tag:blogger.com,1999:blog-1236288860391730178.comments2017-02-22T19:44:41.585-08:00Working on Step 2Doug Brockwayhttp://www.blogger.com/profile/09233312638305739464noreply@blogger.comBlogger59125tag:blogger.com,1999:blog-1236288860391730178.post-49544240896095438322015-01-24T12:18:45.137-08:002015-01-24T12:18:45.137-08:00Here is a perfect example of the issue. This doct...Here is a perfect example of the issue. This doctor was in a direct conspiracy with a drug dealer: http://www.mysanantonio.com/news/crime/article/Authorities-Doctor-wrote-phony-prescriptions-for-6030094.php<br /><br />No PMP will catch this. They do not capture prescription writing, can't establish that the patient EVER saw the doctor, can't establish that the patient saw the pharmacist in person.Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-16222162161121863932015-01-24T12:18:20.491-08:002015-01-24T12:18:20.491-08:00Here is a perfect example of the issue. This doct...Here is a perfect example of the issue. This doctor was in a direct conspiracy with a drug dealer: http://www.mysanantonio.com/news/crime/article/Authorities-Doctor-wrote-phony-prescriptions-for-6030094.php<br /><br />No PMP will catch this. They do not capture prescription writing, can't establish that the patient EVER saw the doctor, can't establish that the patient saw the pharmacist in person.Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-70505326731511867072012-12-19T19:09:27.427-08:002012-12-19T19:09:27.427-08:00The challenge being, return on investment is retur...The challenge being, return on investment is return on investment. The calculation doesn't change based on the type of investment. Social Media costs or returns may be harder to quantify than "traditional" investments, and there may well be non-tangible reasons to invest and do so with energy, but, the calculation remains immutable.<br /><br />DWBDoug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-74843041379192664952012-12-19T16:57:21.596-08:002012-12-19T16:57:21.596-08:00was inspired to write this article after reading t...was inspired to write this article after reading this article '5 Pitfalls of Measuring Social Media ROI'.<br /><br />The arguments cited in the aforementioned article are true when you are calculating return on investment (ROI) based on traditional investments like real estate, business startups and even the markets; however, it is not so cut and dry when calculating your social marketing ROI.<br /><br /><br />Chris from <a href="http://internetmarketingforsmallbusinessinsydney.webs.com/" rel="nofollow">social media optimization sydney</a>Chrishttps://www.blogger.com/profile/10022527962673781028noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-62779356210602286582010-05-13T03:13:26.966-07:002010-05-13T03:13:26.966-07:00Good observations on social media in the Cloud. W...Good observations on social media in the Cloud. While I believe most organizations will migrate to the cloud, there are some concerns that need to be addressed. See Computerworld - Data center forecast: Cloudy, with a chance of trouble - Feb 8, 2010 see <br />http://www.computerworld.com/s/article/346775/Cloudy_With_a_Chance_of_TroubleBart Perkinshttp://leveragepartners.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-40341772909206918332010-05-12T22:17:10.954-07:002010-05-12T22:17:10.954-07:00As Hegel once said, "The only thing we learn ...As Hegel once said, "The only thing we learn from history is that we learn nothing from history."<br /><br />Three decades ago (can it be that long?), PCs were the disruptive new thing against which the IT mandarins of the day circled the wagons. They not only ceded the ability to control, or at least influence innovation by embracing it, they deprived their enterprises of the opportunity to reap its benefits until they were dragged kicking and screaming into the 1980s (or out the door). In the 90s, it was the Internet. Now it's the cloud.<br /><br />The arguments against all of these seemed prudent at the time—security concerns, higher support costs, an installed base not amenable to change—until competitors who saw the opportunities turned an option into a necessity that had to be addressed in a rush.<br /><br />This is not to say that that the cloud formations now touted will be the formations that come to dominate, but clouds are definitely in the forecast. So the choice is to circle the wagons, resist, and retire early or to be a real CIO—not just an IT manager—and identify and embrace, prudently and not uncritically of course, what the cloud can do for the enterprise.Paul Clermontnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-36779362856717462612010-05-12T10:37:37.524-07:002010-05-12T10:37:37.524-07:00Maintaining the legacies on old platforms is likel...Maintaining the legacies on old platforms is likely always more expensive than maintaining them on cloud platforms (some disputes in a sec)... the trick is getting the legacy over to the cloud.<br /><br />It requires planning, execution, and testing of applications by people who, with all the downsizing, are in high demand for other things. If the legacy ain't broke, why fix it?