Tag Archives: cloud

Do Androids Dream of Electric Sheep?

By Stuart Boardman, KPN

What does the apocalyptic vision of Blade Runner have to do with The Open Group’s Open Platform 3.0™ Forum?

Throughout history, from the ancient Greeks and the Talmud, through The Future Eve and Metropolis to I Robot and Terminator, we seem to have been both fascinated and appalled by the prospect of an autonomous “being” with its own consciousness and aspirations.

Hal-2001

But right now it’s not the machines that bother me. It’s how we try to do what we try to do with them. What we try to do is to address problems of increasingly critical economic, social and environmental importance. It bothers me because, like it or not, these problems can only be addressed by a partnership of man and (intelligent) machine and yet we seem to want to take the intelligence out of both partners.

Two recent posts that came my way via Twitter this week provoked me to write this blog. One is a GE Report that looks very thoroughly, if somewhat uncritically at what it calls the Industrial Internet. The other, by Forrester analyst Sarah Rotman Epps, appeared in Forbes under the title There Is No Internet of Things and laments the lack of interconnectedness in most “Smart” technologies.hammer

What disturbs me about both of those pieces is the suggestion that if we sort out some interoperability and throw masses of computing power and smart algorithms at a problem, everything will be dandy.

Actually it could just make things worse. Technically everything will work but the results will be a matter of chance. The problem lies in the validity of the models we use. And our ability to effectively model complex problems is at best unproven. If the model is faulty and the calculation perfect, the results will be wrong. In fact, when the systems we try to model are complex or chaotic, no deterministic model can deliver correct results other than by accident. But we like deterministic models, because they make us feel like we’re in control. I discussed this problem and its effects in more detail in my article on Ashby’s Law Of Requisite Variety. There’s also an important article by Joyce Hostyn, which explains how a simplistic view of objectivity leads to (at best) biased results. “Data does not lie. It just does not (always) mean what you think it does” (Claudia Perlich, Chief Scientist at Dstillery via CMSWire).

Now that doesn’t detract from the fact that developing a robot vacuum cleaner that actually “learns” the layout of a room is pretty impressive. That doesn’t mean that the robot is aware that it is a vacuum cleaner and that it has a (single) purpose in life. And just as well. It might get upset about us continually moving the furniture and decide to get revenge by crashing into our best antique glass cabinet.

With the Internet of Things (IoT) and Big Data in particular, we’re deploying machines to carry out analyses and take decisions that can be critical for the success of some human endeavor. If the models are wrong or only sometimes right, the consequences can be disastrous for health, the environment or the economy. In my Ashby piece I showed how unexpected events can result in an otherwise good model leading to fundamentally wrong reactions. In a world where IoT and Big Data combine with Mobility (multiple device types, locations and networks) and Cloud, the level of complexity is obviously high and there’s scope for a large number of unexpected events.
IoT Society

If we are to manage the volume of information coming our way and the speed with which it comes or with which we must react we need to harness the power of machine intelligence. In an intelligent manner. Which brings me to Cognitive Computing Systems.

On the IBM Research Cognitive Computing page I found this statement: “Far from replacing our thinking, cognitive systems will extend our cognition and free us to think more creatively.”  Cognitive Computing means allowing the computer to say “listen guys, I’m not really sure about this but here are the options”. Or even “I’ve actually never seen one of these before, so maybe you’d like to see what you can make of it”. And if the computer is really really not sure, maybe we’d better ride the storm for a while and figure out what this new thing is. Cognitive Computing means that we can, in a manner of speaking, discuss this with the computer.

It’s hard to say how far we are from commercially viable implementations of this technology. Watson has a few children but the family is still at the stage of applied research. But necessity is the mother of invention and, if the technologies we’re talking about in Platform 3.0 really do start collectively to take on the roles we have envisaged for them, that could just provide the necessary incentive to develop economically feasible solutions.

spacemenIn the meantime, we need to put ourselves more in the centre of things, to make the optimal use of the technologies we do have available to us but not shirk our responsibilities as intelligent human beings to use that intelligence and not seek easy answers to wicked problems.

 

 

I’ll leave you with 3 minutes and 12 seconds of genius:
marshalldavisjones
Marshall Davis Jones: “Touchscreen”


Stuart BoardmanStuart Boardman is a Senior Business Consultant with KPN where he co-leads the Enterprise Architecture practice as well as the Cloud Computing solutions group. He is co-lead of The Open Group Cloud Computing Work Group’s Security for the Cloud and SOA project and a founding member of both The Open Group Cloud Computing Work Group and The Open Group SOA Work Group. Stuart is the author of publications by the Information Security Platform (PvIB) in The Netherlands and of his previous employer, CGI. He is a frequent speaker at conferences on the topics of Cloud, SOA, and Identity.

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Filed under Cloud, Cloud/SOA, Open Platform 3.0, Platform 3.0

Evolving Business and Technology Toward an Open Platform 3.0™

By Dave Lounsbury, Chief Technical Officer, The Open Group

The role of IT within the business is one that constantly evolves and changes. If you’ve been in the technology industry long enough, you’ve likely had the privilege of seeing IT grow to become integral to how businesses and organizations function.

In his recent keynote “Just Exactly What Is Going On in Business and Technology?” at The Open Group London Conference in October, Andy Mulholland, former Global Chief Technology Officer at Capgemini, discussed how the role of IT has changed from being traditionally internally focused (inside the firewall, proprietary, a few massive applications, controlled by IT) to one that is increasingly externally focused (outside the firewall, open systems, lots of small applications, increasingly controlled by users). This is due to the rise of a number of disruptive forces currently affecting the industry such as BYOD, Cloud, social media tools, Big Data, the Internet of Things, cognitive computing. As Mulholland pointed out, IT today is about how people are using technology in the front office. They are bringing their own devices, they are using apps to get outside of the firewall, they are moving further and further away from traditional “back office” IT.

Due to the rise of the Internet, the client/server model of the 1980s and 1990s that kept everything within the enterprise is no more. That model has been subsumed by a model in which development is fast and iterative and information is constantly being pushed and pulled primarily from outside organizations. The current model is also increasingly mobile, allowing users to get the information they need anytime and anywhere from any device.

At the same time, there is a push from business and management for increasingly rapid turnaround times and smaller scale projects that are, more often than not, being sourced via Cloud services. The focus of these projects is on innovating business models and acting in areas where the competition does not act. These forces are causing polarization within IT departments between internal IT operations based on legacy systems and new external operations serving buyers in business functions that are sourcing their own services through Cloud-based apps.

Just as UNIX® provided a standard platform for applications on single computers and the combination of servers, PCs and the Internet provided a second platform for web apps and services, we now need a new platform to support the apps and services that use cloud, social, mobile, big data and the Internet of Things. Rather than merely aligning with business goals or enabling business, the next platform will be embedded within the business as an integral element bringing together users, activity and data. To work properly, this must be a standard platform so that these things can work together effectively and at low cost, providing vendors a worthwhile market for their products.

Industry pundits have already begun to talk about this layer of technology. Gartner calls it the “Nexus of Forces.” IDC calls it the “third platform.” At the The Open Group, we refer to it as Open Platform 3.0™, and we announced a new Forum to address how organizations can address and support these technologies earlier this year. Open Platform 3.0 is meant to enable organizations (including standards bodies, users and vendors) coordinate their approaches to the new business models and IT practices driving the new platform to support a new generation of interoperable business solutions.

As is always the case with technologies, a point is reached where technical innovation must transition to business benefit. Open Platform 3.0 is, in essence, the next evolution of computing. To help the industry sort through these changes and create vendor-neutral standards that foster the cohesive adoption of new technologies, The Open Group must also evolve its focus and standards to respond to where the industry is headed.

The work of the Open Platform 3.0 Forum has already begun. Initial actions for the Forum have been identified and were shared during the London conference.  Our recent survey on Convergent Technologies confirmed the need to address these issues. Of those surveyed, 95 percent of respondents felt that converged technologies were an opportunity for business, and 84 percent of solution providers are already dealing with two or more of these technologies in combination. Respondents also saw vendor lock-in as a potential hindrance to using these technologies underscoring the need for an industry standard that will address interoperability. In addition to the survey, the Forum has also produced an initial Business Scenario to begin to address these industry needs and formulate requirements for this new platform.

If you have any questions about Open Platform 3.0 or if you would like to join the new Forum, please contact Chris Harding (c.harding@opengroup.org) for queries regarding the Forum or Chris Parnell (c.parnell@opengroup.org) for queries regarding membership.

