A customer loyalty or a customer service department may not be the most “analytically inclined” departments within a business, but they may have some of the best data. That’s according to Tom H.C. Anderson, consumer insights expert and founder of market research firm Anderson Analytics LLC. In fact, he advises businesses forgo analyzing social media data in favor of milking those internal and potentially lucrative cash data cows.
“Phone calls that come in from customers, for instance, and emails — whenever there’s contact like that, there’s a lot of information being generated,” Anderson said. The information ranges from unstructured text to structured data that can be as specific as an SKU number.
That data, alone, is valuable. Combined with other metrics, such as consumer behavior or ad campaign success rates, it becomes more valuable still. And much more valuable, in his view, than a folder full of tweets.
But he’s not preaching to the choir. Businesses have bought into the notion that social media and customer insights are joined at the hip. Plus, what Anderson is proposing companies do instead is not easy. As CIOs know, accessing and integrating data from different sources — let alone different departments — remains a challenge.
Next week, Anderson will moderate a session on customer analytics at the Useful Business Analytics Summit in Boston. In advance of the summit, I had a chance to sit down with him and talk about why businesses should be wary of social media data.
What is the biggest challenge businesses face in consumer analytics and how can CIOs help business overcome that challenge?
Part of the problem has been and continues to be just the sharing of data — getting access and combining the data that matters most. On the one hand, everyone’s rushing toward social media data because no one owns it — it’s free, available …. Meanwhile, the data companies are already collecting, [they] aren’t merging. So, what I’m talking about, for instance, are things like customer satisfaction survey trackers along with metrics such as actual behavior — how much a customer spent, how successful were certain campaigns, and returning behavior. Giving people access across departments to that data and doing more interesting analysis that involves more than one set of data and using the data that’s most suitable to answering the business problem: That continues to be a challenge.
It sounds like you’re suggesting that companies need better data accessibility as well as user-friendly tools that can provide that access or enable consumption.
Both of those. Tools are becoming more powerful and easier to use, so we have that. Where there’s a shortage is of people who are good at analyzing the data. One of the things I’ve championed for is that the consumer insights/market research folks should play a greater role [here] because they have so much experience analyzing customer behavior already.
Let’s get back to social media data.
They call it ‘social media data,’ but, really, 80% of it is Twitter data … Facebook, LinkedIn — all of that other stuff is off limits.
Why are tweets so attractive? Is it because the business is data hungry and tweets are easy to access?
People think just because data is big it’s got to be important. No. Data is as interesting as what it represents. And in this case, [tweets] represent about 10% of the population. And there’s huge overlap between the 10% who blog and tweet. They’re not your average person. They’re very different from the average LinkedIn or Facebook user. …
Yes, [the attraction] is partly because it is so easy to gain access to and it’s also the way it’s being sold. [The message has] moved, to some degree, away from, ‘you’re going to find the answer to every question in social media monitoring.’ (Not totally, some people are still claiming that.) But [now they're] selling it as a fear factor-type thing, saying, ‘You can’t afford not to listen to Twitter because, God forbid, one person says something bad about your company.’ I’d argue that’s not a good reason to spend a lot of money on Twitter.
The real point here is that businesses [caught] in this social media frenzy are forgetting they have interesting, much richer data that can answer a lot more problems.
What are businesses doing with that social data other than listening?
The short answer to that is, it’s very limited. I’m invited to speak to 20 conferences a year, so I’m exposed to a lot of presentations, and a lot of them are about social media in one respect or another, but I’ve yet to be really impressed.
Now there is talk about doing customer acquisition targeting on social media. So, in other words, somebody who’s selling home insurance, [will use] algorithms to look for people who are tweeting about buying a new home. You find them, classify them in certain income groups and so forth, and [determine if they're] a good target to sell your product to. But that’s still very much vaporware. It’s good in theory; it’s not actually being done.
Do you see this changing anytime soon?
A few years ago, we were talking about walled gardens. Facebook has a walled garden, LinkedIn has a walled garden. In other words, they own the data. We were talking about how all data is going to be free for everyone — like Twitter. Because Twitter [uses] basically the same technology that blogs [use]. You post it out there and it’s pushed to everyone. But that never happened — these walled gardens coming down.
