University of Nebraska Omaha IT Academy Seminar on IT Innovation and Managing New Technologies in a World of iPads, Consumerization and Cloud Computing

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University of Nebraska OmahaIT AcademySeminar
on IT Innovation and Managing New Technologies in
a World of iPads, Consumerization and Cloud
Computing

• Dr. George Royce Ph.D, PMP
• University of Nebraska at Omaha
• groyce_at_unomaha.edu Website http//roycesite.com/
  george/index.html
• Also on LinkedIN and Facebook

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Agenda
Topic Time
Welcome and Introductions 800 815
Discuss emerging technology patterns how to identify the patterns and manage the opportunities 815 835
Team Activity Mapping new technologies and their stage of Maturity and present as a team 835 to 900
Discuss the Technology Opportunity Portfolio 900 915
Team Activity Build the beginning of a Technology Opportunity Portfolio for your company 915 1000
Discuss managing new consumer technology options for use in the enterprise. Discuss planning a pilot in your company how they differ from traditional projects 1000 1030
Break 1030 - 10-45
Complete discussion of managing new consumer technology and how to plan a pilot 1045 1100
Team Activity Team selects a new technology and develops a high level plan for piloting the technology and presents to the class for feedback 1100 1130
Teams present POC and Pilot plans to the group 1130 1150
Summary and Wrap-up 1150 1200
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Definitions

• Innovation The introduction of something new.
  A new idea, method or device. (Merriam-Webster).
• Innovation - The term innovation means a new way
  of doing something. It may refer to incremental,
  radical, and revolutionary changes in thinking,
  products, processes, or organizations. A
  distinction is typically made between Invention,
  an idea made manifest, and innovation, ideas
  applied successfully. (The Truth about
  Innovation. Mckeown 2008)
• Examples include eBook readers, iTunes and other
  online music, movie and app stores, What else
  would you call a recent innovation?

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Definitions

• Emerging Technology Are science based
  innovations that have the potential to create a
  new industry or transform an existing one. They
  include discontinuous technologies derived from
  radical innovations. Wharton on Managing Emerging
  Technologies. George S. Day, Paul Schoemaker.
  2000.
• Some examples include genetically modified
  crops, 3D printing. What else do you put in this
  category?

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Definitions

• Definition Consumerization describes a trend for
  new information technology to emerge first in the
  consumer market and then spread into business
  organizations, resulting in the convergence of
  the IT and consumer electronics industries, and
  a shift in IT innovation from large businesses to
  the home.
• The term, consumerization, was first popularized
  by Douglas Neal and John Taylor of CSC's Leading
  Edge Forum in 2001.
• Examples of consumerization include smart phone
  technology such as an iPhone. What are other
  examples?

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Thoughts About New and Emerging Technologies

• Any sufficiently advanced technology should be
  indistinguishable from magic.
• Arthur C. Clarke Profiles of the
  Future, 1962
• Something that does not quite work!
• The way you think about innovative technology
  depends on your age. Think of Digital Natives
  verses Digital Immigrants.

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Definitions

• Gartner Hype Cycle - provide a graphic
  representation of the maturity and adoption of
  technologies and applications, and how they are
  potentially relevant to solving real business
  problems and exploiting new opportunities

Source
Source Gartner
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Technology Trigger

• Technology Trigger - A potential technology
  breakthrough kicks things off. Early
  proof-of-concept stories and media interest
  trigger significant publicity. Often no usable
  products exist and commercial viability is
  unproven. If anything is available in a alpha
  stage.

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Peak of Inflated Expectations

• Peak of Inflated Expectations - Early publicity
  produces a number of success storiesoften
  accompanied by scores of failures. Some companies
  take action many do not. Public beta and early
  release products are available.

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Trough of Disillusionment

• Trough of Disillusionment - Interest wanes as
  experiments and implementations fail to deliver.
  Producers of the technology shake out or fail.
  Investments continue only if the surviving
  providers improve their products to the
  satisfaction of early adopters.