 

Dave LounsburyDave is Chief Technical Officer (CTO) and Vice President, Services for The Open Group. As CTO, he ensures that The Open Group’s people and IT resources are effectively used to implement the organization’s strategy and mission.  As VP of Services, Dave leads the delivery of The Open Group’s proven collaboration processes for collaboration and certification both within the organization and in support of third-party consortia. Dave holds a degree in Electrical Engineering from Worcester Polytechnic Institute, and is holder of three U.S. patents.

 

 

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Filed under Cloud, Data management, Future Technologies, Open Platform 3.0, Standards, Uncategorized, UNIX

The Open Group TweetJam on Digital-Disruption – by Tom Graves

On 2 October 2013, the Open Group ran one of its occasional ‘TweetJam’ Twitter-discussions – also known as an #ogChat. This time it was on digital disruption – disruption to existing business-models, typically (but, as we will see, not only) by changes in technology.

I think I captured almost all of the one-hour conversation – all tweets tagged with the #ogChat hashtag – but I may well have missed a few here and there. I’ve also attempted to bring the cross-chat (@soandso references) into correct sense-order, but I’ll admit I’m likely to have made more errors there. Each text-line is essentially as published on Twitter, minus the RT @ prefix and the identifying #ogChat tag.

The legal bit: Copyright of each statement is as per Twitter’s published policy: I make no claim whatsoever to any of the tweets here other than my own (i.e. tetradian). The material is re-published here under ‘fair-use’ rules for copyright, as a public service to the enterprise-architecture community.

The TweetJam was split into seven sections, each guided by a question previously summarised on the Open Group website – see Open Group, ‘Leading Business Disruption Strategy with Enterprise Architecture‘. I’ve also added a few extra comments of my own after each section.

Introductions

(The TweetJam started with a request for each person to introduce themselves, which also serves as a useful cross-reference between name and Twitter-ID. Not every who joined in the TweetJam did this, but most did so – enough to help make sense of the conversation, anyway.)

  • theopengroup: Please introduce yourself and get ready for question 1, identified by “Q1″ …and so on. You may respond with “A1″ and so on using #ogChat // And do tweet your agreement/disagreement with other participants’ views using #ogChat, we’re interested to hear from all sides #EntArch
  • enterprisearchs: Hi all, from Hugh Evans, Enterprise Architects (@enterprisearchs), CEO and Founder
  • tetradian: Tom Graves (tetradian)
  • eatraining: Craig Martin
  • TheWombatWho: Andrew Gallagher – Change Strategy / Business Architect
  • chrisjharding: Hi from Chris Harding, The Open Group Forum Director for Open Platform 3.0
  • dianedanamac: Good day! Social Media Manager, Membership & Events at @theopengroup   I’m your contact if you have questions on The Open Group.
  • InfoRacer: Chris Bradley
  • David_A_OHara: Hi all, Dave O’Hara here, enteprise/biz architect
  • TalmanAJ: Aarne Talman – IT Startegy/EA consultant at Accenture
  • zslayton: Good morning.  Zach Slayton here from Collaborative Consulting @consultcollab
  • efeatherston: Good morning. Ed Featherston, Enterprise Arch from Collaborative Consulting
  • filiphdr: Filip Hendrickx, business architect @AE_NV
  • Frustin_Jetwell: Hello, I’m late, Justin Fretwell here, technical enterprise architecture

Question 1: What is ‘disruption’?

  • theopengroup: Let’s kick things off: Q1 What is #Disruption? #EntArch
  • TheWombatWho: A1 Disruption is normality
  • enterprisearchs: A1 Disruptors offer a new #BizModel that defines a different frontier of value
  • enterprisearchs: A1 Disruptors often introduce new technologies or processes that set them apart
  • chrisjharding: A1 Could be many things. Cloud, mobile, social, and other new technologies are disrupting the relation between business and IT
  • tetradian: A1: anything that changes business-as-usual (scale from trivial to world-shaking)
  • enterprisearchs: A1 Disruptors offer equal or better performance at prices incumbents can’t match
  • TheWombatWho: A1 agree with @tetradian but add that it is normal state of things.
  • David_A_OHara: A1,  not just tech-led disruption, but consumers actively driving innovation by finding new ways to use tech in work & social lives
  • zslayton: A1:  Disruptors are anything that breaks a norm or widely-held paradigm
  • enterprisearchs: A1 #Disruption begins when the entrant catches up to incumbents
  • InfoRacer: A1 Disruption is inevitable & BAU for many organisations these day
  • chrisjharding: @TheWombatWho Yes we live in disruptive (and interesting) times.
  • enterprisearchs: A1 Thanks to disruptive forces business models now have a much shorter shelf-life
  • DadaBeatnik: A1: To disrupt doesn’t mean more of the same. Example – iPhone was a true disrupter – no more Blackberry!
  • TalmanAJ: A1: Business disruptors offer new business model(s).
  • eatraining: A1 Innovation that creates a new value network or reorganized value system
  • TheWombatWho: A1 Disruptors can be global mega trends but can be localised.  Localised can provide ‘canary down the mine’ opportunity
  • TalmanAJ: A1: IT disruptors fundamentally change the way IT supports business models or change the business model
  • tetradian: .@TheWombatWho: A1 “…but add that [disruption] is normal state of things” – problem is that many folks don’t recognise that! :-)
  • chrisjharding: @David_A_OHara and disrupting traditional organization because they want to use it hands on, not through IT department
  • efeatherston: @chrisjharding good point on the bypassing IT, thats the #mobile disruption in full force
  • DadaBeatnik: Re: “disruption” read http://t.co/y0HrM3fcKH
  • eatraining: A1 Digital allows a far more effective entrepreneur and innovator environment, putting disruptive pressures on incumbents

Note an important point that’s perhaps easily missed (as some responders in fact do): that ‘disruption’ may include technology, or may be driven by technology – but that’s not always the case at all. Consider, for example, the huge disruption – on a literally global scale – caused by financial deregulation in the US in the 1980s and beyond: changes in law, not technology.

And, yes, as several people commented above, significant disruptions are becoming more common and more intense – a trend that most of us in EA would probably accept is only accelerating. As some might suggest, “you ain’t seen nothin’ yet…”: certainly the old stable-seeming business-models and seeming-guaranteed ‘sustainable competitive-advantage’ and the like would seem to be like pleasant fantasies from a fast-fading past…

Question 2: What is ‘digital disruption’?

  • theopengroup: Q2 Some interesting views on disruption, but what then, is #DigitalDisruption?
  • efeatherston: A2: disruption that is focused/based on technology issue, changes in technology, how things are done
  • enterprisearchs: A2 Disruptive business models that leverage digital capabilities to create, distribute or market their offerings
  • enterprisearchs: A2 Commonly applies #Cloud, #Mobile, #Social and or #BigData capabilities
  • efeatherston: A2: yes, #SMAC is the latest #digitaldisruption
  • TheWombatWho: A2 key with digital is not the medium it is the shift of power & control to the end user.  Digital enables it but its power shift
  • tetradian: A2: ‘digital’ used to mean technology, also to mean e.g. social/mobile (i.e. not solely technology) or more open business generally
  • enterprisearchs: A2 Many incumbents defend #digitaldisruption by moving to customer centric #BizModel
  • chrisjharding: A2 Disruption caused by digital technology – the main source of enterprise disruption today
  • enterprisearchs: A2 #digitaldisruption is seeing a convergence of business, technology and marketing disciplines
  • eatraining: A1&A2 Disruption not always digital but is it always technological? JEEP disruption on modern warfare
  • zslayton: @TheWombatWho Agreed…excellent point.  Shift towards user is key for #SMAC especially
  • Technodad: @TalmanAJ Agree – but digital disruption also invalidates existing business models.
  • enterprisearchs: A2 #Cloud enables ubiquitous access and effortless scalability
  • enterprisearchs: A2 #Mobile offers access anywhere, anytime and opens up previously untapped socioeconomic segments
  • enterprisearchs: A2 #Social accelerates viral uptake of demand and opinion, creating brand opportunities and threats
  • chrisjharding: @efeatherston They do what works for the business
  • TheWombatWho: A2 @enterprisearchs is it really marketing?  That discipline is going through fundamental change – hardly recognisable old vs new
  • David_A_OHara: @eatraining  real disruption now social rather than purely technical but enabled by seamless integration of tech in daily life
  • zslayton: @enterprisearchs #cloud = effortless scalability…a bit of an over-simplification but I do get your point.
  • efeatherston: @chrisjharding agree completely, just changes the paradigm for IT who are struggling to adapt
  • enterprisearchs: A2 #BigData enables ultra-personalisation of customer experience and powerful market insights
  • InfoRacer: A2 Digital Disruption also means avoiding blind alleys & the “me too” chase after some trends.  Eg #BigData isn’t necessarily…
  • TheWombatWho: @enterprisearchs its where work of Marshall McLuhan is worth a revisit.
  • chrisjharding: @David_A_OHara @eatraining social disruption caused by tech-based social media
  • DadaBeatnik: Some of these answers sound like they come from one of those buzzword phrase generators!
  • InfoRacer: @DadaBeatnik Like Predictive big cloud master data governance ;-) Surely the next big thang!
  • David_A_OHara: @enterprisearchs easier to deploy mobile internet vs fixed in growing economies: demand from developing world is uncharted territory
  • eatraining: A2 Digital reduces barriers to entry and blurs category boundaries
  • efeatherston: @David_A_OHara @eatraining #socialmedia definitely having impact, how people interact with tech in personal now fully into business
  • zslayton: @David_A_OHara @enterprisearchs Business models in developing world also uncharted.  New opportunities and challenges
  • David_A_OHara: @chrisjharding @eatraining yup, we have lived through a rapid (tech-enabled) social revolution almost without realising!
  • TheWombatWho: A2 its not the ‘technology’ it’s what ‘they do with it’ that changes everything.  Old IT paradigms are yet to adapt to this
  • Technodad: @David_A_OHara Agree – Near-ubiquitous global-scale communication channels changes balance between customer and enterprise.
  • chrisjharding: @David_A_OHara @eatraining yes – and it’s not finished yet!
  • InfoRacer: @TheWombatWho Right, it’s not just the technology.  #BigData 3 Vs but without 4th V (value) then big data = little information
  • David_A_OHara: @TheWombatWho Bang on!  so there’s the real challenge for EA, right? Changing the traditional IT mindset…?
  • afigueiredo: A2 Development that transforms lives, businesses, causing impact to global economy