Instead, we see the opposite: Data is being protected more. Facebook has access to obviously large amounts of extremely interesting information on everyone. Google is another one. And what do you think is going to happen? It’s not going to be about sharing that data. People are thinking more about privacy and there’s legislation happening. Some people in my industry for whom data is important seem to think Amazon, Google and Facebook will protect us from that legislation … but the opposite is going to happen.
Facebook, Google — there’s more for them to gain by closing the opportunity — basically a data monopoly. So Facebook and Google can say, ‘You’re right. Privacy is an important issue and nobody else can protect or should have access to this data. Let’s close it up and make sure we don’t have any competition.’ And that’s really what they’re petitioning the politicians for.
A study released today by cloud security startup Netskope reinforces what CIOs already know: Your business users are using a ton of cloud apps, many of which are unknown to your IT department and three quarters of which are not — repeat, are not — enterprise-ready. Another turn of the screw? All this rogue IT will potentially cost you — big time. The study estimates that the use of cloud services by the business increases the likelihood of a data breach three-fold.
“It is not time to run for the hills, it is not time to build a bunker and move all your data underground, it is just time to embrace reality: that shadow IT is alive and well,” Jamie Barnett, vice president of market data at Netskope, said.
Conducted by the Ponemon Institute, the independent study surveyed 613 U.S. IT and IT practitioners who identified themselves as familiar with their company’s use of cloud services. From the study:
- Respondents believe 45% of all software applications used by organizations are in the cloud, but exactly half (22.5%) of these applications are not visible to IT.
- Respondents estimate that 36% of business critical apps are based in the cloud, yet IT lacks visibility into nearly half of them.
While about half of respondents (51%) said that their company’s in-house IT services were “equally or less secure” than cloud-based services, 66 % also said their organization’s use of cloud resources does diminish its ability to protect confidential or sensitive information.
Nearly two-thirds (62%) of respondents believe the cloud services used by their organization are not thoroughly vetted before deployment. More than two-thirds (69%) of respondents believe their organizations are not proactive in assessing information that is too sensitive to be stored in the cloud.
Impact of rogue cloud services on likelihood of breach
This laissez faire governance exacts a high price, according to the study. A May 2014 study by Ponemon established a cost of $201.18 per lost or stolen customer record. When survey respondents were asked how the current use of cloud services at their companies might impact the probability of a breach, the result was three times. From the study:
- Respondents estimated that every 1% increase in the use of cloud services will result in a 3% higher probability of a data breach. This means that an organization using 100 cloud services would only need to add 25 more to increase the likelihood of a data breach by 75%.
And when a data breach happens, don’t expect much help from your cloud provider.
- Almost three-quarters (72%) of respondents believe their cloud service provider would not notify them immediately if they had a data breach involving the loss or theft of their intellectual property or business confidential information, and 71% believe they would not receive immediate notification following a breach involving the loss or theft of customer data.
Here’s what will hike up the cost of a data breach
Not all data breaches are created equal when it comes to monetary damage. Certain activities can drive up the cost of a breach. The cost of lost or stolen customer information rises when:
- An organization increases the backup and storage of sensitive and/or confidential customer information in the cloud (which can cause the most costly of breaches),
- An organization expands its primary cloud services too quickly and experiences financial difficulties,
- An organization increases its use of cloud infrastructure services (IaaS).
The cost of lost or stolen confidential business information and high-value IP rises when:
- An organization uses Bring your own Cloud (BYOC) — which results in the most costly of breaches involving high value IP,
- An organization increases backup and storage of sensitive or confidential information in the cloud,
- An organization’s primary cloud provider fails an audit that concerns its inability to securely manage identity and authentication processes.
So what can CIOs do to stop a costly data breach from happening? There is no guaranteed solution yet.
But despite this risky behavior by some of your employees, Sanjay Beri, CEO of Netskope, advises that CIOs not “shut your end users down even when they perform these risky activities…. In 99 % of the cases, they’re not malicious people. They’re just doing things because they don’t know better.”
Instead, Beri encourages CIOs to investigate what is really going on with cloud app usage in their company, put policies and rules into place, and coach employees on safe usage of cloud apps.