<br /><br />My sense is the way to move forward is to put the new in cloud environments and migrate the old as it ages or as it runs into insurmountable technical obstacles.<br /><br />There are some who think that if you add all of the "proper" or "needed" change control, security management, service level management and load control to cloud computing you end up in the same place economically. I doubt it, but I've heard the argument.Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-85755585752448248452010-05-12T10:10:26.701-07:002010-05-12T10:10:26.701-07:00Migration costs are always a bitch. In the old day...Migration costs are always a bitch. In the old days we could at least estimate them to find theoretical crossover points. With the addition of "social" computing though we may not have any comparables. Still, at least we know that maintaining the old system on the old platform AND adding new functionality via the cloud will probably cost more in total, right?Dennis D. McDonaldhttp://www.ddmcd.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-35165459192074900382010-04-14T20:06:15.763-07:002010-04-14T20:06:15.763-07:00One of the paradoxical things about technological ...One of the paradoxical things about technological innovation is that those on the forefront of one phase of evolution are often the most resistant to the next phase. I remember a CIO in the early 80s (actually a VP of IS in those days) saying he didn't understand what was the big deal about spreadsheets—"his guys could whip up a 1-2-3 equivalent on the mainframe that could be accessed from a 3270 terminal". Fortunately for his organization, he was not provided the opportunity to try that. Even Einstein, who could develop relativity theory in the vacuum of a Swiss patent office, could never quite embrace quantum theory.<br /><br />One of Jack Welch's last ideas at GE was to force his product heads to think up ways in which innovations could destroy their businesses as they existed and then figure out whether they wanted to get in front of innovation by embracing it or devise a counterstrategy. Perhaps CEOs could demand something similar of their CIOs.<br /><br />Much IT innovation in the last three decades has come from whimsically-named companies (Apple?) offering products and services that initially seemed far afield from the concerns of people running a business (Facebook, Twitter et al). All of these were initially easy to dismiss. Despite the initial concept of the CIO as a visionary not embroiled in the quotidian tasks of keeping stuff up and running and secure, most CIOs are indeed so embroiled and lack the time and energy to pull back and ask themselves what, for example, Facebook could do for the bottom line.<br /><br />While I'm certainly not defending Luddism, it's both understandable and really nothing new among mandarins of established technologies. The solution will be the same as always—generational change. Hardcore PC resisters got pushed aside in the 80s, internet resisters in the 90s, and it will happen to Enterprise 2.0 resisters in the next few years.Paul Clermontnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-8514541328481024512010-04-14T09:48:49.033-07:002010-04-14T09:48:49.033-07:00Well, then let's help educate the IT folks! H...Well, then let's help educate the IT folks! Here's a helpful whitepaper on the subject of blocking social media apps, it's called “To Block or Not. Is that the question?” <br /><br />http://bit.ly/9f8WOT<br /><br />It has lots of insightful and useful information about identifying and controlling Enterprise 2.0 apps (Facebook, Twitter, Skype, SharePoint, etc.) <br /><br />Blocking shouldn't have to be an "all or nothing" proposition, either.Lisa Valentinehttp://www.paloaltonetworks.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-19432167894053719922010-04-12T08:55:17.582-07:002010-04-12T08:55:17.582-07:00As it happens Chrissie Hynds and The Pretenders we...As it happens Chrissie Hynds and The Pretenders were at the recent announcement of the iPad:<br /><br />Don't get me wrong<br />If I'm looking kind of dazzled<br />I see neon lights<br />Whenever you walk by<br /><br />.....<br /><br />Don't get me wrong<br />If I come and go like fashion<br />I might be great tomorrow<br />But hopeless yesterday<br /><br />Don't get me wrong<br />If I fall in the "mode of passion"<br />It mgiht be unbelievable<br />But let's not say "so long"<br />It might just be fantastic<br />Don't get me wrongDoug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-54556403369003840862010-04-12T05:28:22.171-07:002010-04-12T05:28:22.171-07:00I fully agree with your last comment - I don't...I fully agree with your last comment - I don't think the tools were available to sustain a competitive cloud service in the 1980’s or 90's, but my main point is that to argue that concentrating on the underlying technology is to miss the point. For certain, virtualisation helps enormously in being able to offer services which rely on underlying shared infrastructure, and the ability to offer increased storage (say) quickly and effectively is also a technical precondition, but what makes it different from traditional outsourcing is the ability to take risk. I also remember doing a bit of work for Ameritech in 1988 (when I was in the NNC Chicago office) whose vision was “Bandwidth on Demand”, but they didn’t really know how to deliver it, short of provisioning for maximum demand, charging for what was permissioned, giving permissioning tools to the client and hoping the economics would take care of itself. Fat chance!