To me there are two quite different things going on, but which are often blurred together:

– ‘digital-disruption proper’ – disruptions within which existing and/or new digital-based technologies are explicitly the core drivers

– ‘disruption-with-digital’: ‘digital’ as a catch-all for sociotechnical changes in which digital-based technologies are, at most, an important yet never the sole enabler – in other words, where the social side of ‘sociotechnical’ is more central than the technology itself

In my experience and understanding, most of so-called ‘digital disruption’ is more correctly in the latter category, not the former. Hence, for example, my comment about the [UK] Government Digital Service: it’s actually far more about changes in the nature of government-services itself – in effect, a much more ‘customer-centric’ view of service – rather than a focus on ‘going digital’ for digital’s sake. This is not to say that the technology doesn’t matter – for example, I do understand and agree with Andrew McAfee’s complaint about critiques of his ‘Enterprise 2.0′ concept, that “it’s not not about the technology” – but again, it’s more sociotechnical, not merely technical as such, and that distinction is often extremely important.

Interestingly, most of the examples cited above as ‘digital-disruptions – the often-overhyped ‘cloud’ and ‘big-data’ and suchlike – are ultimately more sociotechnical issues than technical. By contrast, most of the themes I’d see as ‘digital-disruption proper’ – for example, the rapidly-expanding developments around ‘smart-materials’, ‘smart-cities’ and ‘the internet of things’ – don’t get a mention here at all. Odd…

 Question 3: What are good examples of disruptive business-models?

  • theopengroup: Q3 Bearing these points in mind, what are good examples of disruptive #Bizmodels? #EntArch
  • enterprisearchs: A3 @Airbnb: Disrupting the hotel industry with a #Cloud & #Social based model to open up lodging capacity for people seeking accom
  • enterprisearchs: A3 @Uber: leveraging #Cloud and #Mobile to release existing capacity in the personal transport industry http://t.co/31Xmj7LwQ6
  • enterprisearchs: A3 @99designs: Rethinking how we access good design through #Social, #Cloud and competitive #crowdsourcing
  • enterprisearchs: A3 @Groupon: re-architecting retail to provide #Social buying power, reducing cost per unit and increasing vendor volumes
  • eatraining: @zslayton Reverse innovation in developing countries producing disruption in developed nations
  • chrisjharding: A3: marketing using social media
  • TheWombatWho: @InfoRacer and combined with behavioural sciences & predictive analytics
  • efeatherston: A3: Netflix is a disruptive business model, they threw the whole cable/broadcast/rental industry on its ears
  • enterprisearchs: A3 @iTunesMusic: creating a #Cloud based platform to lock in customers and deliver #Digital content
  • eatraining: Reverse Innovation in Tech Startups: The Story of Capillary Technologies – @HarvardBiz http://t.co/Ud7UN7ZxzQ
  • TheWombatWho: @David_A_OHara not just mindset but also disciplines around portfolio & programme planning, aspects of project mgmt etc
  • enterprisearchs: A3 @facebook: Using #Social #Cloud #Mobile and #BigData to get you & 1 billion other people to generate their product: your updates
  • David_A_OHara: @enterprisearchs @Groupon Here’s retail disruption: why cant I just walk into store, scan stuff on my phone and walk out with it?
  • zslayton: @efeatherston Absolutely.  Discussed this in a recent blog posts:  http://t.co/zWzzAN4Fsn
  • Technodad: @David_A_OHara @TheWombatWho Don’t assume enterprises lead or control change. Many examples imposed externally, e.g. Music industry
  • eatraining: @efeatherston Agree – @netflix: Shifting the #ValueProposition to low-cost on demand video content from the #Cloud
  • tetradian: A3 (also A2): UK Government Digital Service (GDS) – is ‘digital’, but change of business-service/paradigm is even more important
  • mjcavaretta: Value from #BigData primarily from…  RT @TheWombatWho: @InfoRacer behavioural sciences & #predictive #analytics
  • zslayton: @Technodad @David_A_OHara @TheWombatWho Spot on.  External event triggers change.  Org treats as opportunity/threat. IT must adapt
  • InfoRacer: A3 Expedia, Travelocity etc … where are High st travel agents now?
  • enterprisearchs: A3 ING Direct: delivering a simple #ValueProposition of no-frills and trusted high returns for depositors
  • Technodad: @enterprisearchs Disagree. ITunes was the enterprise consolidation -original disruption was peer-to-peer delivery of ripped music.
  • chrisjharding: @David_A_OHara @enterprisearchs @Groupon or plan a mixed bus/train journey on my ‘phone and download tickets to it?
  • eatraining: A3 DELL – game changing cost structures
  • TheWombatWho: @tetradian Great example.  UK Gov digital is fascinating.  Take that approach & apply it to competitive commercial enviro.
  • eatraining: A3 MOOC Platforms disrupting education? Scalability disruption
  • eatraining: A3 Nespresso – getting us to pay 8 times more for a cup of coffee.
  • tetradian: A3: many non-IT-oriented technologies – nanotechnology, micro-satellites, materials-science (water-filtration etc)
  • filiphdr: @chrisjharding @David_A_OHara @enterprisearchs @Groupon bus/train combo: yes – download tickets: no
  • zslayton: @Technodad @enterprisearchs Maybe.  But now with Google, spotify etc, a new model has emerged.

Some good examples, but I’ll admit that I find it disappointing that almost all of them focus primarily on shunting data around in the ‘social/local/mobile’ space – yes, all of them valid, but a very narrow subset of the actual ‘digital-disruption’ that’s going on these days. (Near the end, there is a good example of the broader view: “Nespresso – getting us to pay 8 times more for a cup of coffee”.)

As enterprise-architects and business-architects, we really do need to break out of the seemingly-reflex assumptions of IT-centrism, and learn instead to look at the contexts from a much broader perspective. For example, a common illustration I use is that the key competition for Netflix is not some other streaming-video provider, but booksellers, bars and restaurants – other types of services entirely, but that compete for the same social/time-slots in potential-customers’ lives.

Question 4: What is the role of enterprise-architecture in driving and responding to disruption?

