To the surprise of absolutely no one, Amazon has announced the newest player in tablet devices, the Kindle Fire. The most amazing thing about the Amazon tablet PC isn’t its screen resolution, the Android guts or the partnerships with various content providers for instantaneous streaming via Amazon Prime. It also isn’t its feather-weight 14.8 ounces, despite a Gorilla Glass screen. It’s the price point — $199. It’s enough to make a CIO salivate, isn’t it?
Amazon’s Kindle Fire promises to destroy the small margin of the market left of non-iPad tablet devices. Before the news dropped on Wednesday, the most optimistic of the IT pundits guessed the price point for the new Amazon tablet PC would be $250 at the lowest. From a strategic vantage, it makes sense. Amazon dominates the e-reader market, so it has the luxury of making a wide profit margin. My Kindle was $189, and it’s got a black and white screen. Trying to navigate with the cursor reminds me of playing Pong in someone’s basement in 1984. Supposedly, Amazon will lose $50 per tablet with this pricing structure, so it’s pretty serious about knocking back everyone else.
While iPads in the enterprise are old news, midmarket companies have reserved shiny and fancy tablets for their top brass and star employees in key roles. With the bargain point of entry, the Amazon Fire sets itself up to become the tablet for every budget. In theory, we now have a tablet that is worthy of being deployed to every user in the midmarket company, possibly as a viable alternative to a Palm or BlackBerry. While the Amazon tablet PC will ship with a native email client, don’t assume that since its Android-based, you’ll be able to apply Android salty goodness to your Kindle Fire — Amazon is going to “curate” its app store. You’ll be dealing with a subset of Android business apps that will be at the whim of the mother ship. Even so, the bargain price could be just enough to persuade tablet-wary CIOs to finally take the plunge.
When discussing the Kindle Fire with a midmarket IT manager, he said, “The security holes are terrifying from a business perspective.” Another caveat: The proprietary Silk browser will route all Web traffic through a proxy server. Amazon will already know the users’ Amazon account, so you better believe that it’s going to harvest some of that behavior pattern information for business intelligence purposes. Given how much Amazon already demonstrates that it knows about my buying habits, I’m kind of creeped out.
What do you think? Have tablet devices finally dropped to the point where you’ll consider them for your second- and third-tier staff? What does the Amazon tablet PC mean for your mobility strategy? The comments are ready to start the discussion on cheap and easy tablet devices in the midmarket.
By my reckoning, HP management hasn’t made a good decision since about 1999. After Lew Platt, HP did the following: hired Carly Fiorina, bought Compaq (which hadn’t yet digested Digital Equipment Corp.), fired Fiorina, hired and fired Mark Hurd, and hired and fired Leo Apotheker in less than a year (and made tons of other acquisitions). How long do you think former eBay chief Meg Whitman — named HP CEO last week — will last?
“The HP Way,” it seems, is in some dire need of the stimulus dollars being spent on the rest of the nation’s crumbling infrastructure.
The innovation culture has given way to a culture of pervasive corporate restructuring, refocusing and repositioning, the latest being the muddled message about divesting the PC and WebOS businesses. Meanwhile, the person probably best suited to guide HP since Platt all along, Ann Livermore, was sidestepped at least twice for the top job at HP and this year booted up to a board role.
In the midst of all that, Mark Hurd said, “Everything we do must be for the customer. If it’s not, then we need to reconsider why we’re doing it.” Customer focus certainly would be the best and most obvious purpose of the CEO, but too often the reality is that his or her main purpose is satisfying the shareholders, most of whom are not HP customers.
This is not exactly the “Innovator’s Dilemma,” but it does help explain how a company that rose to power on flat innovative management has become a giant ship drifting around, trying to find its way in the ever-changing currents of the post-dot-com seas. If Whitman is to succeed, she needs to simplify the message to shareholders, customers and employees alike. That may be difficult, when it’s hard to tell if there is a message left to tell.
