Today?s headlines report that big banks have been hit by cyberattacks, according to the FBI. While this news is alarming, it certainly is not surprising.
Hackers are always probing bank systems and even a year ago or so, law enforcement authorities and regulators put out an advisory to banks about criminals hacking into bank employee accounts to infiltrate their computer networks, and in some selected cases to steal funds.
Frankly, this isn?t new news ? it?s just the culmination of old news. I imagine that the authorities and security staff never were able to eliminate the hackers from their systems. They have probably been in there for years, and there have probably been multiple actors, ranging from financial hackers to state sponsored cyberspies.
Wake Up Call
But this should serve as a loud wakeup call for bank Boards to elevate security to the top of their agenda, and to make sure their security staff (e.g. the CISO) are doing everything they can to secure the business. They also need to make sure the CISO and IT staff have the business support they need to make it all happen.
Organizational issues ? as opposed to the technology issues — are generally the main impediments to successful defense of the bank?s assets. Organizations need to be aligned in order to properly defend themselves from cyber-attacks. Senior and board level management need to support security initiatives directly by getting involved, and not just leaving it to the CIO or CISO to figure out. These IT and IS executives can?t do their jobs without business support. And that has to come from the board level, given the siloed nature of these large bank organizations.
What’s the Damage?
While this is cause for alarm, in a sense we should all be prepared for this. When it comes to financial assets being stolen, the banks have strong safeguards in place and can shut down wire and money transfer systems if they need to before too much damage is done. So, for example, some unauthorized money transfers could certainly take place, but they would be limited in number if the criminals attempted a mass attack against the money transfer systems. (Of course the stock market would have an extreme negative reaction if this occurred – hopefully that would be short lived).
As far as the data ? it?s safe to say we must assume all our financial information is subject to theft, as are simple credentials such as passwords. That certainly is not a good situation and banks, intel agencies and other enterprises must do a better job at protecting sensitive data. But I see a lot more money spent on preventing the USE of stolen data than I do on preventing the theft of the data itself – for simple economic reasons, i.e. the use of stolen data directly affects the company’s bottom line. The theft of data generally doesn’t have that impact unless it’s disclosed to the public since the stolen data is generally used at another enterprise.
Most large financial institutions have spent considerable sums on fraud detection systems that prevent the use of stolen data. They are certainly not perfect, but they do catch the majority of fraud attempts. It?s the small financial institutions and their third party processors that we should be worried about because they are not securing their systems as well as they should be.
So while it makes me nervous that this is happening, I do believe the large financial services companies can protect their and our financial assets such that a massive robbery cannot take place. And as noted it?s safe to assume information is no longer confidential and we just have to compensate for that by preventing the use of stolen information for illicit purposes. It?s just the new world order.
As a Gartner analyst, I am fortunate to frequently meet amazing people. Qaizar Hassonjee from Adidas is not only one of them, but one of the most memorable ones among the amazing people. He is at the heart of miCoach, including miCoach Elite, the system developed in partnerships with the top soccer players, coaches and teams of the world where soccer is known as football. For instance, German national team was practicing all last year with miCoach.
We invited Qaizar Hassonjee to talk at our Catalyst conference earlier this month, and he accepted our invitation! I was tweeting like crazy, ?Everyone, drop everything, go to End-User Case Study: Smart Soccer With adidas miCoach Elite Team System!? This session is recorded by Gartner Events On Demand, which offers analyst and guest speaker presentations from all our conferences, woo-hoo!
Qaizar Hassonjee is a passionate leader who knows how to focus and what to focus on. He leads fantastic innovations, like creation of a sensor t-shirt to monitor an athlete?s heart rate and performance. And this sensor t-shirt is washable! I am writing this blog post, because Qaizar Hassonjee and his team got big data right. Here is the Gartner’s definition of big data (which I explained in the past):
Big data is high-volume, high-velocity and high-variety information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision making.
This is how the big data definition plays out in digital sports.
Part 1. High-volume, high-velocity and high-variety information assets.
This is a screenshot of adidas VP of Innovation Qaizar Hassonjee’s talk at Catalyst
miCoach collects players’ heart rate, physiological parameters, geolocation and much more in real time, with a lot of unexpected uses of data. For example, a location heat map was important to people who maintained the field.