  • enterprisearchs: A4 #EntArch will identify which capabilities will be needed, and when, to enable disruptive strategies
  • efeatherston: A4: #entArch is key to surviving tech disruption, need the high level view/impact on the business
  • chrisjharding: A4: #EntArch must be business-led, not technology-led
  • InfoRacer: A4 #EntArch can play an orchestration, impact analysis and sanity check role
  • efeatherston: Agree 100%, its all about the impact to the business RT @chrisjharding: A4: #EntArch must be business-led, not technology-led
  • enterprisearchs: A4 #EntArch will lead enterprise response to #disruption by plotting the execution path to winning strategies http://t.co/FdgqXOVKug
  • chrisjharding: A4: and #Entarch must be able to focus on business differentiation not common technology
  • enterprisearchs: A4 #EntArch will lead enterprise response to #disruption by plotting the execution path to winning strategies http://t.co/FdgqXOVKug
  • afigueiredo: A4 #entarch should be flexible to accommodate/support #disruption caused by new advances and changes
  • TheWombatWho: A4 help clarify & stick to intent of business.  It is key in choosing the critical capabilities vs non essential capabilities
  • enterprisearchs: A4 #EntArch will provide the strategic insights to identify what business changes are viable
  • chrisjharding: @InfoRacer or enable business users to orchestrate – give them the tools
  • enterprisearchs: A4 #EntArch will provide the strategic infrastructure to bring cohesion to business change
  • TalmanAJ: A4: identify existing and needed business and IT capabilities and ensure agility to respond to disruption #entarch
  • efeatherston: a4: #entarch needs to work with business to determine how to leverage/use/survive  #disruption to help the business processes
  • David_A_OHara: @enterprisearchs so you need very business-savvy and creative EAs (no longer a tech discipline but sustainable biz innovation role?)
  • InfoRacer: RT @enterprisearchs: A4 #EntArch will provide the strategic insights to identify what business changes are viable
  • TheWombatWho: A4 have to travel light so linking intent to critical capability is essential if Biz is to remain flexible & adaptable
  • zslayton: A4 #EntArch must steer the IT ship to adapt in the new world.  steady hand on the tiller!
  • TheWombatWho: A4 have to travel light so linking intent to critical capability is essential if Biz is to remain flexible & adaptable
  • TheWombatWho: @enterprisearchs agree
  • chrisjharding: @David_A_OHara @enterprisearchs Yup!
  • efeatherston: @David_A_OHara @enterprisearchs Agree, EA’S need both business and tech, act as the bridge for the business to help them respond
  • enterprisearchs: A4 #EntArch will assist in managing lifecycles at the #BizModel, market model, product & service and operating model levels
  • zslayton: @chrisjharding Absolutely.  Focus on commoditized tech will lead to lagging IT.  Focus on differentiators is key.
  • eatraining: A4 Business design and architecture will facilitate a more structured approach to business prototyping
  • tetradian: A4: identifying/describing the overall shared-enterprise space (tech + human); also lean-startup style ‘jobs to be done’ etc
  • Technodad: @TheWombatWho yes, but a tough job- how would #entarch have advised Tower Records in face of digital music disruption, loss of ROE?
  • David_A_OHara: @Technodad @TheWombatWho good challenge: same question can be posed re: Game and HMV in the UK…
  • eatraining: A4 Business model prototyping is the conversation we have with our ideas – @tomwujec
  • tetradian: @eatraining re business-prototyping – yes, strong agree
  • tetradian: A4 for ‘digital disruption’, crucial that #entarch covers a much broader space than just IT – pref. out to entire shared-enterprise
  • enterprisearchs: @tetradian agree – the boundaries of the enterprise are defined by the value discipline orientation, not by the balance sheet

In contradiction to what I said just above, that too-common predominance of IT-centrism in current EA is not so much in evidence here. It’s a pleasant contrast, but it doesn’t last…

Question 5: Why is enterprise-architecture well placed to respond to disruption?

  • theopengroup: Q5 And on a similar note, what is the role of #EntArch in driving and responding to #disruption?
  • enterprisearchs: A5 #EntArch has a unique appreciation of existing and required business capabilities to execute strategy
  • enterprisearchs: A5 Speed to change is now a competitive advantage. #EntArch can map the shortest path to deliver business outcomes
  • filiphdr: A5 Keep short term decisions in line w/ long term vision
  • enterprisearchs: A5 #EntArch provides the tools to better manage investment lifecycles, helping to time capability deployment and divestment
  • InfoRacer: A5 Advising, giving informed analysis, recommendations & impact so the Business officers can make decision with their eyes open!
  • enterprisearchs: A5 #EntArch is the only discipline that stitches strategic and business management disciplines together in a coherent manner
  • enterprisearchs: A5 Speed of response requires a clear mandate and execution plan. #EntArch will deliver this
  • zslayton: @enterprisearchs Agreed.  Toss in leadership and we may have something!
  • TheWombatWho: @Technodad key is “why was tower special?”  Advice, passion & knowledge…..still relevant?  Not the music – was the knowledge.
  • efeatherston: @enterprisearchs well said #entarch
  • enterprisearchs: A5 #EntArch provides vital information about which capabilities currently exist and which need to be acquired or built
  • chrisjharding: A5: Set principles and standards to give consistent use of disruptive technologies in enterprise
  • eatraining: @Technodad @TheWombatWho A few cycles of business model prototyping might have revealed a an opportunity to respond better
  • zslayton: @Technodad @TheWombatWho Netflix again a good example.  Cannibalized their soon to be dying biz to innovate in new biz.
  • TalmanAJ: A5: #entarch should be the tool to drive/respond to disruptions in a controlled manner
  • enterprisearchs: A5 #ArchitectureThinking provides a robust approach to optimise change initiatives and accelerate delivery
  • David_A_OHara: @Technodad @TheWombatWho consider future of games consoles i.e. there will be NO consoles: smart TV will access all digital content
  • TheWombatWho: @David_A_OHara @Technodad HMV interesting – wasn’t  retail store a response to original disruption?
  • chrisjharding: A5: and ensure solutions comply with legal constraints and enterprise obligations
  • zslayton: @David_A_OHara @Technodad @TheWombatWho SmartTV is just a big ole, vertical tablet. #mobile
  • TheWombatWho: @zslayton @David_A_OHara @Technodad and value opportunity is how to keep finger prints off the screen!!!!
  • TheWombatWho: @David_A_OHara @Technodad so accessing content is not where value is?  Where is the value in that arena?
  • enterprisearchs: A5 #EntArch offers insight into which technology capabilities can be strategically applied
  • eatraining: A5 #EntArch can offer an extended value proposition not just into capability mixes but product and market mixes as well
  • TheWombatWho: @enterprisearchs @Technodad yes, yes, yes and yes.  I agree
  • Technodad: @zslayton Exactly. Decision to dump physical & go all-in on digital delivery & content was key. Wonder if #entarch led change?
  • David_A_OHara: @TheWombatWho @Technodad not much if U R console manuf!  Content IS the value, right? Smart TV democratises access to content
  • mjcavaretta: Value from #BigData primarily from…  RT @TheWombatWho: @InfoRacer behavioural sciences & #predictive #analytics
  • TheWombatWho: @enterprisearchs @Technodad getting Biz to talk through canvas & over-laying their discussions with IT choices is essential
  • zslayton: @Technodad I’m guessing product but #entarch had to rapidly adapt IT enviro to enable the product e.g. respond to the disruption
  • efeatherston: @zslayton @Technodad  Netflix seems to thrive on disruption, look at their testing model, chaos monkey , hope #entarch is involved

In a sense, the same as for Question 4: the too-usual IT-centrism is not so much in apparent evidence. Yet actually it is: I don’t think there’s a single example that moves more than half a step outside of some form of IT. Where are the references to EA for smart-materials, smart-sensors, nanotechnologies, changes in law, custom, even religion? – they’re conspicuous only by their absence. Again, we need to stop using IT as ‘the centre of everything’, because it really isn’t in the real-world: instead, we need to rethink our entire approach to architecture, shifting towards a more realistic awareness that “everything and nothing is ‘the centre’ of the architecture, all at the same time”.

Question 6: Who are the key stakeholders enterprise-architecture needs to engage when developing a disruption strategy?

  • theopengroup: Q6 So who are the key stakeholders #EntArch needs to engage when developing a #Disruption strategy?
  • filiphdr: A6 Customers
  • enterprisearchs: A6 #Disruption is the concern of the entire executive team and the board of directors – this is where #EntArch should be aiming
  • TalmanAJ: A6: Business leaders first, IT leaders second
  • chrisjharding: A6: CIOs
  • InfoRacer: A6 Customers, Shareholders, Investors, Partners
  • enterprisearchs: A6 Clearly the CEO is the key stakeholder for #EntArch to reach when contemplating new #BizModels
  • eatraining: A6 Welcome the arrival of the CDO. The chief digital officer. Is this the new sponsor for EA?
  • efeatherston: A6: As has been said, the C-level (not just CIO), as the focus must always be the business drivers, and what impact that has
  • zslayton: @Technodad emphasizing partnership and alignment between Tech #entarch and Biz entarch.
  • eatraining: A6 The Customer!!??
  • Technodad: @mjcavaretta Do you think replacement of knowledge workers by machine learning is next big disruption?
  • InfoRacer: @eatraining Hmm Chief Data Officer, because lets be honest the CIO mostly isn’t a Chief INFORMATION Officer anymore
  • TheWombatWho: A6 starts with biz, increasingly should include customers & suppliers & then IT
  • tetradian: A6: _all_ stakeholder-groups – that’s the whole point! (don’t centre it around any single stakeholder – all are ‘equal citizens’)
  • TheWombatWho: @tetradian A6 agree with Tom.  My bent is Biz 1st but you mine intel from all – whenever opportunity arrives.  Continual engagement

I’ll say straight off that I was shocked at most of the above: a sad mixture of IT-centrism and/or organisation-centrism, with only occasional indications – such as can be seen in Craig Martin’s plea of “The Customer!!??” – of much of a wider awareness. What we perhaps need to hammer home to the entire EA/BA ‘trade’ is that whilst we create an architecture for an organisation, it must be about the ‘enterprise’ or ecosystem within which that organisation operates. Crucial to this is the awareness that the enterprise is much larger than the organisation, and hence we’d usually be wise to start ‘outside-in‘ or even ‘outside-out’, rather than the literally self-centric ‘inside-in’ or ‘inside-out’.