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34
It might be time for CIOs to get their heads out of the cloud. Or almost time? Many experts seem to think that in the future, computing and storage of data will happen closer to the ground in the “fog” — by necessity. Objects and things that never had a technological component soon will. By 2020, it is estimated there will be 50 billion “smart” things equipped to automatically transfer data over a network.
Fog computing, a term coined by Cisco and also known as edge computing, rests on the notion that it’s impractical to send all that data from this Internet of Things (IoT) up to the cloud to be stored and analyzed. So why not provide the ability to compute, store and analyze data from these devices at the network’s edge?
Gartner analyst Andre Kindness uses home sensors as an example. Rather than transmitting all the data collected by these sensors to the cloud, find a way to store and analyze some of the information locally. “So what you’re doing is taking some aspects of the cloud, that computation of storage, and putting it right next to those sensors, right in your car, right in your house.”
Given plans by Google, Samsung, Apple, you name it, to get into the home automation business and the plethora of other devices — think jet engines — that already do or may soon collect data, the idea of edge computing certainly makes sense. It’s the semantics that seem to rile people up.
Asked to explain what fog computing is, Forrester Research’s James Staten, a prominent cloud analyst, basically scoffed. ” It’s a mktg [sic] term from Cisco, who is nowhere in the cloud era and thus needs desperately to either distinguish themselves within it, or move the ball to some place new where they think they can be a leader,” Staten said in an email. “What they want to call Fog we already call Mobile and IoT. I wouldn’t buy into the hype.”
The challenge didn’t fluster Cisco’s Todd Baker, head of IOx product management, Internet of Things business unit.
“How is fog different from Internet of Things? I would answer that it’s not,” Baker said. “IoT and fog are related, but fog is more an architectural statement within IoT and as a complement to what happens in the cloud, not an alternative.”
In this architecture, smart devices are at the ground level, fog computing in the middle, and cloud computing on top. The local computing may, for example, determine that some data should be transmitted to the cloud for more analysis, but in this scenario not all data will need to go back and forth to the cloud for processing. Nor could it possibly, in the IoT world to come, according to Gartner’s Kindness.
“If people say we have [IoT] today, they’re crazy,” Kindness said. He pointed out that what we have now is on laptops and on mobile phones but that’s only the beginning. Soon cars, homes, manufacturing plants and more will be part of the IoT. Baker concurred.
“You think about consumer technologies, wearables, it’s really small end points sending almost no data up to a cloud service. Fine, right?” Baker said. “But when you start looking beyond the consumer, the fog really becomes a necessity.”
Airplanes, for example, produce 10 terabytes of data every 30 minutes, Kindness pointed out. In the past, this data was kept on the plane and wasn’t shared while in flight. But being able to share data from airplanes is an important advance, as the mysterious disappearance of Malaysia Airlines Flight 370 shows. And this advance is nearly impossible with cloud as the only option, according to Kindness. “You cannot move that data over a satellite connection back to a home base. What’s going on with the engines and readjusting things on the engine and stuff like that has to happen on the plane itself.”
Baker believes it is none too soon for CIOs to start grappling with the IoT. Fog could help “the CIOs actually [solve] this torrent of data problem that they have and that may be preventing them from actually going after innovation with data at the edge,” Baker said.
Let the fog (computing) roll in. We at SearchCIO plan to investigate.
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34
If there’s one thing CIOs should take away from this week’s technology acquisition news, cutting-edge technology — while certainly key — is only one piece of the IT puzzle. As this week’s Searchlight underscores, finding the right talent to leverage these technologies is crucial to IT success.
First up: Apple’s $3 billion buyout of Beats earlier this week. You’re probably thinking, headphones! Speakers! But while it is hardware that first comes to mind — and Apple’s headphones certainly aren’t anything to boast about — it’s the Beats Music streaming-music service, and particularly its innovative architects, that Apple was after. As Apple CEO Tim Cook put it, “Beats provides us a head start. They provide us with incredible people that don’t grow on trees. They’re creative souls, kindred spirits,” referring to Beats Music’s legendary co-founders (and now-Apple execs) Jimmy Iovine and Dr. Dre.