Part 2 of the definition. Information assets that demand cost-effective, innovative forms of information processing.
The miCoach team was focusing on serving the right analytics at the right time. They did not make typical mistakes of relying exclusively on their own expertise, but involved cardiologists, physiologists, equipment managers, and of course, coaches and players.
And finally, part 3 of the definition: Information processing for enhanced insight and decision making.
These are the main points that led to success of miCoach because of the big data insights:
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Most BCMP tools meet customer needs for recovery plan management, and a consistent and repeatable plan development process. The growing focus on BCM program analytics and integration into the operational risk management initiative has resulted in increased sophistication of BCMP tools. Read it here: http://www.gartner.com/document/2833119?ref=shareSummary.
Private healthcare providers are expanding across the world. In Asia, although many governments promise state aid for healthcare, the ground reality (See: Market Insight: Healthcare Provider Industry Primer, 2013) is very different (except for arguably the advanced healthcare system in the city state of Singapore). India has focused her attention on providing primary care and has mostly let the private enterprise build secondary & tertiary care (hospitals & super speciality centres set up by likes of Apollo, Fortis, Columbia Asia etc) set ups. But even the primary care set up is perennially plagued by the absence of qualified doctors and staff (something that Telemedicine can partly solve) and is an area that the private sector is now closely exploring (starting from Large Tier 1 & Tier 2 cities). China on the other hand, did invest heavily in healthcare machinery with yearly investments in excess of $ 110 Mn since late 2000s. That investments did create healthcare apparatus (in form of care centres, machinery, equipment etc) , but could not help improve the healthcare quality indicators. The Chinese communist party in the latest 3rd Plenum has now formally invited private sector to help deliver healthcare by allowing increased foreign ownership in Chinese hospitals. No wonder, many private care operators see increased opportunities in the area. The Private Equity Group TPG recently tied up with Focus Group to take over a prominent Chinese Hospital operator Chindex International (listed on the American stock exchange). Fosun Group has ambitious plans to invest in 100s of more hospitals in China just like the multimillion dollar investments planned by India?s Apollo Group.
Within Europe too, more than 35% of all hospital beds in France are now in private care with prominent groups like Generale-de Sante, Medi-Partenaire and Ramsay Healthcare. In Germany, the four big private hospitals hold more than 10% of the total beds. In the U.K., large private care operators like BMI, Spire, Hospital Corp of America, Nuffield health, Ramsey etc are already active and their market share is expected to grow. For ex: Circle Health took over running of Hinchingbrooke Hospital, Serco already runs the community care in Suffolk, Virgin Health is involved in NHS Surrey. Some NHS trusts running in red (with the financial pressure expected to grow over time) are looking for private sector expertise or a ?business partner? from the NHS itself. In UK GP practices also face ?Ofstead? style ratings and under-performing ones will be under pressure to either close or improve performance radically: something where private sector expertise will help. (See: Market Insight: Changes in England’s National Health Service Create New Market Opportunities)
In a nutsell, Private Care is growing all over the world.
Private sector is leveraging technology internationally to achieve success. For ex: Spire healthcare hospital is trialling a wearable technology by SensiumVitals for monitoring vital signs; Circle Healthcare in the UK uses smart phones for doctor consultations etc etc
Leveraging Information Technology & Operational Technology, private providers can build a differentiation; and an area which will present large opportunities for the tech industry.
What do you think?
VMworld 2014 took place in San Francisco, CA this week, with ~22,000 attendees descending for the annual event that showcases VMware?s newest announcements and product/service advancements. I attended once again to pay particular attention to VMware?s cloud movements. Here are a few of my impressions.
Prior to VMworld, VMware announced a rebranding of vCloud Hybrid Service (VMware?s public cloud offering) to vCloud Air. A name is just a name, so I don?t really mind this change and in fact I think it is a simpler brand name. And simple is good.
Most important for vCloud Air is the future direction. vCloud Air is now 1 year old and Gartner clients routinely tell me that in its current state it does not stack up well in feature set to other public CSPs, namely Amazon Web Services or Microsoft Azure. However, there continues to be incredible interest in the future of vCloud Air from the loyal VMware customer base. But where is it going and how fast?