Question 7: What current gaps in enterprise-architecture must be filled to effectively lead disruption strategy?

  • theopengroup: Q7, last one guys! What current gaps in #EntArch must be filled to effectively lead #Disruption strategy?
  • enterprisearchs: #EntArch should engage the biz to look at what sustaining & disruptive innovations are viable with the existing enterprise platform
  • zslayton: @efeatherston @Technodad Proactive disruption!  Technical tools to enable and anticipate change.  Great example.
  • enterprisearchs: A7 #EntArch needs to move beyond an IT mandate
  • enterprisearchs: A7 #EntArch needs to be recognised as a key guide in strategic business planning
  • InfoRacer: A7 Engage with biz.  Get away from tech.  Treat Information as real asset, get CDO role
  • eatraining: A7 The #EntArch mandate needs to move out of the IT space
  • chrisjharding: A7: #EntArch needs a new platform to deploy disruptive technologies – Open Platform 3.0
  • zslayton: A7 #entarch involvement during the idea stage of biz, not just the implementation.  True knight at the round table.
  • TheWombatWho: @enterprisearchs @Technodad its one of my best friends.  Evan the discipline of thought process sans formality of canvas
  • enterprisearchs: A7 #EntArchs need to improve their business engagement skills and vocabulary
  • zslayton: @eatraining Agreed!  Balance Biz #entarch with Tech #entarch.
  • efeatherston: A7: #entarch MUST be part of the business planning process, they are the connecting tissue between business drivers and IT
  • David_A_OHara: @theopengroup creative business modelling inc. hypothetical models, not simple IT response to mid term view based on today’s probs
  • TalmanAJ: A7: #entArch needs to move from its IT and technical focus to more business strategy focus
  • eatraining: @efeatherston Agreed
  • efeatherston: A7: #entarch  needs to get business to understand, they are not just the tech guys
  • eatraining: A7 There is room to expand into the products and services space as well as market model space
  • InfoRacer: A7 Common vocabulary eg by exploiting Conceptual model; Information is the lingua franca
  • enterprisearchs: A7 #EntArchs need to be more business-outcome oriented
  • chrisjharding: A7: Open Platform 3.0 #ogP3 will let architects worry about the business, not the technology
  • enterprisearchs: A7 #EntArchs need to be recruited from business domains and taught robust architecture practises
  • Technodad: A7 #EntArch can’t lose role of tracking/anticipating tech change, or business will be blindsided by next disruption.
  • filiphdr: @efeatherston Very true, and that’s a skills & communication challenge
  • eatraining: A7 Architects must focus more on becoming super mixers than on architecture utility development
  • enterprisearchs: A7 #EntArchs need to be experts in the application of #Cloud, #Mobile, #Social, #BigData and #Digital strategy
  • zslayton: @enterprisearchs Agreed.  We tend to have to push process more than models.  That is often the “ah ha”.  #entarch
  • eatraining: A7 Architecture must focus on actual change in helping design solutions that shift and change behavior as well
  • tetradian: A7: kill off the obsession with IT!!! :-) #entarch needs to cover the whole scope, not the trivial subset that is ‘digital’ alone…
  • enterprisearchs: @tetradian Disagree – Digital is a huge accelerant to #Disruption and #EntArchs in the near term need to have a v strong grip
  • tetradian: RT @enterprisearchs: A7 #EntArch needs to move beyond an IT mandate -> yes yes yes!!!
  • TalmanAJ: @tetradian Yes. Technology is just one aspect of the enterprise. Processes, strategies and people etc. are too.
  • scmunk: @tetradian this shows non-IT importance of #EntArch, also a pipeline for changes http://t.co/O4Cm4D5G7q
  • enterprisearchs: A7 #EntArchs need to be able to clearly articulate business context and motivation http://t.co/Sf4Ci8Ob7P
  • eatraining: @TheWombatWho Roadmap and plans implemented don’t show the true value because stakeholders shift back to old behavior habits.
  • TheWombatWho: A7 need to be evangelist for the ‘value’ in the Biz model not the hierarchy or structure or status quo
  • TheWombatWho: @eatraining agree.  Roadmap is point in time.  Need to establish principles, & links across value chain rather than structural links
  • DadaBeatnik: Never did understand the obsession with IT in #Entarch. Why is this? Not all biz IT-centric. Because of tools/language?
  • TheWombatWho: @DadaBeatnik accident of history?
  • TalmanAJ: @DadaBeatnik Could be historical. Origins of EA are in IT, EA function usually is in IT and EA people usually have IT background.

At least here we did see more awareness of the need to break out of the IT-centric box: it’s just that so many of the responses to the previous questions indicated that much of EA is still very much stuck there. Oh well. But, yeah, good signs that some moves are solidly underway now, at least.

One point I do need to pick up on from the tweets above. Yes, I’ll admit I somewhat dropped back to my usual rant – “kill off the obsession with IT!!! :-) ” – but please, please note that I do still very much include all forms of IT within the enterprise-architecture. I’m not objecting to IT at all: all that I’m saying is that we should not reflexively elevate IT above everything else. In other words, we need to start from an awareness – a strictly conventional, mainstream systemic-awareness – that in a viable ‘architecture of the enterprise, everything in that ‘ecosystem-as-system’ is necessary to that system, and hence necessarily an ‘equal citizen’ with everything else. Hence I do understand where Hugh Evans (@enterprisearchs) is coming from, in his riposte of “Disagree – Digital is a huge accelerant to #Disruption and #EntArchs in the near term need to have a v strong grip”: in a sense, he’s absolutely right. But the danger – and I’m sorry, but it is a huge danger – is that there’s still such as strong pull towards IT-centrism in current EA that we do need to be explicit in mitigating against it at just every step of the way. Yes, “digital is a huge accelerant to disruption”, and yes, we do need to be aware of the potential affordances offered by each new technology, yet we must always to start from the overall potential-disruption opportunity/risk first – and not from the technology.

Wrap-up

(This consisted of various people saying ‘thank you’, and ‘goodbye’, which is nice and socially-important and suchlike, yet not particularly central to the content of the TweetJam itself: I’ve dropped them from the record here, but you can chase them up on Twitter if you really need them. However, there were a couple of tweets pointing to further resources that might be helpful to some folks, so I’ll finish here with those.)

  • enterprisearchs: Look out for our upcoming webinar: http://t.co/lWvJ630BVJ ‘Leading Business Disruption Strategy with #EntArch’ Oct 10
  • dianedanamac: Thanks for joining! Continue the conversation at #ogLON, The Open Group London event Oct. 21-24

That’s it. Hope that’s been useful, anyways: over to you?

GravesTom_sq Tom Graves has been an independent consultant for more than three decades, in business transformation, enterprise architecture and knowledge management. His clients in Europe, Australasia and the Americas cover a broad range of industries including banking, utilities, manufacturing, logistics, engineering, media, telecoms, research, defence and government. He has a special interest in architecture for non-IT-centric enterprises, and integration between IT-based and non-IT-based services.

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IT Technology Trends – a Risky Business?

By Patty Donovan, The Open Group

On Wednesday, September 25, The Open Group will host a tweet jam looking at a multitude of emerging/converging technology trends and the risks they present to organizations who have already adopted or are looking to adopt them. Most of the technology concepts we’re talking about – Cloud, Big Data, BYOD/BYOS, the Internet of Things etc – are not new, but organizations are at differing stages of implementation and do not yet fully understand the longer term impact of adoption.

This tweet jam will allow us to explore some of these technologies in more detail and look at how organizations may better prepare against potential risks – whether this is in regards to security, access management, policies, privacy or ROI. As discussed in our previous Open Platform 3.0™ tweet jam, new technology trends present many opportunities but can also present business challenges if not managed effectively.

