as Circuit City to Google Maps and Weather Channel forecasts to obtain a specific product, ensure that it is in-stock, gain the best price, find the closest location, obtain the best route (with fewest delays and construction), and determine the weather along that route—all from a consolidated Web page. The result is better service, reduced seek time, maximized value, increased customer satisfaction, and the establishment of a customer loyalty chain (if it worked this time, it will likely work the next, thus eliminating competition). The real-world Web is not about looking for things; it is all about finding things and solving real-world problems.
Social Software: Humans are by nature social animals. That’s why we form groups, societies, cultures, organizations, and nations. Throughout the development of the computing/information age, there has been this concern that we humans are becoming increasingly isolated and non-social. Lost in these beliefs is the fact that people write emails much more often than they ever wrote letters; or the fact that almost everyone I see is talking on a cell phone, something not possible with a landline phone. Add to that the typical cell phone has a single rate regardless of location within a country (and increasingly often international access), and there is a strong argument that technology has made us more socially connected. What differentiates this technology-based social connection from social software is the difference between point-to-point communication and multi-point and collaborative communication—it re-establishes the social network so that communication, exchange, ideation, interests, recreation, and work can be shared, group experiences. This strategic development probably started with telephone party lines and has morphed through chain email letters to today’s online shared environments such as Google’s Docs and Spreadsheets, MySpace, and Facebook (not to mention these blog spaces).
Regardless of your view on these strategies or trends, they are developments that will directly impact how organizations perform work, reach customers, interact, inform, and compete in the future. From that viewpoint, organizations must look at them, determine how and when they should engage, and determine whether value lies in development, acquisition, or partnering to take full advantage of these developments.
Tuesday, July 31, 2007
A Different View of Technology Cycles
There are at least two types of technology cycles--those that describe the evolving capabilities of technology (for example memory capacity and compute power doubling every 18 to 24 months) and those that describe how technology is acquired, managed, and controlled. This post seeks to inform the latter management and control cycles.
A whole science (or perhaps art) has been made out of tracking and predicting various technology and product lifecycles. Indeed, consulting organizations have based practices around this subject and companies have attempted to differentiate themselves from the competition based on their expertise in "thought leadership" and ability to keep customers current through technology refresh capabilities.
However, what these various entities seem to overlook are the larger (and from my perspective more important) organizational and cultural implications of these cycles.
Specifically, the cycles I am referring to are those that define the relative relationships between technology managers (CIOs, systems managers, IT directors, and the like) and technology users (business end-users and consumer end-users).
Looking at the history of information technology, it can be seen that the 1950s, 1960s, and much of the 1970s were controlled by the corporate computer services, data processing, information services, information technology, or whatever the corporate department was called. This control took the form of allocating who would have access to scarce and expensive computing resources, standardizing technology to gain economies of scale, and driving down corporate costs by automating repetitive tasks. In doing so, pent-up demand was often unmet.
In response, departments and individual users began to look for alternative access to compute resources. To improve responsiveness to IT needs users resorted to contracting for services (indeed the whole IT services market developed from fulfilling this need), "borrowing" or sharing compute time among end-users through time-sharing, and purchasing packaged software to reduce development time.
A second technology cycle began when IT departments rapidly regained control by declaring time-sharing systems to be the responsibility of IT, not a department. Once the compute resource was under IT control, the software that could run on it was also controlled.
Again, whenever compute resources become constrained (as they always will when they come under the control of a department whose sole purpose is improving cost and gaining economy of scale), users seek alternatives that will address the users' unmet needs. During the mid- to-late 1970s, departments and end-users sought out mini-computers that could be used for departmental tasks outside the purview of the IT department.
The third cycle began when IT attempted to reassert control over computing resources by gaining control over these departmental computers. Under the guise of maximizing the capability of distributed computing, the IT department argued that data redundancy and duplicate development on mini- computers was actually driving up IT and total administrative costs. However, the IT department was never totally successful in regaining control.