VMware announced several major service expansions including an on-demand pricing model, an object storage service, a database as a service (DBaaS) offering, and a relationship with AT&T for NetBond connectivity into vCloud Air. There were many more announcements surrounding vCloud Air.
VMware leadership informed me that they don?t intend to get into a feature-by-feature war with other major cloud providers and will rather focus on use case differentiation. DRaaS and DaaS were mentioned multiple times in multiple venues as examples of use case differentiation.
I believe vCloud Air will actually have to do both ? compete on feature and differentiate on use cases. Right now features are king in the Iaas and PaaS markets and customers will have decreasing tolerance for a non-competitive feature set. However, I think the innovation engine within vCloud Air is starting to move and the next 12 months will be fascinating. I also suspect VMware might have some tricks up their sleeves and look to differentiate in non-technical features that relate well to large enterprise with significant VMware investments.
Each of the services mentioned above are now baseline and mandatory features that all major clouds must have ? so in many ways, vCloud Air is still far behind. Furthermore, these announcement services are just now in beta and will not move into GA for another quarter or two. Unfortunately, there were no announcements around pricing of these services and VMware will need to be careful here to not price themselves out of fierce competition.
Enterprises are quickly moving from tactical to strategic selections of IaaS and PaaS providers and these decisions are often made on current features and future roadmap. It?s not too late for vCloud Air but the clock ticks fast in this market. VMware will need to aggressively move these services from beta to GA and expand into other important features such as auto scaling, advanced auditing/logging and identity and access management.
vRealize Air Automation
Another common complaint I hear from customers that evaluate vCloud Air is the fact that significant sets of features are only available if you are running the on-premises vCloud Suite - vCloud Automation Center (vCAC) and vCenter Operations Manager (vCOps) being the two significant packages. Unfortunately a lot of the VMware customers that would benefit from vCloud Air are not paying the hefty license fees to operate and run vCAC and vCOps. Therefore, when these customers evaluate vCloud Air, the automation, management and monitoring functions of the native vCloud Air interface is less than impressive.
VMware announced that their management suite is now rebranded to ?vRealize? and a new SaaS-based version of the suite would be rolled out named vRealize Air Automation. This is a big deal for future vCloud Air adoption because it no longer means that customers must run vCAC or other components internally ? which limited a lot of the vCloud Air use to very large VMware customers. Those same very large VMware customers also tend to have robust environments and large datacenters ? thereby potentially not yet needing vCloud Air. A SaaS-based solution for the vRealize Suite will open the door to many new vCloud Air customers ? namely those without the on-premises tools but also will allow VMware to innovate on a feature set roadmap faster than they can do in a shipping product with major and minor version releases.
I expect the vRealize Air Automation solution to start to look and function more similar to the management consoles of AWS, Azure, Google Cloud Platform or IBM Softlayer. And it will also likely go much further and start to compete with popular SaaS-based Cloud Management Brokers like, CSC ServiceMesh, Dell Cloud Manager or Rightscale. According to customers, VMware is a very good management company and management is one of the stickiest parts to continue to leverage VMware technologies.
We do not yet know about the pricing of vRealize Air Automation, nor what the current feature set / roadmap looks like. This is slightly disappointing but not all that unexpected from typical major conference announcements where the announcement generates buzz and the details filter out afterward. I will be paying very cloud attention to this because I believe management is the emerging ugly issue in public cloud services.
VMware Integrated OpenStack (VIO)
One of the lighter announcements on details is also one that I am most intrigued about. VMware announced VIO, essentially a VMware-based distribution for OpenStack. Right now, VIO basically just exposes OpenStack APIs into VMware infrastructure. But it holds longer-term promise. OpenStack is still plagued by installation problems, vendor support and management. But when you consider the large VMware install base within organizations, with a lot of untapped capacity, organizations may want a shortcut to convert some of that into an OpenStack cloud. This is where VMware could do quite well. VMware might be able to deliver this simplicity, but in its current iteration, I think it is still far from that. More importantly, I believe, is the potential for VMware to bring great management to an OpenStack solution.