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Slope of Enlightenment

• Slope of Enlightenment - More instances of how
  the technology can benefit the enterprise start
  to crystallize and become more widely understood.
  Second- and third-generation products appear from
  technology providers. More enterprises fund
  pilots conservative companies remain cautious.

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Plateau of Productivity

• Plateau of Productivity - The real world benefits
  of the technology are demonstrated and accepted.
  Mainstream adoption starts to take off. Criteria
  for assessing provider viability are more clearly
  defined. The technologys broad market
  applicability and relevance are clearly paying
  off.

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Hype Cycle and Investment Risk
Dont Join in Just Because Its In
Source Gartner Group
Visibility


Note Add higher levels of technology risk
contingency when implementing a technology
earlier in the hype cycle.
150
Negative Hype
Positive Hype
100
50
10
25
Dont Miss Out Just Because Its Out
Risk
TechnologyTrigger
Trough of Disillusionment
Plateau of Productivity
Peak of Inflated Expectations
Slope of Enlightenment
Maturity
Type A Companies
Type B Companies
Type C Companies
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Team Activity 1 Mapping Technology to the
Technology Lifecycle

• Directions
• Each Team Completes the Technology Lifecycle
  Mapping Exercise.
• Identify at least 2-3 technology or services in
  the 5 stages of technology maturity
• Technology Trigger
• Peak of Inflated Expectations
• Trough of Disillusionment
• Slope of Enlightenment
• Plateau of Productivity
• Build your table on a couple of flip chart pages
• You all have 10 minutes to identify 10- 15
  products or services try to get at least a
  couple in each category
• Each team present their findings.

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Gartner Hype Cycle for Emerging Technology
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How Trends Affect your IT Vision and Mission

• External Trends
• Technology
• Societal
• Economic
• Competitive
• Compliance
• Business Relationships

IT Vision create competitive advantage for the
company
Business Architecture
Business Strategy
Enterprise Architecture
Information Architecture
Technical Architecture

• Internal Trends
• Business/IT Alignment
• Cultural
• Cost Reduction
• Revenue Generation
• IT Value
• Business Initiatives
• Project/Portfolio Optimization

• Profitable Growth?
• Manage Expenses?
• Sell more to existing customers?
• New Products Markets?

Application Architecture
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How trends can enable the business
Technology Trends
Business Trends
I/T Can help optimize the enterprise by
increasing effectiveness, efficiency and agility
Source Adapted from Forrester
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Sources for Trends in Technology and Business use
of Technologies and Services

• Industry and Trade Groups Websites usually have
  RSS feeds. Consider using an RSS aggregator on
  laptop or phone or tablet
• Technology Monitoring Services such as Gartner,
  Forrester, etc (PS You dont need to join, you
  can sign up for videos, podcast and pdfs from a
  specific 2-3 seminar for around 600 which gives
  you much of the research on a topic
• Google Alerts you set to monitor articles on
  emerging trends
• Google trends on hot sites, Amazon sales trends,
  etc

• Sites and sources to consider
• World Future Society
• http//www.kurzweilai.net/
• For consumer technology This week in Tech,
• Social Networking Analysis and trend sites
  Facebook, Twitter, etc
• Consumer Technology This Week in Tech,
• What are you favorite sources?