The integration of Beats’ music subscription model into the tech giant’s business (which already has 800 million customers) could really push the previously absent Apple into the forefront of the burgeoning music streaming space (and make Spotify squirm). Beats’ speaker and headphone business was only icing on the cake. (Or maybe more than icing: With Apple’s tech chops and Beats’ creative brand, perhaps wearable computing — and going toe-to-toe against Google Glass — is next.)
Speaking of Google, that tech heavyweight is also discovering the value of staff diversity — by disclosing its lack thereof. The company published its first internal diversity report, revealing a workforce that’s 70% male and 61% Caucasian. Talk about untapped talent. The technology industry’s lack of diversity, the longstanding butt of many jokes, is no laughing matter, but at least it sounds like Google’s willing to take the next step.
“We’re the first to admit that Google is miles from where we want to be, and that being totally clear about the extent of the problem is a really important part of the solution,” wrote Laszlo Bock, Google’s senior vice president of People Operations, in a blog post.
In other tech news: what Google’s purchase of Nest means for privacy; China threatens another blow in its hacking feud with the U.S.; and youngsters (future innovators?) come up with brilliant ideas to conquer global waste.
Get up to speed on the latest tech news at this week’s Searchlight!
With the Internet of Things (IoT) the sky is the limit for CIOs; just be smart and don’t fly too close to the sun, warned a panel of experts at the 11th annual MIT Sloan CIO Symposium. With all the opportunity IoT brings, it also brings plenty of challenges. Here are four issues for CIOs to consider:
1) Integrate IoT into your business process model.
The first challenge is coordinating the IT and the business teams around an IoT initiative, said Chris Kuntz, senior director of business development at Thingworx, a PTC business that offers a platform for building and running IoT applications.
“It’s not a coder who knows nothing about the business, right?” Kuntz said. “It’s putting the power of these solutions in the hands of the business analyst or somebody who has context into what problems need to be solved.”
IT must also be aggressively present at the IoT table to help their business colleagues see how IoT might solve business problems, said Dieter Haban, CIO at Daimler Trucks North America.
“Sometimes the business doesn’t know that technology can be a shortcut for that problem,” said Haban, who has a PhD in computer science. He said he welcomes input from both the business and his own IT team. “I try to be a boss that’s supportive of ideas because it’s the ideas of the people that make things happen.”
2) Connect the dots between the data point and the fix.
It’s not enough to just integrate IoT into your business process model and into your products. The sensor technology must ultimately solve a problem for the end user, not simply function as a broadcast channel.
Kuntz gave an example of when the “check engine” light came on in his Audi.
“So I’m thinking, ‘Ok, this is a smart kind of vehicle. It’s going to fix itself or something is going to happen’,” Kuntz said. “It was a smart product, it knew something was wrong, but it wasn’t a connected product, so nothing got fixed until I went into the service department and had it fixed.”
This is where Daimler trucks are a step ahead, according to Haban. He said that every Daimler truck made in the last two years is equipped with sensors that signal to Daimler when something is wrong with the truck, and what exactly is wrong. Daimler can then contact the truck owner to inform them of the problem and — here’s the next step — find a dealership near where the truck is located. Daimler then contacts the dealership and tells them exactly what is wrong with the truck before the truck arrives. Once the truck arrives at the dealership, the dealership simply scans the truck’s number and knows what needs to be fixed. The truck is fixed and the customer is on their way without having to do anything except drive.
“So we connect all the parts together to make good customer service,” Haban said.
3) Find a common architecture (Think avatars?)
If there is one thing that is deeply flawed with IoT right now, according to the expert panel, it’s the lack of a common IT architecture.
“It all sounds nice to say, ‘Oh, connect things up,’” Sanjay Sarma, professor of mechanical engineering at MIT, said. “But we need to come up with an architecture — which is missing.”
But, never fear, this is MIT talking after all. Sarma sees a possible solution on the horizon — or at least a good start for one.
“My argument is the future lies in what I call the ‘cloud of things’,” Sarma said. “The idea is you take every object and you create an avatar in the sky. And it’s the avatars that talk to each other; it’s kind of like Second Life.”
4) Confront the security and privacy issues of IoT.
The lack of architecture surfaces a fourth problem — lack of security and privacy.
“So another reason to have a defined architecture is to align all our guns and solve the security problem,” Sarma said. “People are just making stuff up as they go now.”