Please join us on Wednesday, September 25 at 9:00 a.m. PT/12:00 p.m. ET/5:00 p.m. BST for a tweet jam that will discuss and debate the issues around technology risks. A number of key areas will be addressed during the discussion including: Big Data, Cloud, Consumerization of IT, the Internet of Things and mobile and social computing with a focus on understanding the key risk priority areas organizations face and ways to mitigate them.

We welcome Open Group members and interested participants from all backgrounds to join the session and interact with our panel thought leaders led by David Lounsbury, CTO and Jim Hietala, VP of Security, from The Open Group. To access the discussion, please follow the #ogChat hashtag during the allotted discussion time.

  • Do you feel prepared for the emergence/convergence of IT trends? – Cloud, Big Data, BYOD/BYOS, Internet of things
  • Where do you see risks in these technologies? – Cloud, Big Data, BYOD/BYOS, Internet of things
  • How does your organization monitor for, measure and manage risks from these technologies?
  • Which policies are best at dealing with security risks from technologies? Which are less effective?
  • Many new technologies move data out of the enterprise to user devices or cloud services. Can we manage these new risks? How?
  • What role do standards, best practices and regulations play in keeping up with risks from these & future technologies?
  • Aside from risks caused by individual trends, what is the impact of multiple technology trends converging (Platform 3.0)?

And for those of you who are unfamiliar with tweet jams, here is some background information:

What Is a Tweet Jam?

A tweet jam is a one hour “discussion” hosted on Twitter. The purpose of this tweet jam is to share knowledge and answer questions on emerging/converging technology trends and the risks they present. Each tweet jam is led by a moderator and a dedicated group of experts to keep the discussion flowing. The public (or anyone using Twitter interested in the topic) is encouraged to join the discussion.

Participation Guidance

Whether you’re a newbie or veteran Twitter user, here are a few tips to keep in mind:

  • Have your first #ogChat tweet be a self-introduction: name, affiliation, occupation.
  • Start all other tweets with the question number you’re responding to and the #ogChat hashtag.
    • Sample: “Big Data presents a large business opportunity, but it is not yet being managed effectively internally – who owns the big data function? #ogchat”
    • Please refrain from product or service promotions. The goal of a tweet jam is to encourage an exchange of knowledge and stimulate discussion.
    • While this is a professional get-together, we don’t have to be stiff! Informality will not be an issue!
    • A tweet jam is akin to a public forum, panel discussion or Town Hall meeting – let’s be focused and thoughtful.

If you have any questions prior to the event or would like to join as a participant, please direct them to Rob Checkal (rob.checkal at hotwirepr.com). We anticipate a lively chat and hope you will be able to join!

patricia donovanPatricia Donovan is Vice President, Membership & Events, at The Open Group and a member of its executive management team. In this role she is involved in determining the company’s strategic direction and policy as well as the overall management of that business area. Patricia joined The Open Group in 1988 and has played a key role in the organization’s evolution, development and growth since then. She also oversees the company’s marketing, conferences and member meetings. She is based in the U.S.

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Are You Ready for the Convergence of New, Disruptive Technologies?

By Chris Harding, The Open Group

The convergence of technical phenomena such as cloud, mobile and social computing, big data analysis, and the Internet of things that is being addressed by The Open Group’s Open Platform 3.0 Forum™ will transform the way that you use information technology. Are you ready? Take our survey at https://www.surveymonkey.com/s/convergent_tech

What the Technology Can Do

Mobile and social computing are leading the way. Recently, the launch of new iPhone models and the announcement of the Twitter stock flotation were headline news, reflecting the importance that these technologies now have for business. For example, banks use mobile text messaging to alert customers to security issues. Retailers use social media to understand their markets and communicate with potential customers.

Other technologies are close behind. In Formula One motor racing, sensors monitor vehicle operation and feed real-time information to the support teams, leading to improved design, greater safety, and lower costs. This approach could soon become routine for cars on the public roads too.

Many exciting new applications are being discussed. Stores could use sensors to capture customer behavior while browsing the goods on display, and give them targeted information and advice via their mobile devices. Medical professionals could monitor hospital patients and receive alerts of significant changes. Researchers could use shared cloud services and big data analysis to detect patterns in this information, and develop treatments, including for complex or uncommon conditions that are hard to understand using traditional methods. The potential is massive, and we are only just beginning to see it.

What the Analysts Say

Market analysts agree on the importance of the new technologies.

Gartner uses the term “Nexus of Forces” to describe the convergence and mutual reinforcement of social, mobility, cloud and information patterns that drive new business scenarios, and says that, although these forces are innovative and disruptive on their own, together they are revolutionizing business and society, disrupting old business models and creating new leaders.

IDC predicts that a combination of social cloud, mobile, and big data technologies will drive around 90% of all the growth in the IT market through 2020, and uses the term “third platform” to describe this combination.

The Open Group will identify the standards that will make Gartner’s Nexus of Forces and IDC’s Third Platform commercial realities. This will be the definition of Open Platform 3.0.

Disrupting Enterprise Use of IT

The new technologies are bringing new opportunities, but their use raises problems. In particular, end users find that working through IT departments in the traditional way is not satisfactory. The delays are too great for rapid, innovative development. They want to use the new technologies directly – “hands on”.

Increasingly, business departments are buying technology directly, by-passing their IT departments. Traditionally, the bulk of an enterprise’s IT budget was spent by the IT department and went on maintenance. A significant proportion is now spent by the business departments, on new technology.

Business and IT are not different worlds any more. Business analysts are increasingly using technical tools, and even doing application development, using exposed APIs. For example, marketing folk do search engine optimization, use business information tools, and analyze traffic on Twitter. Such operations require less IT skill than formerly because the new systems are easy to use. Also, users are becoming more IT-savvy. This is a revolution in business use of IT, comparable to the use of spreadsheets in the 1980s.

Also, business departments are hiring traditional application developers, who would once have only been found in IT departments.

Are You Ready?

These disruptive new technologies are changing, not just the IT architecture, but also the business architecture of the enterprises that use them. This is a sea change that affects us all.

The introduction of the PC had a dramatic impact on the way enterprises used IT, taking much of the technology out of the computer room and into the office. The new revolution is taking it out of the office and into the pocket. Cell phones and tablets give you windows into the world, not just your personal collection of applications and information. Through those windows you can see your friends, your best route home, what your customers like, how well your production processes are working, or whatever else you need to conduct your life and business.

This will change the way you work. You must learn how to tailor and combine the information and services available to you, to meet your personal objectives. If your role is to provide or help to provide IT services, you must learn how to support users working in this new way.

To negotiate this change successfully, and take advantage of it, each of us must understand what is happening, and how ready we are to deal with it.

The Open Group is conducting a survey of people’s reactions to the convergence of Cloud and other new technologies. Take the survey, to input your state of readiness, and get early sight of the results, to see how you compare with everyone else.

To take the survey, visit https://www.surveymonkey.com/s/convergent_tech

Dr. Chris Harding is Director for Interoperability and SOA at The Open Group. He has been with The Open Group for more than ten years, and is currently responsible for managing and supporting its work on interoperability, including SOA and interoperability aspects of Cloud Computing, and the Platform 3.0 Forum. He is a member of the BCS, the IEEE and the AEA, and is a certified TOGAF® practitioner.

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Future Technologies

By Dave Lounsbury, The Open Group

The Open Group is looking toward the future – what will happen in the next five to ten years?

Those who know us think of The Open Group as being all about consensus, creating standards that are useful to the buy and supply side by creating a stable representation of industry experience – and they would be right. But in order to form this consensus, we must keep an eye on the horizon to see if there are areas that we should be talking about now. The Open Group needs to keep eyes on the future in order to keep pace with businesses looking to gain business advantage by incorporating emerging technologies. According to the McKinsey Global institute[1], “leaders need to plan for a range of scenarios, abandoning assumptions about where competition and risk could come from and not to be afraid to look beyond long-established models.”

To make sure we have this perspective, The Open Group has started a series of Future Technologies workshops. We initiated this at The Open Group Conference in Philadelphia with the goal of identifying emerging business and technical trends that change the shape of enterprise IT.  What are the potential disruptors? How should we be preparing?

As always at The Open Group, we look to our membership to guide us. We assembled a fantastic panel of experts on the topic who offered up insights into the future:

  • Dr. William Lafontaine, VP High Performance Computing, Analytics & Cognitive Markets at IBM Research: Global technology Outlook 2013.
  • Mike Walker, Strategy and Enterprise Architecture Advisor at HP: An Enterprise Architecture’s Journey to 2020.

If you were not able to join us in Philadelphia, you can view the Livestream session on-demand.