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The Street Process for Introducing Emerging
Technologies
Transfer
Scope
Track
Rank
Evaluate
Evangelize
Identify trends to monitor Based on demand- and
supply-side factors business areas, technology
capabilities, external trends that may impact the
business
Scope
Track development assigned responsibilities,
identified sources, a process and format for
information gathering, sharing, reporting,
storing
Track
Prioritize and identify key technologies
High-level criteria for prioritizing technology
capabilities a process, format and frequency for
screening and selecting technologies
Rank
Assess value, business and architecture impact
Process and information requirements for in-depth
evaluation of products to drive a recommendation
testing, POCs, pilots
Evaluate
Show value and gain support for change
Communicate to business and IT the capabilities
of the technology that solve business problems
and enable business results
Evangelize
Get change in architecture and roadmaps A
process and tools for updating the architecture
and roadmaps, with a defined frequency
Transfer
Source Gartner
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A Sample Plan for the Managing Emerging
Technologies
Evangelize and Transfer
Budget
Implementation Projects
Evaluate Opportunities
Identify Trends
Identify Trends
Re-rank
Rank
Rank
Re-scope
Scope
Scope
Track Technologies
Jan
Mar
Feb
May
Apr
Jul
Jun
Sep
Aug
Oct
Nov
Dec
Jan
Mar
Feb
Apr
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Stages in the Process
Stage Description
Monitoring Watching in the press, RSS feeds, Google Notifications, Checking what industry groups and analysts say about technology, service etc
2. First Look Develop a white paper and perhaps presentation for senior leaders to understand potential and why we should be considering proof of concept or more aggressive action
3. Proof of Concept Sign up for service and try out without any production use or bring in sample of hardware or software to better understand of current capabilities. Discuss future vision of products and services with current vendors
4. Add to Project Backlog Technology or services have shown business value in POC and business is interested in piloting technology.
5. Pilot Project Underway Negotiate the use of the technology for a pilot project to prove the business value. This will likely use live data so contracts and security must be in place before proceeding. At this point we can still back away business and vendor needs to understand this.
6. Rollout Project Underway Business value has been demonstrated in a pilot and CBA looks good. Time to rollout technology and develop long term support
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Technology Opportunity Inventory
Technology Category Stage
Codeless Business Process Modeling Workflow Systems Business Process Automation 5 Pilot Project (or Monitoring, First look, POC, Project on Backlog, Pilot, Rollout)
Potential Uses/Benefits Status in the Companies Status outside the Companies
Can significantly reduce the time to develop and change an automated workflow process in multiple business areas. Can be used to replace older workflow systems based on older FileNet technology and Lotus Notes technology and provide a simple to integrate web interface. Proof of Concept Competed. Pilot is in planning with identified customers and processes. Being considered by several competitors based on Spring 2011 LOMA Industry meeting
Hype Cycle /Maturity of Technology Potential Suppliers Current Activity at Company and Who is Assigned
5. Slope of Enlightenment (or Tech Trigger, Inflated Expectations, Trough of Disillusionment, Slope of Enlightenment, Plateau of Productivity) IBM, Oracle, Tibco
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Team Activity 2 Building a Technology
Opportunity Portfolio with the Business

• Directions
• Each team downloads the technology opportunity
  inventory spreadsheet (tech_opportunity_inventory.
  xlsx) from the IT Academy Resource Website
  http//roycesite.com/itacademy
• Each Team Completes the 4-5 rows of the inventory
  include
• Items you or your company should be monitoring
• Consumer technology that is seeping in the
  company you will need to consider
• POCs, Pilots and projects you are willing to
  share.
• Each team present their findings.

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Example of a Technology Priority Matrix (sample
was done in 2005)
Years to Widespread Adoption
Benefit
Current
2 -5 Years
5- 10 Years
lt 2 Years
Rules Engine, Scripting Languages
Web Services, Light Weight Workflow, E-Apps, XML
Databases
Enterprise Service Bus, REST, SOA, Business
Process Modeling, Grails, 3-4G Wireless,
Mashups, Rich Clients, Service Registries, Mobile
Applications
Complex Event Processing, Lending Services Hub,
Electronic Signatures, Idea Marketplaces,
Crowdsourcing
Speed and Agility
AJAX, Scripting Languages
Virtual Contact Centers, Customer Service Apps,
Desktop Integration, Desktop Monitoring,
Enterprise Portal
Mobile Applications, Natural Speech Recognition,
Customer Communication Systems, Federated
Identity, Rich Clients
Customer Portals 2.0, Customer Centric Web
Improve Customer Service
Red is production use
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Break Time 1045 to 1055
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Innovation and the Consumerization of IT
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Consumerization and User Experience