CIOs should not only be thinking about security and privacy in terms of their own businesses, but also in terms of customers’ concerns.
For example, one audience member at the MIT Sloan CIO Symposium was concerned about how Haban’s sensorized trucks were being constantly “followed” and the potential for this tracking to violate customer (or the driver’s) privacy.
“We don’t record the things that we shouldn’t record,” Haban said. “This is really for maintenance and for helping the driver who is staying on the road. So it’s not like we monitor your heart rate or whatever. We make sure that we have predictive information so the engine keeps on running… that’s our goal.”
But as for how businesses can allay the privacy concerns of their customers? The answer has still yet to surface, the panel said. And the potential for privacy breaches broadens daily. Even the home is no longer a person’s castle. Domiciles are becoming part of IoT and thus are hack-able.
“When you look at things in your house you should be able to control them in the same way that you are controlling your social network,” Kuntz said. Meaning, you should be able to decide who sees what, what gets shared, etc. But the panel seemed to suggest, good luck with that.
Sarma made the point that IoT is already in a number of places but people are just not aware of it.
“Don’t kid yourself, we can hack your car today. So my point is, in fact, you’re already in the Internet of Things. Forget the future, you’re already there,” Sarma said. “We stumbled into this blindly. If anything, now we’re going to confront the issue.”
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34
Digital technology is rapidly evolving — how will enterprises ever catch up? And who should lead the charge? Those were the top-of-mind questions for every IT executive who attended the 11th MIT Sloan CIO Symposium, this week’s Searchlight headliner.
Luckily, as was evident from the variety of digital advice-filled sessions to choose from, there are many points of entry in the quest for digital transformation. The first step: Be fearless. Just take panelist Tanya Cordrey’s word for it: The chief digital officer at Guardian News and Media led The Guardian‘s major global domain change and expanded the media property’s global audience to 84 million unique visitors, among other successes. The key, she said, is to play the role of “digital facilitator” and encourage the rest of the company to be a “courageous” news organization.
Her fellow panelists — which included MIT CIO Leadership award-winner Thaddeus Arroyo, CIO of AT&T; Robert Tas, CMO of Pegasystems; and George Westerman, research scientist at MIT’s Center for Digital Business — were in accord: Go digital (to keep up with an increasingly connected customer base) or go home.
Another factor for digitally evolving enterprises — particularly those with legacy systems — to consider: smart, interconnected devices. At ZDNet, HP’s Oliver Marks wrote this week about “the end of social,” or the idea that social networking silos will become extinct as organizations keep up with newer systems of engagement and become more digitally focused on the consumer. Today’s customers prize the ease of use and speed of their digital experience (points brought up at the aforementioned MIT session, by the way), and this spells integration problems for companies with older systems. “This [integration] is the goal of overarching digital enterprise transformation efforts which seek to create coherence of collaboration and interactions across companies,” Marks writes, urging organizations to leave old ways of “social business” thinking and focus on becoming more flexible and agile to be able to keep up.
In other tech news: Yes, another breach (sigh), this time of eBay’s database; Martha Stewart provides drone use-case tips from personal experience; a double-amputee calf gets fitted with high-tech prosthetics; and more.
Get up to speed on recent tech happenings in this week’s Searchlight!
Digital innovations have disrupted how we live; a tech-savvy populace now equates a great user experience with exceptional digital experience. So it’s no surprise that companies are adding digital chiefs willy-nilly. In addition to the CIO role, we’re seeing chief marketing officers (CMO) and chief digital officers (CDO). Question is, which of these C-level execs should rise to the occasion and take charge of a company’s digital transformation?
At the 11th annual MIT Sloan CIO Symposium, the resounding response to that question was…no one. Well, not one person, at least. Turns out, “going digital is a team sport” and departments need to work outside of silos, said the conference’s 2014 CIO Leadership Award winner Thaddeus Arroyo, CIO of AT&T Services. And yes, Arroyo was the lone CIO on the panel of a session titled, “CIO, CMO, CDO Perspectives on Digital Transformation.” He added that a digital transformation has to be an “aspirational experience,” meaning that every department should consider digital transformation its job, not just the job of the company’s digital properties. For example? “Every [IT] budget is a digital budget,” Arroyo said. (No one’s going to put IT in a corner.)
