Brett Colbert - Enterprise Architecture & Business

Mark Driver Open development isn't a radical departure from current IT efforts 1) what are the pros/cons for open innovation and open development 2) how can leaders leverage open dev resources 3) how can enterprises replicate the successes of open development Incentives for "Closed" innovation - creating new things is expensive Incentives for "Open" innovation - quality - efficiency - speed - lower costs - human capital Principles of Open development 1) membership based on participation and collaboration (meritocracy) 2) focus on asynchronous collaboration versus face-to-face meetings 3) complete project transparency 4) community project ownership 5) consensus-driven project priorities 6) release early and often 7) release when it's ready Emulating Open Development 1) Adopt a culture of transparency 2) Leverage collaboration 3) Meritocracy - very challenging

Tom Austin - Gartner Who's winning? Who's losing? How is the market evolving? How is Google upsetting MS cloud-office ambitions? Leading indicators that you should consider Gartner admits they underestimated Google over the years Google gaining market share - huge market gains over the last five years Cloud Office Systems defined as all-encompassing including personal productivity, communication, collab, social, coordination and other 'still emerging' capabilities - bare minimum "office" is email and text processor - enterprise of 50+ people - excluding China and India market 630 million total users of "office" solutions only 50 million users of the 630 are "cloud" Early adopters of cloud office solutions - higher ed - manufacturing - retail - hospitality Lagards - financial (no longer true!) - healthcare - defense - intelligence Microsoft fuels itself through Office revenues Google Apps is 1.4% of revenue (Gartner estimate) - negligible Mi...

The Nexus of Forces Driving Innovation - David Mitchell Smith Patterns emerge when forces collide Social = extreme behavior Mobile = pervasive access Cloud = global class delivery; looking to design things outside of enterprise bounds Information = "Big" context Backdrop is Consumerization. The internet of things leads to the internet of everything. Everything has an IP address = tons of data. Client-side Technology - Apple, Microsoft, Google 2014-2018 = Pervasive Content Old and New IT Assumptions How must you change? Amazon as an example - retailer first; online book seller - self-publishing - Kindle Bottom line: 1) mobile centric trends increasingly define the client environment 2) social will permeate app design and interfaces 3) info strategies must deal with increased data size and amount

1) Explosion of mobile devices 2) By end of 2014, number of mobile users will surpass desktop users 3) 71% of users are BYOD users 4) 92% of BYOD users access their own smartphone every week - 62% every day Biz Challenges 1) Anytime, anywhere access to corporate data 2) Cloud sharing solutions are free and easily available 3) Personal accounts used for business Security Concerns 1) Device platform 2) EULAs 3) Today 39 Android versions in the market 4) Mobile authentication 5) Data encryption 6) Compromise device status 7) Remote wipe of content BYOD - Experience needs to be top priority. 1) business objectives 2) device choice 3) liability 4) privacy 5) security 6) management Lead with Security 1) multi-factor authentication 2) enforce consistent security policies 3) encrypt sensitive corp data 4) support internal PKI and 3rd party certs 5) manage user access to corp resources 6) network access controls 7) enforce compliance rules and escalating actions 8) remotely wipe enterprise data...

Mobile has changed the way people work Old Office - 20-30 years old - 9 to 5 - Desktop New Reality - No desk = no desktop! - Fablet = phone + tablet - Blurring lines between work/play - "Markets of one" = individual choice goals - Fear of novelty is receding - Self-mastery of apps/technology - Mix of personal and corporate activities We have become technologically multi-lingual. Mobile is really about a new work style. Some good, some bad. Connect anytime, anywhere. Intrusive, virtual handcuffs. Telework dropped between 2008 and 2010. Now back up. Telework = 5 to 6 hours extra work per week. Not free. Creates complexities. Quality of life (UP) Isolation (UP) Consumerization = simple, BYOx Break-throughs? - PC --> Personal Cloud; we will not be able to standardize devices - smart mobile devices become pervasive; will replace most wired and softphones - Wireless everything except  power - Authenticate, Identify - Mobile knows you and knows what you want Key Social D...

Gartner - Portals, Content and Collaboration Brian Prentice Brian Blau Mike Gotta Shifting software constraints = used to be expertise, then time and now design Design considerations 1) relationships span devices, apps and applications - designed for your closest network relationships - eg - come get me, call me, i need advice "Circle of Six" app 2) social networking is a different type of purpose 3) Capture "in the moment, in the emotion" experience; people become active participants 4) Capturing product and service touchpoints must be kept simple. Design decisions for "stick apps": 1) Three elements - categories, function, mechanics/flow. 2) Category - Frequency, loyalty, value, churn, necessary. 3) Function - sharing/social, emotion, reminders, interface, availability 4) Mechanics/Flow - pain points, notifications, personal cloud, gamification, task-centric These elements drive engagement and retention. Don't make bad apps better, just make good app...

The Five Graphs of the Modern Web - Ray Valdes Great customer experience is required for sustainable competitive advantage. Behind the scenes are the five graphs of the modern web. Four giants of the modern web. Facebook = social, Apple = mobile, Google = info, Amazon = Cloud. Landscape of consumer online sector. Four giants = Facebook, Apple, Google, Amazon. Vanquished competitors = yahoo, nokia, rim, bing, myspace, walmart. Convergence and conflict. Google against Facebook. Facebook + Apple. Google against Apple. Microsoft against Google. Competitive dynamics. Success factors = partnerships, access to capital, extreme-scale operations, unique brand IP, market timing, user experience. Chief engineers from Google. Got $40m. After 6 months, failed. Didn't use behavioral data for search. Their data model and content graph was not as sophisticated at Google's. 1) Social Graph = the data model of people and their relationships. Digital map of the social landscape. People, relations...

Keynote sync, social, security Consumerization revolution  Culture of we, not me Engaged, not passive Experience oriented Informed, not ignorant Value, not just price Connected, not isolated Cobol programmers are the red-necks of the IT organization Introducing the "Business Consumer" No longer "users" Consumers at work Information rich IT-Averse Team Motivations Self-Directed For Business Consumer, structured data is a barrier to true insights; like with digital sampling, data is lost. social communities Cloud and mobile Real-time analytics Variety Transformative effects – the public and private clouds. Change the IT Model. Shift to OUTCOME and VALUE GENERATION. Public cloud growth puts a strain on Architects. Multi-tenant, Federated, API-Driven, Service-Oriented. Social Graph, Intent Graph, Consumption Graph, Interest Graph, Mobile Graph. - Five Most Valuable Big Data Graphs. Mobile Imperative – everything you do will have some mobile aspect. Embrace design criter...