• Availability
• Impromptu information needs
• Demand for instant information availability
• Collaboration assumed in both work and social
  activities
• Accessibility
• Instant on
• Long battery life
• Device must be ready when the consumer is.
• Convenience
• Expectation that tools will just work
• No or minimal training required! (The learning
  curve is dead)

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Survey Consumerization

• Question 1 Does your company allow your
  employees to use Skype for personal or business
  purposes on company owned devices?
• No way!
• Yes, it is used on company owned machines through
  the company network.
• Only used by executives or other high profile
  employees. (concierge service)

A B C D E
       
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Survey Consumerization

• Question 2 Does your company allow most if not
  all employees to access these sites?
• Facebook
• Twitter
• LinkedIn
• Youtube

A B C D E
   
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Survey Consumerization

• Question 4 Does your company support the use of
  personally owned devices such as personally owned
  Blackberry or iPhone, iPads to synch with the
  companies email system?
• No Way!
• Yes, it is fully supported.
• Only used by executives or other high profile
  employees. (concierge service)

A B C D E
         
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Survey Consumerization

• Question 5 Does your company allow the use of
  personally owned Windows notebook computers at
  work?
• No Way!
• Yes, it is fully supported.
• Yes, but they can only use guest network. They
  can get to a desktop device or virtual machine
  through a VPN.
• Only used by executives or other high profile
  employees. (concierge service)

A B C D E
         
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Disruptive Technologies

• Clayton M. Christensen describes a DISRUPTIVE
  TECHNOLOGY as a new technology that unexpectedly
  displaces an established technology - 1997 book,
  The Innovator's Dilemma.
• Some disruptive technologies have had profound
  impact on entire industries
• For the publishing world, it was the online book
  store and the eBook reader and store.

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And closer to home - Microcomputers

• Some disruptive technologies have had profound
  impact on entire industries
• Both insurance and banking were significantly
  impacted with the introduction of the personal
  computer and personal computing software such as
  Microsoft Office. We are now experiencing
  another disruptive technology.

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Tablet Computers Disruptive Technology?

• Tablet computers have been around for a number of
  years.
• Apple is a master at taking ideas and creating a
  user experience to reinvent a technology. They
  have done this with the tablet computer iPad.
• The iPad combines
• An iPhone, iPod, e-book reader, previous tablet
  computers and thousands of applications that
  exploit the technology.
• Now many other companies are introducing
  competing tablets Android, BlackBerry,
  Microsoft, etc

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Tablet Computers Disruptive Technology?

• Tablet computers are great information consumers.
  

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Tablet Computers Disruptive Technology?

• Innovative business applications are being built
  for this format.

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Tablet Computers Disruptive Technology?

• Tablet computers are replacing laptops for some
  functions.

Documents
Spreadsheets, Presentations, etc..
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Tablet Computers and the Sales Professional

• All the documents and forms you need at your
  fingertips.
• Great tool for illustrations and proposals -
  excellent graphics and video capabilities.
• A natural tool for an e-application capability.
• Supports Webex and other meeting software.
• A few sales applications are being developed for
  tablets and skipping the Windows OS.
• Tablets are finally becoming the ideal sales
  professional tool.

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How is Mutual of Omaha Responding to Tablet
Computers?

• Pilots are underway to understand what they can
  do today and how we can secure our information on
  Tablets.
• Monitoring insurance and banking use of the
  technology through consultants and monitoring app
  stores Apple, Android, BlackBerry, etc
• Piloting application development for iPhone,
  Android and iPad.
• Using crowd sourcing to find out how our
  employees are using their tablet computers.
  sixty have signed up for the TUG Tablet User
  Group
• Piloted Good technology for securing manage
  email, calendaring contact management on iPhone,
  iPad and android devices. Based on Pilot,
  acquiring technology and developing support.
• Developing an approach for managing personally
  owned devices which balances risk and benefits to
  the company and the employee.
• Creating recommendations on appropriate uses of a
  tablet today it is a rapidly evolving
  technology.
• A key part of managing innovative new technology
  is quickly creating new guideline and procedures
  for use in your company.