Dr. William Lafontaine shared aspects of the company’s Global Technology Outlook 2013, naming the top trends that the company is keeping top of mind, starting with a confluence of social, mobile analytics and cloud.

According to Lafontaine and his colleagues, businesses must prepare for not “mobile also” but “mobile first.” In fact, there will be companies that will exist in a mobile-only environment.

  • Growing scale/lower barrier of entry – More data created, but also more people able to create ways of taking advantage of this data, such as companies that excel at personal interface. Multimedia analytics will become a growing concern for businesses that will be receiving swells of information video and images.
  • Increasing complexity – the Confluence of Social, Mobile, Cloud and Big Data / Analytics will result in masses of data coming from newer, more “complex” places, such as scanners, mobile devices and other “Internet of Things”. Yet, these complex and varied streams of data are more consumable and will have an end-product which is more easily delivered to clients or user.  Smaller businesses are also moving closer toward enterprise complexity. For example, when you swipe your credit card, you will also be shown additional purchasing opportunities based on your past spending habits.  These can include alerts to nearby coffee shops that serve your favorite tea to local bookstores that sell mysteries or your favorite genre.
  •  Fast pace – According to Lafontaine, ideas will be coming to market faster than ever. He introduced the concept of the Minimum Buyable Product, which means take an idea (sometimes barely formed) to inventors to test its capabilities and to evaluate as quickly as possible. Processes that once took months or years can now take weeks. Lafontaine used the MOOC innovator Coursera as an example: Eighteen months ago, it had no clients and existed in zero countries. Now it’s serving over 4 million students around the world in over 29 countries. Deployment of open APIs will become a strategic tool for creation of value.
  • Contextual overload – Businesses have more data than they know what to do with: our likes and dislikes, how we like to engage with our mobile devices, our ages, our locations, along with traditional data of record. The next five years, businesses will be attempting to make sense of it.
  • Machine learning – Cognitive systems will form the “third era” of computing. We will see businesses using machines capable of complex reasoning and interaction to extend human cognition.  Examples are a “medical sieve” for medical imaging diagnosis, used by legal firms in suggesting defense / prosecution arguments and in next generation call centers.
  • IT shops need to be run as a business – Mike Walker spoke about how the business of IT is fundamentally changing and that end-consumers are driving corporate behaviors.  Expectations have changed and the bar has been raised.  The tolerance for failure is low and getting lower.  It is no longer acceptable to tell end-consumers that they will be receiving the latest product in a year.  Because customers want their products faster, EAs and businesses will have to react in creative ways.
  • Build a BRIC house: According to Forrester, $2.1 trillion will be spent on IT in 2013 with “apps and the US leading the charge.” Walker emphasized the importance of building information systems, products and services that support the BRIC areas of the world (Brazil, Russia, India and China) since they comprise nearly a third of the global GDP. Hewlett-Packard is banking big on “The New Style of IT”: Cloud, risk management and security and information management.  This is the future of business and IT, says Meg Whitman, CEO and president of HP. All of the company’s products and services presently pivot around these three concepts.
  • IT is the business: Gartner found that 67% of all EA organizations are either starting (39%), restarting (7%) or renewing (21%). There’s a shift from legacy EA, with 80% of organizations focused on how they can leverage EA to either align business and IT standards (25%), deliver strategic business and IT value (39%) or enable major business transformation (16%).

Good as these views are, they only represent two data points on a line that The Open Group wants to draw out toward the end of the decade. So we will be continuing these Future Technologies sessions to gather additional views, with the next session being held at The Open Group London Conference in October.  Please join us there! We’d also like to get your input on this blog.  Please post your thoughts on:

  • Perspectives on what business and technology trends will impact IT and EA in the next 5-10 years
  • Points of potential disruption – what will change the way we do business?
  • What actions should we be taking now to prepare for this future?

[1] McKinsey Global Institute, Disruptive technologies: Advances that will transform life, business, and the global economy. May 2013

Dave LounsburyDave Lounsbury is The Open Group‘s Chief Technology Officer, previously VP of Collaboration Services.  Dave holds three U.S. patents and is based in the U.S.

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Gaining Dependability Across All Business Activities Requires Standard of Standards to Tame Dynamic Complexity, Says The Open Group CEO

By Dana Gardner, Interarbor Solutions

Listen to the recorded podcast here

Hello, and welcome to a special BriefingsDirect Thought Leadership

Interview series, coming to you in conjunction with The Open Group Conference on July 15, in Philadelphia.

88104-aaadanaI’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator throughout these discussions on enterprise transformation in the finance, government, and healthcare sector.

We’re here now with the President and CEO of The Open Group, Allen Brown, to explore the increasingly essential role of standards, in an undependable, unpredictable world. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

Welcome back, Allen.

Allen Brown: It’s good to be here, Dana. abrown

Gardner: What are the environmental variables that many companies are facing now as they try to improve their businesses and assess the level of risk and difficulty? It seems like so many moving targets.

 Brown: Absolutely. There are a lot of moving targets. We’re looking at a situation where organizations are having to put in increasingly complex systems. They’re expected to make them highly available, highly safe, highly secure, and to do so faster and cheaper. That’s kind of tough.

Gardner: One of the ways that organizations have been working towards a solution is to have a standardized approach, perhaps some methodologies, because if all the different elements of their business approach this in a different way, we don’t get too far too quickly, and it can actually be more expensive.

Perhaps you could paint for us the vision of an organization like The Open Group in terms of helping organizations standardize and be a little bit more thoughtful and proactive towards these changed elements?

Brown: With the vision of The Open Group, the headline is “Boundaryless Information Flow.” That was established back in 2002, at a time when organizations were breakingdown the stovepipes or the silos within and between organizations and getting people to work together across functioning. They found, having done that, or having made some progress towards that, that the applications and systems were built for those silos. So how can we provide integrated information for all those people?

As we have moved forward, those boundaryless systems have become bigger

and much more complex. Now, boundarylessness and complexity are giving everyone different types of challenges. Many of the forums or consortia that make up The Open Group are all tackling it from their own perspective, and it’s all coming together very well.

We have got something like the Future Airborne Capability Environment (FACE) Consortium, which is a managed consortium of The Open Group focused on federal aviation. In the federal aviation world they’re dealing with issues like weapons systems.

New weapons

Over time, building similar weapons is going to be more expensive, inflation happens. But the changing nature of warfare is such that you’ve then got a situation where you’ve got to produce new weapons. You have to produce them quickly and you have to produce them inexpensively.

So how can we have standards that make for more plug and play? How can the avionics within a cockpit of whatever airborne vehicle be more interchangeable, so that they can be adapted more quickly and do things faster and at lower cost.

After all, cost is a major pressure on government departments right now.

We’ve also got the challenges of the supply chain. Because of the pressure on costs, it’s critical that large, complex systems are developed using a global supply chain. It’s impossible to do it all domestically at a cost. Given that, countries around the world, including the US and China, are all concerned about what they’re putting into their complex systems that may have tainted or malicious code or counterfeit products.

The Open Group Trusted Technology Forum (OTTF) provides a standard that ensures that, at each stage along the supply chain, we know that what’s going into the products is clean, the process is clean, and what goes to the next link in the chain is clean. And we’re working on an accreditation program all along the way.

We’re also in a world, which when we mention security, everyone is concerned about being attacked, whether it’s cybersecurity or other areas of security, and we’ve got to concern ourselves with all of those as we go along the way.

Our Security Forum is looking at how we build those things out. The big thing about large, complex systems is that they’re large and complex. If something goes wrong, how can you fix it in a prescribed time scale? How can you establish what went wrong quickly and how can you address it quickly?

If you’ve got large, complex systems that fail, it can mean human life, as it did with the BP oil disaster at Deepwater Horizon or with Space Shuttle Challenger. Or it could be financial. In many organizations, when something goes wrong, you end up giving away service.

An example that we might use is at a railway station where, if the barriers don’t work, the only solution may be to open them up and give free access. That could be expensive. And you can use that analogy for many other industries, but how can we avoid that human or financial cost in any of those things?

A couple of years after the Space Shuttle Challenger disaster, a number of criteria were laid down for making sure you had dependable systems, you could assess risk, and you could know that you would mitigate against it.

What The Open Group members are doing is looking at how you can get dependability and assuredness through different systems. Our Security Forum has done a couple of standards that have got a real bearing on this. One is called Dependency Modeling, and you can model out all of the dependencies that you have in any system.

Simple analogy

A very simple analogy is that if you are going on a road trip in a car, you’ve got to have a competent driver, have enough gas in the tank, know where you’re going, have a map, all of those things.