Some industry experts want you to believe that you don?t need to manage a cloud. That is far from the truth, there is a lot of management necessary, you just manage different ?things?. For example, consider something like auto scaling. You may need to manage VMs less than in a traditional architecture but you?ll have to manage the auto scaling group, the policies assigned to it and configuration and change of such policies. If VMware focuses hard on all the difficult management aspects to OpenStack, VIO has legs.
Docker and Kubernetes Collaboration
Although not a new technology, containers are all the rage in 2014 and will continue so in 2015. The hype in the industry has been that containers will replace VMs and VMware will be severely impacted. Well VMware counteracted this hype strongly at VMworld with an announcement of Docker and Kubernetes collaboration and contribution. I?ve always thought that there is room for containers and VMs to live together for the next several years. I see value in two layers of encapsulation, one at the OS (VM) and one at the app (container) and we cannot ignore the enterprise readiness of VM security and VM management tools. Container management and security still needs improvement so why not combine the two worlds?
This announcement is a very proactive move by VMware. The leadership clearly sees the value in containers and might even admit that far into the future VMs could be at risk. Well if that happens, it now looks like VMware is setup to adjust accordingly. If container management and Kubernetes functionality is integrated into existing VMware management tools, consider the future vision of managing both VMs and containers from a single pane of glass both in a hybrid (VM and container) world or in a transition (VMs to containers) world. This is a huge move and perhaps the best of the lot at VMworld.
There were several other fascinating announcements a bit more outside of my core coverage space so I encourage you to digest the press releases. Gartner clients should then contact the appropriate analyst at Gartner for a more in depth inquiry about what each announcement means for your organization.
What did you think about VMworld 2014?
I had just left home and was driving to the airport for a trip to St Louis, MO and I realized I had forgotten a pair of dress (black) socks. I turned the car around and went back for a pair. I dutifully put them on the passenger seat and resumed my journey.
A couple of hours later I was in a cab on my way to a hotel. It was about 9.40pm. I suddenly remembered the socks. They were still on the passenger seat of my car back in Atlanta!
I checked-in at the hotel and asked if the small store in the lobby sold socks. I was told, ‘yes’. I asked at the little store counter and no, they had sold out of black dress socks. All they had were white socks! Disaster was in the air.
It so happened that a guy was standing close by and overheard my conversation. It turns out he had a spare clean pair of black socks and without hesitating he said I could have them!
I could not believe my luck . Here was a stranger about to save me. I thanked him and I asked if I could buy him a beer. He gladly accepted and we then shook hands and introduced ourselves. He was Shane and his girlfriend Laura. They wen back to their room to get the socks and we met back at the bar.
They were in town for a couple of days and were leaving the next day. They were, would you believe it, air traffic controllers attending a training conference. Funny how I am frequent flyer and these two guys spend their time orchestrating how the planes I live on fly safely around the country. We had a quick chat and it was fun spending a short time with them.
They had only recently become boyfriend/girlfriend, and there was I about to celebrate 20 years of marriage. We exchanged humorous stories of the two different situations. Anyway, the beer was good and the chat was fun. And Shane and Laura saved me in St Louis. Thank you!
The term ?thought leader? has always rubbed me wrong. It sounds self righteous and pompous. Not unlike ?hip? or ?cool,? it?s something you really can?t bestow upon yourself without wholly cancelling its effect.
Other superlatives subject to this rule? Guru. Visionary. Don?t even get me started on growth hacker.
But social media is both ecosystem and egosystem. Here, self-professed thought leaders and self-appointed exemplars have something of a cosmic quality, both infinite in number and sometimes perhaps just a bit starry-eyed by what they have to say.
Don?t get me wrong: the medium has bred plenty of legitimate geniuses with something of great value to share. Lots of them. Seth Godin, Vala Afshar, Ted Rubin, Ben Horowitz all come to mind. These are examples of thought leaders who get it right, in my opinion.
But the question that occurs to me is: When does thought leadership become less about the audience and more about ego? When does it become less about the thought than about the leader themselves?
This question occurred to me over the weekend while reading ?Of Myself I Sing,? Teddy Wayne?s excellent Sunday NY Times opinion piece on the slippery slope of self promotion. Wayne suggests that ?much self-promotion on social media seems less about utility and effective advertising and more about ego sustenance.?