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Tablet User Group
TUG Group shares new uses of this technology and
is monitoring new applications and issues with
the technology and suggest solutions.
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Good Technology Project
Good allows Mutual of Omaha to support their
non-BlackBerry devices with similar Management,
Security and Architecture provided to BlackBerry
devices.
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Good Technology Project
After the Good software is downloaded, a key will
be provided by an I/S associate which activates
the software. This will then require a Password
on the device. The device owner is responsible
for updating the software from the AppStore
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Good Technology
Good Email and Document Viewing
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Policy on Using Personally Owned Devices for
Business Purposes

• Mutual has been allowing employees to use
  personally owned desktop computers and laptops
  for occasional business use for years.
• Most popular today is the use of Citrix over an
  internet connection to connect to a company owned
  desktop computer at work.
• Some employees also use webmail to check their
  email.
• In the past, employees edited files on those
  obsolete devices called diskettes at home for
  instance to prepare a presentation.
• Today, the editing and storage of company data
  files on a personally owned computer requires the
  use of a company owned, encrypted USB device.
• When a file is downloaded from webmail, it needs
  to be downloaded to the company owned USB drive
  for editing

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Policy on Using Personally Owned Devices for
Business Purposes

• How about personally owned non-PC devices?
• Company owned and personally owned BlackBerry's
  on the company email system must now be encrypted
  and password protected. Yes, documents can be
  edited on a BlackBerry device and when the
  Playbook Tablet arrives, it will probably be more
  common to edit.
• Proposed Policy for the iPhones and iPad devices
• May use these devices for personal calls and
  personal use within the companies.
• May not store the company's proprietary and
  confidential documents on these devices.
• A project to implement a Good technology email,
  calendaring and contact management client allows
  the receiving of email on personally owned
  iPhones and iPad devices. This will mean you can
  receive company documents of all kinds on these
  devices but they must stay in the Good encrypted
  bubble. This will also feature editing of
  documents and file sharing in the future.

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Support Models for Tablets, iPhone Devices

• Personally Owned
• Employee acquires device and carrier support
  plans and pays for ongoing support.
• Employee may acquire the apps of their choice for
  the device.
• If employee has a business reason for using the
  device they can request software to manage an
  encrypted location on the device for email,
  contacts etc
• Employee keeps device up to date using iTunes or
  other stores at home.
• Employee must agrees to terms for using the Good
  Technology Software.
• If lost or stolen, the Good encrypted bubble will
  be deleted by I/S personnel.

• Company Car Model
• On rare occasions, for specialized software, the
  company may acquire an iPhone or iPad.
• Employee must use their home PC to upgrade
  operating systems and add only company authorized
  apps for business purposes.
• Employee is responsible for care and upkeep of
  the device and should use the Applecare for
  support.
• When the employee no longer has a need for the
  device or leaves the company it is returned to
  I/S.

• Company Owned and Supported Devices
• This was seriously considered, but the decision
  was made to not proceed at this time. Reasons
  include
• Rapidly evolving technology changing every few
  months.
• ITunes must be loaded on company machines. This
  circumvents data loss software today.
• Hard to manage large and frequent upgrades 1
  Gig for each upgrade.

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Personal Netbooks and Notebooks at Work

• Employees can use the guest wireless available
  today with their personally owned notebook
  computers.
• Employees can use the Citrix Remote Access VPN to
  connect to their desktops through the guest
  wireless.
• Employees cannot plug into or use the secured
  wireless network within the companies.

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Personal Notebooks at Work
LAN Connected Company Windows Devices
Access Gateway Advanced Edition
Web Resources
At Home
Web Email
At Work
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Tablets Are Evolving Rapidly. We are Early in the
Evolution!
Steve Balmer

• The Microsoft Surface and the Surface Pro are
  meeting some tablet users unmet needs.
• A familiar file system paradigm
• USB and mouse/pen options - One customers feature
  is another customers bug!
• Microsoft Office 13.

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Have You Checked Out Skydrive Lately? You Can
Use Office 13! It also works on Your iPad!