Fellow panelist Tanya Cordrey, of Guardian News and Media, agreed. For the storied CDO, going digital was a necessity, of course. One only has to look at the string of now-defunct print publications that didn’t get on the digital bandwagon. At The Guardian, every aspect of the media property has been overturned, from how journalists create content (smartphone reporting from a warzone was her example) to how the paper’s readers access their content to how quickly they must put out the content itself.
Cordrey described her CDO role at The Guardian as a “digital facilitator.” Her entire organization is now digital, but she said it wasn’t about the technology. “Technology is just an enabler,” she explained.
Ruthless ambition, on the other hand, was not an enabler of this massive change, according to Cordrey. One of the ways she was able to ensure the success of her organization’s transformation, she said, was by hiring people who played nice, especially across departments. “The people you hire have to be great at working with people,” she said.
Dr. George Westerman, research scientist at MIT’s Center for Digital Business and the academic representative at the panel, concurred, citing that companies that lead in digital transformation not only operate, manage and lead differently, but also see a 25% improvement in performance. “If your business is a caterpillar, then digital should turn you into a butterfly,” he quipped.
Hard-nosed digital: ‘If you can’t measure it, don’t do it.’
If neither the CIO nor CDO nor CMO is the person in charge of transforming an enterprise digitally, then what are their responsibilities in a company’s digital strategy, and what should be the angle of attack?
For Arroyo as CIO, he emphasized the need to partner across functions: “We need to be willing to help other departments,” he said. On top of that, CIOs should be able to prove and effectively communicate the efficiency of pursuing digital initiatives. Westerman cheered on that go-team attitude. “Great CIOs are about helping business leaders spend their budgets well,” not just the technology budget, he said.
Tas also urged the audience to tackle the skills gap created by the rapid evolution of digital tech. The challenge of becoming an organization that’s “digital by design,” he said, is the difficulty, for instance, of “finding someone with 10 years or more of social or mobile user experience.” Speaking to that point, Arroyo said of AT&T: “Ninety percent of all our IT professionals will have to evolve to meet new roles by 2020″ if the company is to survive the digital transformation.
A question from the audience about metrics showed how serious these organizations are about going digital. What exactly are we measuring when pursuing digital?
Arroyo said that it’s important to measure every interaction, not just digital ones. AT&T measures these interactions across every channel so they’re able to cross-analyze digital interactions against non-digital ones in order to accurately gauge customer satisfaction.
For The Guardian, customer engagement, namely the number of daily active readers, serves as an important top-line digital metric. This is because “our product, the news, is ever-shifting,” she explained; return visits, and not the “vanity metric” of unique page visits, are now what matter. And engagement entails measuring the usability and speed of the digital experience as well. Her bottom line: “If you can’t measure it, don’t do it.”
At the end of the day, it came back to the recurring motif of customer service — with a big dash of courage in the mix.
Said Pegasystems’ CMO: “Rally around the customer!”
From CDO Cordrey: “Courage is infectious. … Be bold!”
And from CIO Arroyo: “Silence your self-limiting beliefs and give your organization a chance to excel!”
The 11th annual MIT Sloan CIO Symposium began with a piece of provocative advice for some of the world’s best CIOs: If you believe you’re the smartest person in the room, you’re setting yourself up for failure, especially in today’s enterprise.
Business peers are tech savvy, customers are plugged into your business like never before and digital disruptors are everywhere. Being a successful CIO in the digital enterprise is not about separating from your peers and customers, conference organizers said — it’s about effectively recognizing and integrating their strengths into your IT strategy.
In fact, as the day went on, it became increasingly clear that believing you know better than anyone else is actually one of the worst mistakes a CIO can make.
“The greatest threat to the CIO is the CIO themselves,” said Douglas Menefee, cloud CIO advisor at Amazon Web Services. CIOs must guard against getting too comfortable. “Human nature is tribal and we surround ourselves by people of like-tribe and we run the risk of being closed-minded,” he said.
Stephanie Woerner, research scientist at the MIT Center for Information Systems Research (CISR), concurred, stressing that it’s crucial CIOs be open to the strengths and ideas of their peers, and also be willing to continuously learn and think outside the box.
A simple example? Take “something that was in technology but turn it into an [IT] service,” she said.