The fact that social media has certain narcissistic qualities isn?t news to any of us. If you?re a Facebook user, you see daily highlight reels in your newsfeed to this effect. But, as content marketers, how do we ensure our audience?not our egos?remain true north?
Here are some tips:
Believe me: I recognize the potential irony of my writing these words from what perhaps you’ll see as my own starry-eyed perch. I write this blog out of habit, for practice, to test ideas, and, frankly, for fun. I write it for you, but also for me.
I can only hope that it?s more about you than about me, but none of us is fully immune. We can only live by a set of principles and consciously try to do better.
This is a guest blog from Joe Skorupa.
The data center market has enjoyed years of relative stability and gradual technological evolution. That is about to change. In response to the early warning signs in this market, Gartner commissioned a new body of research to help our Technology and Service provider clients deal with the impending disruptions. We published the first research note today:
Four Highly Disruptive Factors Will Challenge the Survival of Incumbent Data Center Market
Joe Skorupa | Adrian O’Connell | Errol Rasit | Jeffrey Cole | Michael Warrilow | Roger W. Cox
Summary: There are four market disruptions in play in the DC infrastructure market. Elements of them are already in play, and will become visible no later than early 2016; however, radical action by just one significant player could accelerate the market disruption of any of the factors. …
A few key takeaways include:
Gartner predicts that by year-end 2016, the DC market will undergo drastic change, driven by four disruptive factors: highly disruptive competition, big cloud provider dominance, economic warfare and nationalism. Elements of these disruptive factors are already in play, and will become visible no later than early 2016; however, radical action by just one significant player could accelerate the market disruption of any of the factors.
By year-end 2017, DC infrastructure vendor gross margins will contract by up to 5 percentage points below current levels. This research was created to help vendor CxOs to understand and prepare for a new DC market. However, it can also help CIOs and VPs of I&O to understand vendor market positions to and to develop a process to assess risk.
This post is being writing while attending VMworld, where VMware CEO, Pat Glesinger, stressed disruption on his keynote and where VMware announced their first hyperconverged infrastructure offering. Clearly the disruptions are underway.
The role of chief marketing technologist hasn?t even reached its tenth anniversary. Yet it?s already starting to change. Why?
In many cases, marketing executives are recalibrating the role to focus on more strategic efforts. For example, one CMO I recently interviewed told me she had inadvertently tasked her chief marketing technologist with the type of projects that should have been managed by her IT organization. ?You don?t need a CMT to oversee the automation of marketing operations, or things like SFA,? she said. ?Those aren?t differentiators.?
This CMO has some good advice for her peers. ?Don?t let your CMT fall into the trap of becoming a help desk for marketing. My team started tapping into the CMT to support projects that weren?t strategically aligned with our initiative to generate upside revenue. Others were actually using him to write low priority landing pages because he?s fast. But that diverted his attention away from projects designed to improve net new revenue.?
This CMO took immediate corrective action to get her CMT on the right track. You can avoid a similar situation if you:
Properly scope the role. Remember the phrase, ?if you don?t know where you?re going, any road will take you there.? Make sure you?ve defined the role as a strategic advisor to marketing, as one who can help you monitor, assess then implement emerging technologies that are on your critical path to compete; that are on your critical path for growth.
Align the role with business strategy. If your number one business initiative is to compete more effectively in the digital economy, to avoid losing share to more digitally-savvy competitors, you’ve got a situation any good CMT wants to tackle.
Focus the role on growth. Survey after survey reveals growth as a leading initiative in organizations across all sectors. There are many ways to grow a company, and the digital economy presents unique opportunities to increase wallet share, upsell, cross sell, and offer new products to new customer types. Your CMT can help you put definition around of these strategies, then help you set priorities.
Think customer experience. The digital economy is all about delivering a seamless, compelling customer experience across a greater set of digital channels, touchpoints and communications. But integration is key here. Your CMT, as part creative, part marketer and part technologist is the one most tasked with initiatives that aim to compete on customer experience. This is not an area where traditional IT excels. Today?s CMT however, has expertise, background and knowledge of how experience can be a competitive differentiator.