• SkyDrive is Microsofts Dropbox/Box and Google
  Docs competitor.
• https//skydrive.live.com/
• It gives you a look at the approach to the public
  tactics of selling the new Office product AND
  Office 13 on the web. You can teach an old dog
  new tricks if you are Google!
• Combine Office 13 and the other features of the
  Surface that Gartner predicts a change in the
  tablet landscape AGAIN!

• How will these products from Microsoft impact
  your bring your own device program?

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Discussion

• What Consumer Technologies are you seeing in your
  company?
• Examples
• Consumers devices
• Video and Audio Conferencing Skype and others
• Social networking (consumer and enterprise).
• Cloud Services?

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Gartner Hype Cycle for Social Software
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Gartner Hype Cycle for Social Software
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Recent and Current POC/Pilots at Mutual of Omaha
POC/Pilot Time Frame Status
1. Personally owned device s for email /calendaring clients using Good Technology Jan Mar 2011 This is now a standard service offering
2. Using Facebook like technology to replace /augment email for team and project collaboration Comparing Jive, IBM Connections and SharePoint 2010/Yammer January June 2011 Connections adopted and is available to all. Cloud hosted. It is replacing the name and address book for the company (APM but also drive traffic based on TD Bank discussion)
3. Mobile Apps to support Insurance Agents and Brokers June Dec 2011 Selected apps available primary strategy is building mobile friendly websites.

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Planning Selecting a POC/Pilot Partners

• Business Sponsor Questions
• Business Sponsor CTO / ITSC
• Business Benefits Speed project work and reduce
  need for some meetings. Share competitive
  information more quickly. Get to decisions
  faster.
• What is the willingness of the business partner
  to take a risk for the potential benefit? This is
  being discussed and reinforced with partners now!
• Why do this now? Why not wait? Seeing benefits
  in the initial Jive Pilot. Need to decide on an
  enterprise solution now or have multiple system.
• Business Sponsor Questions
• What technology or services are you considering?
  Jive, MS SharePoint 2010, IBM Connections,
  Yammer, Google Docs/Google
• Where would you place the technology or service
  in the Gartner Hype Cycle? See the hype cycle on
  the next page. Short answer this is not a 20
  year decision!
• What is your assessment of the readiness of the
  technology or service to deliver the benefits?
  Jive appears to be delivering the benefits for a
  small initial pilot

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Planning Selecting a POC/Pilot Partners

• Vendor Questions
• What vendors will you consider and what vendor
  are you considering the leading vendor at this
  time?
• Will the vendor consider a no cost pilot to
  prove the benefits before you invest?
• What is the vendor viability? (financial
  stability, market penetrations, etc)
• Do you have an existing vendor relationship? Do
  you place a value on current vendors?
• Has the vendor provided results from load tests
  of the system. Better yet, do they know what a
  load test is?
• Has the Vendor provided a SAS 70 or similar
  documentation?

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Planning Selecting a POC/Pilot Partners

• Pilot Questions
• How will know when you have pilot demonstrates
  success?
• How will this technology and service fit from and
  architectural perspective?
• How will you integrate this technology of other
  technology in your company. How much integration
  will be needed before the system pays for itself?
• If the pilot is successful, what is the projected
  Total Cost of Ownership?
• Has the business agreed to provide the necessary
  resources to develop an acceptance test and
  participate in the acceptance test?
• Do you plan to conduct the functional and load
  tests of the system?
• Do you plan to conduct a security review of the
  system and penetration test of the service?

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Team Activity 3 Designing a Proof of Concept and
Pilot for a New Technology Project

• Directions
• Each team downloads the technology plan proposal
  word document (technology_plan_proposal.docx)
  from the IT Academy Resource Website
  http//roycesite.com/itacademy
• Each Team
• Uses the questions to discuss a technology they
  should be piloting in their company.
• Each team develops a high level plan and the
  acceptance criteria for success for this pilot,
  etc
• Discuss what issues and challenges you may
  encounter.
• Each team present their findings.