The reason was the invention of the personal computer (PC). As IT departments took control of mini-computers, departments (mainly technically savvy end-users) began to adopt emerging PCs such as the Apple II and the Adam to perform repetitive tasks. This time it occurred during the early 1980s. The PC--soon evolving into the predominant IBM Compatible PC--along with versatile applications such as the spreadsheet, greatly expanded the end-user's reach. The combination required minimal expertise to operate. The applications were suitably flexible to enable the end-user to quickly re-purpose and adapt the combination. It was also during this time that the PC and applications moved into the consumer space for the first time thereby multiplying productivity because the end-user could continue work at home (and with the development of the "luggable," "portable," "laptop," and finally the "notebook" computer, information technology could be taken on the road).
The fourth technology cycle took almost a decade before the corporate IT department could regain any real control. The process that emerged to enable control represented the very capabilities that enabled the end-user (and now that end-user was more often coming into contact with technology as an individual consumer) to regain control of much of that technology. First, business became accustomed to the increased productivity that resulted from working at home and on the road.
Therefore, the IT controls that emerged were required to have the flexibility to allow access from outside the enterprise. Second, since the compute resource had also become a consumer device, there were some areas where the IT department did not have the opportunity to gain control.
Just as the IT department was reasserting a limited level of control over the exploding PC population through security and access controls, and through technology standardization, the end-user found another approach to satisfying unmet IT needs: Access to the Internet.
The end-user began to disconnect from large corporate compute resources and connect to the Internet at large. Through the PC, and later through laptops and phones, the end-user gained access to information and data that was previously available only through a library in paper form. In many cases, the access was to information that an IT department had no desire to accumulate and store within the corporation.
The fifth cycle began as corporate IT attempted to rein in external Internet access. They did so through the implementation and expansion of corporate intranets (as portals to trusted information) and through repeated attempts to filter external information sources. Success has been limited at best--success at filtering pornography and similar sources, but continued failure at filtering less obvious and objectionable sources. Adding to the difficulty has been continued evolution of the end-user device; from a simple pager, to a text pager, to a cellular phone, to an Internet mail services device, to a Web-enabled Internet device, and currently to a multi-function smart device that can do most, if not all, desktop compute activities (though on a much smaller scale so productivity has been sacrificed for portability).
The result of this current shift is that the IT department defines the technology (often stating what they will and will not support), and the end-user ignores the restriction and acquires what they think will provide the best use. In turn, the adoption reaches critical mass when enough corporate users (especially executives) demand support so that the IT department has no choice but to support it.
It could be argued that the sixth technology cycle has begun, but each successive cycle has become significantly shorter. As a result, it is becoming increasingly difficult to tell when one cycle has ended and another one has begun. Indeed, it appears that the cycles have begun to overlap. This is occurring because emerging, end-user technologies are coming to market faster than IT departments can gain control over them.
As an example, the iPhone went on sale on June 29th without the benefit of robust third-party support (Apple has made the iPhone a closed architecture meaning access to the underlying hardware and software is severely restricted). As a result, little "Web 2.0" (the one open-standard that was made available to third-party vendors) capabilities were available at launch. Yet, by the end of the weekend following the launch, a wide variety of useful business applications had been written, tested, and published for general use.
These cycles will continue to vex and challenge the corporate IT department (and the end-user, depending on your perspective). Rapidly emerging technical devices and capabilities, open-process standards, and developing business process management standards will continue to present solutions to the end-user and control issues for the IT department.
A whole science (or perhaps art) has been made out of tracking and predicting various technology and product lifecycles. Indeed, consulting organizations have based practices around this subject and companies have attempted to differentiate themselves from the competition based on their expertise in "thought leadership" and ability to keep customers current through technology refresh capabilities.
However, what these various entities seem to overlook are the larger (and from my perspective more important) organizational and cultural implications of these cycles.
Specifically, the cycles I am referring to are those that define the relative relationships between technology managers (CIOs, systems managers, IT directors, and the like) and technology users (business end-users and consumer end-users).
Looking at the history of information technology, it can be seen that the 1950s, 1960s, and much of the 1970s were controlled by the corporate computer services, data processing, information services, information technology, or whatever the corporate department was called. This control took the form of allocating who would have access to scarce and expensive computing resources, standardizing technology to gain economies of scale, and driving down corporate costs by automating repetitive tasks. In doing so, pent-up demand was often unmet.
In response, departments and individual users began to look for alternative access to compute resources. To improve responsiveness to IT needs users resorted to contracting for services (indeed the whole IT services market developed from fulfilling this need), "borrowing" or sharing compute time among end-users through time-sharing, and purchasing packaged software to reduce development time.