Remember, technologists have been assigned to marketing before, largely characterized by applying automation to existing business models and processes. But over the past 7-10 years, extraordinary advances in compute power (accompanied by aggressive adoption of mobile, social networks and cloud services) have initiated a string of transformative ideas from digital startups that we haven?t seen since the late-1990s. Often launched from college dorm rooms, these startups regularly reach valuations that exceed $1 billion. CMOs, seeing this renewed innovation, have directed the chief marketing technologist?s attention to securing the organization?s place in a new digital economy.
New business models inspired by the digital economy, require the CMT collaborate with multiple business leaders to deal with economic forces that are changing how the organization fundamentally competes. For example, many companies threatened by digital disruption from more agile players realize they can?t transform their legacy business overnight. Hence, many CMO/CMTs fight back with their own digital startups, leveraging internal strengths young competitors lack: a mature shared services organization. CMTs with startup experience are in particular demand for this very reason.
Hopefully you?re seeing a pattern here. The CMT as business leader.
Check out analyst picks this week for more detailed advice about the evolving CMT.
I start out admitting that I am cynical about a process where I upload my receipt and rely on the retailer to do detailed analysis of competitive pricing to determine if I am entitled to a refund. However I view it as part of my research to try just about everything at least once. After Walmart announced the savings catcher app for smart phones I downloaded it straightaway to see my savings mount up. Well so far not so much. Walmart has repeatedly let me know ?No lower price found!? via email communication. Overall, from receipts that totaled $340, the savings catcher found 52 cents. That is 0.15% of what I spent over the last 6 trips to Walmart.
Of course a major driver of this result is found in the details. A view of the Walmart Savings Catcher FAQ shows numerous exceptions. While this is clearly spelled out it started me wondering about messaging. On the one hand this could serve to reinforce the idea that it is the everyday low price leader. On the other hand logic tells me that I could have obtained better prices on some of these purchases at other stores by simply taking advantage of sales that were excluded from consideration by Walmart. Walmart is one of the few retailers that have been successful using an everyday low price strategy. Although there have been some cracks in the armor, for example expanded ?rollbacks?, could competitive pricing pressures fueled by technology enabled consumers cause more pressure? Taking a step into price matching, first with local ad match and now with the savings app, may change the meaning of everyday low price.
Consumers are increasingly sensitive to pricing, including multichannel consistency and competitive fairness. In fact, trust is increasingly a driver of loyalty. Having built its business model on being the low price leader Walmart will be challenged to ensure that they are meeting this customer expectation. The elephant in the room is of course the extensive list of exceptions Walmart has applied to the process. Can a retailer really retain the title of low price leader when the exceptions themselves speak against this? Is it really not possible to compare a Walmart branded product, for example a can of green beans, to one carried by local competitors? Consumers make these comparisons every day. Should Walmart match promotions such as BOGO?s and buying multiples such as buy more and save more? Absolutely if it wants to keep its pricing positioning.
The most important lesson on pricing in the digital environment is that retailers cannot delude themselves any longer. The customer has as much information at their fingertips as the retailer has and if they cannot trust your brand image you cannot build loyalty. As for me, I am waiting to see if I can catch any savings on the $30 of school supplies I purchased last night.
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Si tiene en sus manos un Windows Phone y aún no ha aprovechado los juegos móviles de Gameloft, esta es su oportunidad para adquirir lo títulos pagos de la compañía a un buen precio. Hasta el próximo 4 de septiembre varios juegos pagos de Gameloft estarán en descuento, reduciendo su precio a la mitad o, […]
Hoy, una torre de transmisión de internet 4G puede, en teoría, ofrecer una velocidad máxima de 100 Mbps. En la práctica, la velocidad llega entre 10 y 30 Mbps. Eso depende de varios factores: la cantidad de usuarios conectados al mismo tiempo, la distancia entre el usuario y la antena, y la intensidad de la […]
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Jimmy Kimmel hizo realidad en su programa lo que muchos vienen soñando: un reencuentro emotivo entre los personajes de la exitosa comedia de los noventa, ?Friends?. Parece ser que la llegada del aniversario número 20 de la serie está poniendo nostálgicos a todos y por eso, el comediante invitó a su programa a Jennifer Aniston […]
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