Fall has fallen, and that sound you hear is the end of the year starting to whirr out of control. Stay on top of the latest blogerati posts with our handy little smorgasbord of IT-centric tidbits. We’ve got some insider scoop on a possible iPhone 5 release date and also loads of tips to improve people skills, as well as a discussion on whether it’s worth your time and money to chase down data reduction.
• Can you bank on your handshake? That’s one of 15 not-so-obvious tips that Kate Nasser lists to improve people skills and get ahead in an IT leadership role.
• Is corporate IT as we know it dead? The news that users are circumventing IT support when purchasing phones has Forrester analyst Matthew Brown defending the future of corporate IT.
• Is data reduction technology a wasted effort? Stephen Foskett takes a closer look at the ROI on data reduction technologies in the face of free compression and deduplication already present in many SSDs.
• Firms of all stripes wrestle with version management, but check out these practical tips for simplifying hardware and software registration.
• A little Zen for your work week: A fascinating look at how the stories heard time and again become the underpinning of our technological advancement, including a look at what Galileo has to do with the economy.
• A new key to the release of iPhone 5 and iOS 5 launch: Apple is forbidding its employees to take vacation during the second week of October. Could this really be it?
• If you think your job is tough, you don’t know the half of it. Survey respondents listed “director of information technology” as the most hated job of all time. Guess the survey respondents really worked with some CIOs who needed to improve people skills.
Two months ago, I predicted “a huge exodus of Facebook users over to G+,” but Facebook isn’t going out without a fight. It continues to chase some of the innovations of Google+. Earlier this week, Facebook revealed a completely new methodology and user interface, much to the dismay of its users. Then on Thursday at the Facebook f8 conference, Mark Zuckerberg announced another upcoming series of new Facebook changes, including a massive redesign of the interface. Brace yourself for a flurry of unending complaints that will undoubtedly clog up your status stream. The Open Graph protocol and new Timeline will hit Facebook in the next few weeks — or if you’ve got a developer account, you can start using it right now.
Of course, if you are using any form of social media, you’ve already rolled your eyes over the moans of change from the other people in your social stream. It’s getting a little tired: Netflix changed its pricing tiers three weeks ago, and many of those customers lit up social media networks with their complaints, too. Netflix is now expecting to lose a million customers based on this change. That translates to more than $15 million in lost revenue per month due to an internal structure change with a lousy name. (Come on … Qwikster? Really?)
An interesting distinction is that few people are saying that they are going to leave over the new Facebook changes. Why? Well, Facebook doesn’t hit your wallet. I was going to say “it’s free,” but we all know that there are intangible costs associated with social media. Interestingly, the CEO of Netflix has announced a partnership at Facebook F8 as well, hitching his own horse to the Facebook wagon, perhaps in attempt to regain some of that lost market share.
Back in the day, a company’s IT department was a benevolent overlord. The IT guy got your email set up, reset your passwords and, if you were lucky, gave you an upgraded monitor when you brought him cookies (not that I’ve ever successfully bribed an IT person — cough). Users were just that: USERS. They took what they got, and while they might grumble in the cafeteria about their locked-down access, they certainly never dreamed that they could affect change within the IT department.
Contrast that with today’s environment: Between the BYOD madness and the consumerization of IT, we’ve empowered our users to think for themselves — whether we like it or not. On Tuesday, Scot Petersen asked what IT consumerization means to different people. He suggests buying cycles or the way that IT manages consumer products in the business, but I suggest that IT consumerization has another facet: The consumer now feels empowered to not only influence but also push back at the decisions made by the technological trendsetters. This grumbling about the new Facebook changes from Facebook f8 on the very same platform is fairly meta but certainly not a blip. Expect the consumer to become more vocal about questioning decisions and actions taken by IT, both inside and outside your company.
While the consumerization of IT has led to some amazing things (iPads in the workplace, anyone?), it’s a double-edged sword that the savvy CIO will consider when transitioning change to her user base.