What can go wrong? You can assess the risks. You may run out of gas or you may not know where you’re going, but you can mitigate those risks, and you can also assign accountability. If the gas gauge is going down, it’s the driver’s accountability to check the gauge and make sure that more gas is put in.

We’re trying to get that same sort of thinking through to these large complex systems. What you’re looking at doing, as you develop or evolve large, complex systems, is to build in this accountability and build in understanding of the dependencies, understanding of the assurance cases that you need, and having these ways of identifying anomalies early, preventing anything from failing. If it does fail, you want to minimize the stoppage and, at the same time, minimize the cost and the impact, and more importantly, making sure that that failure never happens again in that system.

The Security Forum has done the Dependency Modeling standard. They have also provided us with the Risk Taxonomy. That’s a separate standard that helps us analyze risk and go through all of the different areas of risk.

Now, the Real-time & Embedded Systems Forum has produced the Dependability through Assuredness, a standard of The Open Group, that brings all of these things together. We’ve had a wonderful international endeavor on this, bringing a lot of work from Japan, working with the folks in the US and other parts of the world. It’s been a unique activity.

Dependability through Assuredness depends upon having two interlocked cycles. The first is a Change Management Cycle that says that, as you look at requirements, you build out the dependencies, you build out the assurance cases for those dependencies, and you update the architecture. Everything has to start with architecture now.

You build in accountability, and accountability, importantly, has to be accepted. You can’t just dictate that someone is accountable. You have to have a negotiation. Then, through ordinary operation, you assess whether there are anomalies that can be detected and fix those anomalies by new requirements that lead to new dependabilities, new assurance cases, new architecture and so on.

The other cycle that’s critical in this, though, is the Failure Response Cycle. If there is a perceived failure or an actual failure, there is understanding of the cause, prevention of it ever happening again, and repair. That goes through the Change Accommodation Cycle as well, to make sure that we update the requirements, the assurance cases, the dependability, the architecture, and the accountability.

So the plan is that with a dependable system through that assuredness, we can manage these large, complex systems much more easily.

Gardner: Allen, many of The Open Group activities have been focused at the enterprise architect or business architect levels. Also with these risk and security issues, you’re focusing at chief information security officers or governance, risk, and compliance (GRC), officials or administrators. It sounds as if the Dependability through Assuredness standard shoots a little higher. Is this something a board-level mentality or leadership should be thinking about, and is this something that reports to them?

Board-level issue

Brown: In an organization, risk is a board-level issue, security has become a board-level issue, and so has organization design and architecture. They’re all up at that level. It’s a matter of the fiscal responsibility of the board to make sure that the organization is sustainable, and to make sure that they’ve taken the right actions to protect their organization in the future, in the event of an attack or a failure in their activities.

The risks to an organization are financial and reputation, and those risks can be very real. So, yes, they should be up there. Interestingly, when we’re looking at areas like business architecture, sometimes that might be part of the IT function, but very often now we’re seeing as reporting through the business lines. Even in governments around the world, the business architects are very often reporting up to business heads.

Gardner: Here in Philadelphia, you’re focused on some industry verticals, finance, government, health. We had a very interesting presentation this morning by Dr. David Nash, who is the Dean of the Jefferson School of Population Health, and he had some very interesting insights about what’s going on in the United States vis-à-vis public policy and healthcare.

One of the things that jumped out at me was, at the end of his presentation, he was saying how important it was to have behavior modification as an element of not only individuals taking better care of themselves, but also how hospitals, providers, and even payers relate across those boundaries of their organization.

That brings me back to this notion that these standards are very powerful and useful, but without getting people to change, they don’t have the impact that they should. So is there an element that you’ve learned and that perhaps we can borrow from Dr. Nash in terms of applying methods that actually provoke change, rather than react to change?

Brown: Yes, change is a challenge for many people. Getting people to change is like taking a horse to water, but will it drink? We’ve got to find methods of doing that.

One of the things about The Open Group standards is that they’re pragmatic and practical standards. We’ve seen’ in many of our standards’ that where they apply to product or service, there is a procurement pull through. So the FACE Consortium, for example, a $30 billion procurement means that this is real and true.

In the case of healthcare, Dr. Nash was talking about the need for boundaryless information sharing across the organizations. This is a major change and it’s a change to the culture of the organizations that are involved. It’s also a change to the consumer, the patient, and the patient advocates.

All of those will change over time. Some of that will be social change, where the change is expected and it’s a social norm. Some of that change will change as people and generations develop. The younger generations are more comfortable with authority that they perceive with the healthcare professionals, and also of modifying the behavior of the professionals.

The great thing about the healthcare service very often is that we have professionals who want to do a number of things. They want to improve the lives of their patients, and they also want to be able to do more with less.

Already a need

There’s already a need. If you want to make any change, you have to create a need, but in healthcare, there is already a pent-up need that people see that they want to change. We can provide them with the tools and the standards that enable it to do that, and standards are critically important, because you are using the same language across everyone.

It’s much easier for people to apply the same standards if they are using the same language, and you get a multiplier effect on the rate of change that you can achieve by using those standards. But I believe that there is this pent-up demand. The need for change is there. If we can provide them with the appropriate usable standards, they will benefit more rapidly.

Gardner: Of course, measuring the progress with the standards approach helps as well. We can determine where we are along the path as either improvements are happening or not happening. It gives you a common way of measuring.

The other thing that was fascinating to me with Dr. Nash’s discussion was that he was almost imploring the IT people in the crowd to come to the rescue. He’s looking for a cavalry and he’d really seemed to feel that IT, the data, the applications, the sharing, the collaboration, and what can happen across various networks, all need to be brought into this.

How do we bring these worlds together? There is this policy, healthcare and population statisticians are doing great academic work, and then there is the whole IT world. Is this something that The Open Group can do — bridge these large, seemingly unrelated worlds?

Brown: At the moment, we have the capability of providing the tools for them to do that and the processes for them to do that. Healthcare is a very complex world with the administrators and the healthcare professionals. You have different grades of those in different places. Each department and each organization has its different culture, and bringing them together is a significant challenge.

In some of that processes, certainly, you start with understanding what it is you’re trying to address. You start with what are the pain points, what are the challenges, what are the blockages, and how can we overcome those blockages? It’s a way of bringing people together in workshops. TOGAF, a standard of The Open Group, has the business scenario method, bringing people together, building business scenarios, and understanding what people’s pain points are.

As long as we can then follow through with the solutions and not disappoint people, there is the opportunity for doing that. The reality is that you have to do that in small areas at a time. We’re not going to take the entire population of the United States and get everyone in the workshop and work altogether.

But you can start in pockets and then generate evangelists, proof points, and successful case studies. The work will then start emanating out to all other areas.

Gardner: It seems too that, with a heightened focus on vertical industries, there are lessons that could be learned in one vertical industry and perhaps applied to another. That also came out in some of the discussions around big data here at the conference.

The financial industry recognized the crucial role that data plays, made investments, and brought the constituencies of domain expertise in finance with the IT domain expertise in data and analysis, and came up with some very impressive results.

Do you see that what has been the case in something like finance is now making its way to healthcare? Is this an enterprise or business architect role that opens up more opportunity for those individuals as business and/or enterprise architects in healthcare? Why don’t we see more enterprise architects in healthcare?

Good folks

Brown: I don’t know. We haven’t run the numbers to see how many there are. There are some very competent enterprise architects within the healthcare industry around the world. We’ve got some good folks there.

The focus of The Open Group for the last couple of decades or so has always been on horizontal standards, standards that are applicable to any industry. Our focus is always about pragmatic standards that can be implemented and touched and felt by end-user consumer organizations.

Now, we’re seeing how we can make those even more pragmatic and relevant by addressing the verticals, but we’re not going to lose the horizontal focus. We’ll be looking at what lessons can be learned and what we can build on. Big data is a great example of the fact that the same kind of approach of gathering the data from different sources, whatever that is, and for mixing it up and being able to analyze it, can be applied anywhere.

The challenge with that, of course, is being able to capture it, store it, analyze it, and make some sense of it. You need the resources, the storage, and the capability of actually doing that. It’s not just a case of, “I’ll go and get some big data today.”

I do believe that there are lessons learned that we can move from one industry to another. I also believe that, since some geographic areas and some countries are ahead of others, there’s also a cascading of knowledge and capability around the world in a given time scale as well.

Gardner: Well great. I’m afraid we’ll have to leave it there. We’ve been talking about the increasingly essential role of standards in a complex world, where risk and dependability become even more essential. We have seen how The Open Group is evolving to meet these challenges through many of its activities and through many of the discussions here at the conference.

Please join me now in thanking our guest, Allen Brown, President and CEO of The Open Group. Thank you.

Brown: Thanks for taking the time to talk to us, Dana.

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