<br /><br />"capitals are for neurotics and germans": ee cummingsMark Helmehttp://differentis.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-30780636235683942152010-04-12T05:06:06.651-07:002010-04-12T05:06:06.651-07:00I think your focus on the commercially definable s...I think your focus on the commercially definable service is the core of it. I am reminded of Geoffrey Moore's concept of "the whole product" as described in "Crossing the Chasm." Its not just the physical technology, its how its offered, supported, administered, paid for and changes over time.<br /><br />Although much of the macro sense of Cloud Computing can be viewed as "old hat" I do think that in the 1980's we had the ability to conceive of such services. Now, building on layer upon layer of technology and "whole product" advances we can realize it. Perhaps its a small point but I don't see how in, say, 1990, today's Cloud Computing could have been provided with any economic sense.<br /><br />ps - "Das Kloud" is just playing around with "Das Boot." Do I HAVE to capitalize "Cloud Computing?"Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-46916782953720311992010-04-12T03:41:05.721-07:002010-04-12T03:41:05.721-07:00The essence of cloud computing is that it is a com...The essence of cloud computing is that it is a commercial offering. Everything else is just old hat, which is why some people are enthusiasts and some annoyed. Software as a service implies at least that there is a service – and therefore is something which customers buy, and which can be described coherently from the customer’s point of view. How the service is assembled may involve a bunch of old stuff (configured technology widgets) and of course whether this is “private” or not (and what would it be if it wasn’t private – commonly owned??) is irrelevant. What is important however is that the supplier of the cloud services has to have a coherent, workable and sustainable commercial model. Which means not only being able to manage the technology capacity, but also all the administrative and commercial processes required to sell a service. The reason old EDS wasn’t doing this before was twofold. Firstly, whoever owned the kit, the kit was typically customer specific; the customer needs more capacity, the supplier buys more capacity for that customer and installs it in the corner of the data centre that will forever be that customer’s corner. Secondly, many outsourcing contracts in effect had a guarantee built in, that in the event that costs were more than were expected (with suitable caveats) they could go back to the customer and claim back the overrun. This isn’t buying an end to end service, it’s buying bits and pieces (some of which might be sub services) and cobbling them together. The guy who sold you a pair of shoes doesn’t come back at the end of the year and ask you for another $20 because the cost of his air-con went up, but that in effect is what EDS would have done. <br /><br />In order to sell something as an end to end service you need to take the commercial risk. You take the design risk, you manage the overall capacity, you offer the SLA’s associated with upgrading storage or processors, and you make the profit. You don’t just offer to store someone else’s kit, and run it for them. I think that what really distinguishes cloud computing from anything else is the management of that commercial and technical risk, and this will de facto be hard to do if all you have are a few servers in a corner. It is essentially a matter of scale, not of ownership (private vs. something else) as well as the right management tools to track the costs and bundle them up (not just “pass them on”).<br /><br />Whether a company chooses to implement cloud computing internally (i.e., develop all the systems needed to sell such services internally) will at least be a question of scale (according to McKinsey Deutsche Telekom has done this). But actually there isn’t anything special about cloud computing from a make vs. buy perspective – you go through very a similar process whatever the service being procured. <br /><br />By the way, what’s this “das Kloud” stuff? Cloud in German is (die) Wolke – and cloud computing is now known as “Cloud Computing”!Mark Helmehttp://differentis.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-85928560231085169682010-04-10T14:21:01.790-07:002010-04-10T14:21:01.790-07:00Jefferson Airplane was very brand specific:
...Jefferson Airplane was very brand specific:<br /><br /> Data control and IBM<br /> Science is mankind's brother<br /> But all I see is drainin' me<br /> On my plastic fantastic lover<br /><br />I do not know why they switched CDC's name around.David Krahttps://www.blogger.com/profile/07616757749468687157noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-73309764340031800102010-04-10T14:18:32.574-07:002010-04-10T14:18:32.574-07:00Jefferson Airplane was very brand focused:
"...Jefferson Airplane was very brand focused:<br /><br />"Data Control and IBM<br />Science is mankind's brother<br />But all I see is drainin' me<br />On my plastic fantastic lover."<br /><br />I don't know why they referred to CDC as "Data Control" instead of "Control Data"David Krahttps://www.blogger.com/profile/07616757749468687157noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-9019198443707723742010-04-10T06:59:24.785-07:002010-04-10T06:59:24.785-07:00Y'see.... I really DON'T know Clouds, at a...Y'see.... I really DON'T know Clouds, at all, sorta'....Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-8487550622007815592010-04-10T06:35:34.780-07:002010-04-10T06:35:34.780-07:00Judy Collins may have sung the song, but I believe...Judy Collins may have sung the song, but I believe it was Joni Mitchell who wrote it!Ginette Brockwayhttp://bostonnorthwest.comnoreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-30735012946708233562010-04-09T14:09:55.426-07:002010-04-09T14:09:55.426-07:00One supposed difference between today's cloud ...One supposed difference between today's cloud and yesterday's outsourcing is that today's cloud should be offering more opportunity for control (and responsiveness) despite the fact that today's cloud resources aren't owned by the user. Yesterday's outsourcing model tended to require more accommodation to the vendor's own strategy.Dennis D. McDonaldhttps://www.blogger.com/profile/09380077706521105704noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-34199129334827321652010-04-09T11:03:23.523-07:002010-04-09T11:03:23.523-07:00Guiseppe Uslenghi writes:
This cloud concept seem...Guiseppe Uslenghi writes:<br /><br />This cloud concept seems to me quite similar, in principle, to the IT outsourcing concept pioneered by Perot / EDS a few decades ago: centralise infrastructure and resources for better economies of scale, and cost efficiency. <br /><br />Of course available technologies today are quite different form then, allowing for a much more articulated approach....but maybe there are some lessons to learn from the EDS story (and collapse) that may be applied here.Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-51072778405567769832010-04-09T11:01:33.214-07:002010-04-09T11:01:33.214-07:00Russ Bostick writes: The best exposition on the t...Russ Bostick writes: The best exposition on the topic I’ve read. Only one objection. I suggest that you change the highlighted words below.<br /><br />Because businesses cannot tolerate static systems, because system change and new challenges emerge, constant efficiencies are needed in operations and support costs to make budgetary room for new systems development.<br /><br />A better phrase would be “Because business models change”... No business wants IT to change it’s systems just because they are ‘static’. Change development to “delivery”. Cloud systems are acquired and integrated, not developed. <br /><br />I would have posted this on the comments, but the Luddite CIO here blocks a lot of social media. :}Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-39006677279736849592010-04-01T11:09:46.185-07:002010-04-01T11:09:46.185-07:00Don't forget about Nirvana, who sang:
Where d...Don't forget about Nirvana, who sang:<br /><br />Where do PCs go when they die?<br />They don't go to heaven where the angels fly.<br />They go in a pile of fire and fry,<br />See them again till the Fourth of July.Ron Shevlinhttps://www.blogger.com/profile/03329100429467977434noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-66350019833745810442010-03-12T06:26:24.434-08:002010-03-12T06:26:24.434-08:00Dennis, my observation is that when markets underg...Dennis, my observation is that when markets undergo a disruption, dare I call it a "fundamental" disruption, then being the ace at selling a previous era's offering doesn't necessarily indicate much. More to the point, I was referring to mortgage brokers and secondary markets people, and the sell-side of the MBS markets who were very good at selling disreputable product. IF you are purely short-term oriented hiring such folk is fine. But, if you intend to be around for a while, watch 'em.Doug Brockwayhttps://www.blogger.com/profile/09233312638305739464noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-79833254706249788512010-03-12T05:10:24.354-08:002010-03-12T05:10:24.354-08:00I'm not sure about your point Doug. In a down ...I'm not sure about your point Doug. In a down economy why risk giving good sales leads to underperforming reps? Lost sales reduces the ability to keep everyone on payroll.Dennis D. McDonaldhttps://www.blogger.com/profile/09380077706521105704noreply@blogger.comtag:blogger.com,1999:blog-1236288860391730178.post-2472151282833988882010-03-08T13:21:29.993-08:002010-03-08T13:21:29.993-08:00One of my rules of technology management is fairly...One of my rules of technology management is fairly simple: if you're not in the business of developing technology, don't.<br /><br />Dennis McDonald<br />Alexandria Virginia<br />web: http://www.ddmcd.com<br />twitter: @ddmcdDennis D. McDonaldhttps://www.blogger.com/profile/09380077706521105704noreply@blogger.com