What do you think? The comments are ready to get down and dirty with the new Facebook changes revealed at Facebook f8 as well as the question of user empowerment.
We’re hearing a lot about the “consumerization of IT.” What does this really mean?
There are two parallel lines of thought: One is that IT consumerization is a change in the typical buying cycle of enterprise technology buyers. Whereas before cycles were longer — sometimes years on particular products — now they’re being reduced to cycles that resemble those of consumer buyers: two to five months.
The other idea is that IT consumerization is about how consumer products — smartphones, iPads, social media — have entered the enterprise and as a result are changing the way IT manages such products. There’s more potential than reality in this trend at this point, but the leaders will embrace the idea rather than fight it even though major issues, like security, will have a say in how the trend evolves.
What is the reality in your workplace? Are both of these trends evident?
Twiddling your thumbs waiting for the iPad 3 launch? We’ve got scoop on the hottest tidbits from around the Web, including a bit of a sticky situation for Google and the creepy potential of big data.
• Cross this off your Christmas list: The iPad 3 launch will be sometime in 2012.
• Nietzsche said that when you look into the void, it looks back. Gartner analyst Andrea Di Maio asks the same question of big data.
• Proof that too big can be a bad thing: Google will face a Senate antitrust panel, as its growth is raising some eyebrows.
• Small businesses think they’re innovative, but maybe they’re just fooling themselves. A new study suggests that few small businesses bring anything truly new to the marketplace and instead merely improve upon an existing service.
• Dreaming of a day when your computer can read your mind? That day might be sooner than you think.
As a CIO, it’s your worst nightmare: The marketing department dreams up some fantastic promotion aimed at the very core of its prime demographic. The team stirs up a public frenzy with slick advertisements and viral buzz, imprinting the release date into the consumer’s brain. Then when the fateful day arrives, the servers crumble and grind to a halt, leaving consumers and the entire company staring at the IT team for underdelivering.
We’ve seen it time and again. It’s only been a short four months since the Lady Gaga Amazon e-commerce cloud failure . Unfortunately, this time mass merchandiser Target was caught unprepared to handle the onslaught. Its much-anticipated Missoni for Target collection was released on Target.com at 6 Tuesday morning, grinding the website to a halt.
Target had depended on the Amazon e-commerce platform to host and run its online presence for a decade. After spending two years developing its own infrastructure, it redesigned and launched the website on its own platform three weeks ago. Then it saw one heck of a christening with the Missoni for Target collection, which drew more traffic than Target normally gets on the busiest shopping day of the year. The eager consumers basically created an organic DOS attack on the site.
While pundits are certain that the Target brand won’t suffer long-term damage from this fiasco, it still begs the question of why Target was caught without adequate tech for the promotion. It had to have some inkling that the Missoni for Target collection was going to be huge, and that frantic consumers would hammer the website. While I understand that Target made a strategic move to support its own infrastructure, wouldn’t a cloud failsafe be logical in the event of traffic spikes? The retailer should be no stranger to obscene amounts of traffic and unusual data. I tested the site throughout the release day and found it still unusable more than 16 hours after the collection’s release. That’s some serious loss of usability, right there.
While the smoke is still clearing, I’ll be curious to hear details on the point of failure. Was the new platform incapable of handling the traffic? Bandwidth? Some facet of the shopping cart system? Would this have happened if Target had stayed on the Amazon e-commerce platform? It’s possible that we’ll never know, but for now, there are a lot of angry Twitter and Facebook posters who found themselves empty-handed after items sold out on Tuesday. Unlike Amazon’s quick resolution of the Lady Gaga fiasco, Target’s IT team will have an uphill battle to restore consumer confidence.
Even the big guys fail and fail big sometimes. Judging from their track record with data spikes in the past, I suspect that had they acted like a midmarket company and left their e-commerce in the cloud, the Missoni for Target release would have been all win.
No huge loss. I use Windows XP, at work and therefore still have to rely on Google Desktop, but my family’s Windows 7 and Mac machines include quality local PC search functions with the operating systems.