A second technology cycle began when IT departments rapidly regained control by declaring time-sharing systems to be the responsibility of IT, not a department. Once the compute resource was under IT control, the software that could run on it was also controlled.
Again, whenever compute resources become constrained (as they always will when they come under the control of a department whose sole purpose is improving cost and gaining economy of scale), users seek alternatives that will address the users' unmet needs. During the mid- to-late 1970s, departments and end-users sought out mini-computers that could be used for departmental tasks outside the purview of the IT department.
The third cycle began when IT attempted to reassert control over computing resources by gaining control over these departmental computers. Under the guise of maximizing the capability of distributed computing, the IT department argued that data redundancy and duplicate development on mini- computers was actually driving up IT and total administrative costs. However, the IT department was never totally successful in regaining control.
The reason was the invention of the personal computer (PC). As IT departments took control of mini-computers, departments (mainly technically savvy end-users) began to adopt emerging PCs such as the Apple II and the Adam to perform repetitive tasks. This time it occurred during the early 1980s. The PC--soon evolving into the predominant IBM Compatible PC--along with versatile applications such as the spreadsheet, greatly expanded the end-user's reach. The combination required minimal expertise to operate. The applications were suitably flexible to enable the end-user to quickly re-purpose and adapt the combination. It was also during this time that the PC and applications moved into the consumer space for the first time thereby multiplying productivity because the end-user could continue work at home (and with the development of the "luggable," "portable," "laptop," and finally the "notebook" computer, information technology could be taken on the road).
The fourth technology cycle took almost a decade before the corporate IT department could regain any real control. The process that emerged to enable control represented the very capabilities that enabled the end-user (and now that end-user was more often coming into contact with technology as an individual consumer) to regain control of much of that technology. First, business became accustomed to the increased productivity that resulted from working at home and on the road.
Therefore, the IT controls that emerged were required to have the flexibility to allow access from outside the enterprise. Second, since the compute resource had also become a consumer device, there were some areas where the IT department did not have the opportunity to gain control.
Just as the IT department was reasserting a limited level of control over the exploding PC population through security and access controls, and through technology standardization, the end-user found another approach to satisfying unmet IT needs: Access to the Internet.
The end-user began to disconnect from large corporate compute resources and connect to the Internet at large. Through the PC, and later through laptops and phones, the end-user gained access to information and data that was previously available only through a library in paper form. In many cases, the access was to information that an IT department had no desire to accumulate and store within the corporation.
The fifth cycle began as corporate IT attempted to rein in external Internet access. They did so through the implementation and expansion of corporate intranets (as portals to trusted information) and through repeated attempts to filter external information sources. Success has been limited at best--success at filtering pornography and similar sources, but continued failure at filtering less obvious and objectionable sources. Adding to the difficulty has been continued evolution of the end-user device; from a simple pager, to a text pager, to a cellular phone, to an Internet mail services device, to a Web-enabled Internet device, and currently to a multi-function smart device that can do most, if not all, desktop compute activities (though on a much smaller scale so productivity has been sacrificed for portability).
The result of this current shift is that the IT department defines the technology (often stating what they will and will not support), and the end-user ignores the restriction and acquires what they think will provide the best use. In turn, the adoption reaches critical mass when enough corporate users (especially executives) demand support so that the IT department has no choice but to support it.
It could be argued that the sixth technology cycle has begun, but each successive cycle has become significantly shorter. As a result, it is becoming increasingly difficult to tell when one cycle has ended and another one has begun. Indeed, it appears that the cycles have begun to overlap. This is occurring because emerging, end-user technologies are coming to market faster than IT departments can gain control over them.
As an example, the iPhone went on sale on June 29th without the benefit of robust third-party support (Apple has made the iPhone a closed architecture meaning access to the underlying hardware and software is severely restricted). As a result, little "Web 2.0" (the one open-standard that was made available to third-party vendors) capabilities were available at launch. Yet, by the end of the weekend following the launch, a wide variety of useful business applications had been written, tested, and published for general use.
These cycles will continue to vex and challenge the corporate IT department (and the end-user, depending on your perspective). Rapidly emerging technical devices and capabilities, open-process standards, and developing business process management standards will continue to present solutions to the end-user and control issues for the IT department.
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