What is surprising is the speed of the application lifecycle in the dot-com age. You will recall that after just three years Google killed Google Health, losing a big bet on personal health records.
Slower-than-expected user adoption was one of the main reasons behind that demise. That can hardly be the reason for ending the reign of Desktop (though others, like Sidewiki, probably had relatively few users).
The concern here is user adoption and confidence. Google certainly wants to keep its users around, but it’s more interested in the big online plays, not marginal add-ons and perennial betas. These recent app deaths aren’t a big deal, but Google Health was. Users need to know they aren’t going to get the app pulled out from under them once they’ve made a commitment.
You might not be ready to say goodbye to summer, but it’s definitely fiscal year crunch time. If you’re like most CIOs, you’re already feeling the pressure and are buckling down to do some serious heavy lifting on your special projects and big picture things like your cloud computing strategy and corporate policies, as well as less fun topics like spending and budgetary austerity. We’ve loaded up a quick executive summary of the best around the Web, including a retrospective on how the 9/11 attacks affected how we approach IT, how we’re managing our work-life balance, and great advice for revisiting your cloud computing strategy.
• We know that 9/11 changed the way we travel, but it also changed the way we approach surveillance in the U.S.
• If you’re thinking about virtualization and your cloud computing strategy, Savio Rodgrigues reminds you to ignore the preview pricing and consider the long term when engaging cloud vendors.
• How rock solid is your corporate social media policy? A judge ruled that five employees who complained about their jobs on Facebook were unlawfully fired and that workers can safely vent their frustrations on social networks. Yeah, probably still not a good idea.
• One new startup is renting the iPad 2 for domestic flights, aiming at the family and casual traveler, but business users might also take advantage of the in-flight connectivity when flying in a laptop-defying coach seat.
• Feel like your work-life balance is a little weird? It’s not just you. A new iPass study finds that 95% of employers either encourage or tolerate workshifting, which means you are probably already doing it and you might not even realize it.
• Do your project leads need to be reminded of the five immutable principles of successful project management?
• Is proprietary open source just an oxymoron? Scott Fulton gives the low down on the new inclusive open source world order.
• Should businesses adopt a multichannel messaging strategy? George Schlossnagle urges businesses to think outside of the old paradigm and look to smartphones and social media.
Last week, CIO Symmetry was in the middle of a veritable booth babe coup. I never would have imagined that the VMworld 2011 promotional models would be such an emotional subject and, yet, the blog post was retweeted multiple times and garnered several response posts, like these from Jon Toigo and Anthony Vandewerdt. I wasn’t the only person offended by the VMworld 2011 booth babes. Some commenters questioned what was the big deal, citing the fact that the booth babes were there of their own will (well, they’re being paid by vendors, actually) and missed the crucial point, which blogger Matt Simmons summed up nicely:
What you end up with is the situation where you, as a conference-goer, walk up to a booth and, because you’re no stranger to how this works, ignore any attractive woman and talk directly to a male at the booth. You assume immediately that any attractive female is there simply for their physical appearance, not for the value that their knowledge brings. This is wrong on every level, and it’s an insidious form of objectifying women — it happens gradually, over time, and the more booth babes you see, the more ingrained it becomes.
On Twitter, the argument picked up even more steam. Hilariously, someone pointed at one VMworld 2011 vendor as an example of booth babe overload, and the vendor piped up with “2 out of 3 of our ‘babes’ had MSc in Elec Eng & could pitch us technically.” See? Even those of us on the anti-booth babe camp have a hard time resisting the objectification.
Simmons has put forth a call to action, asking the IT world to take booth staff to task for employing booth staff with no product knowledge, and also suggests that protesters make it count to the vendors’ bottom line by refusing to do business with them.
What do you think? Should booth babes be banned (try saying that four times fast)? Is this a whole lot of noise about some harmless promotional models? Vote your conscience in our quick and dirty informal poll!