Andrew McAfee, co-director of the MIT Initiative on the Digital Economy, drove home the point in remarks that closed out a day of sessions that included: how to work with the CEO, how to balance innovation and security, how to be an effective IT service broker and how to make sure the CIO role doesn’t become obsolete. But McAfee took the notion of drawing from the human collective a step further. True magic happens when you integrate the strengths of people with the strengths of technology, he said.
And CIOs, with their technology domain expertise, are in a position to bring that magic to their companies — provided, that is, they can assemble teams with the right combination of human and machine smarts.
To illustrate his point, McAfee described to the audience a freestyle chess tournament where participants could form any combination of human and digital labor to compete against each other.
“What we learn is that the rightly composed team will beat any grandmaster,” McAfee said. “It will beat the best chess super computer. It will actually beat the top grandmaster with the best chess super computer, because the way to compose a team is to be very insightful about what people are good at versus what technology is good at and bring both of those strengths together.”
And the day is coming when anyone will be able to program these smart machines, not just software engineers from MIT. McAfee told the audience about Baxter, a robot that anyone can program — not by writing code, but simply by moving its “body” parts to show it what to do. “And you essentially say, ‘You got that?’ and Baxter says, ‘Yeah, no problem,’ “McAfee said.
Though Baxter is mainly used on the manufacturing floor, it shows that technology paired with people is powerful: powerful when used in institutions, powerful when used in education systems, and powerful when used in business models.
“These are not straightforward examples of substitution,” McAfee said. “These are examples of complements, of people coming together with technologies to do things better.”
Fasten those DeLorean seatbelts: Activity-tracking chip implants and other forms of wearable tech are coming to a future near you, according to a recent survey of IT insiders. And, even better, without the chaotic, dystopian overtones of the might-have-been future Marty McFly stumbled upon in Back to the Future.
Findings from a Pew Internet Project survey show that users view the rapidly expanding role of Internet-connected things in their environment in a positive light. The report, with data collected from 1,606 IT experts, analysts and other stakeholders, indicates that a majority of the participants agree that, by 2025, the increasingly ubiquitous Internet of Things (IoT) will have “widespread and beneficial effects” in our society — and that it will be so deeply integrated into our daily lives as to become “like electricity.”
Among the places survey respondents expected these sensorized technologies to manifest themselves: our bodies, homes, communities and the environment, as well as the goods and services industry. And expect a lot of them. The study also projects 50 billion devices by 2020 in the shape of “phones, sensors, chips, implants and devices of which we have not conceived,” states Patrick Tucker, expert respondent and author of The Naked Future: What Happens in a World That Anticipates Your Every Move?
So what’s this mean for CIOs and other IT execs? Consider this another business disruptor that, like the connected car for the auto insurance industry, both offers opportunities and creates challenges.
Other tech news causing a buzz this week: FCC approves proposal allowing for the possibility of paid priority on the Net; New York Times ouster of Jill Abramson leaves the challenge of digital strategy to new executive editor Dean Baquet; text providers start rollout of text-to-911 program; and more.
Read all about ‘em over at Searchlight!
Hosain Rahman got into the wearable technology business by building noise cancellation technology (AKA headsets) for the military. Today, the CEO and co-founder of Jawbone, is probably better known for Jambox, a set of wireless speakers for the consumer market, and its new-fangled UP bracelet, an activity tracking device.
The road from military to civilian customer base was not easy, according to Rahman, who spoke at the recent TechCrunch Disrupt New York conference. The first release of the UP wristband bombed in 2011. A year later, when the second version launched, it faced new competition from Nike’s FuelBand. Then there was the internal team-building issue. Making wearable devices requires software, hardware and data teams with different cultures to mesh and work together.
“It was really interesting because it was taking people who came from totally different disciplines, who are used to working at different paces of iteration cycles, and putting them together,” Rahman said.
The hardware teams, for example, design for near-perfection. They work deliberately to resolve “parts of the experience” and decide if the product is good enough to ship based on whether “someone would pay you for it,” he said. Software teams, on the other hand, have more flexibility to build, test, iterate and repeat as fast as their coding fingers will let them. They can release products as prototypes and quickly tweak what doesn’t work based on feedback.
Taking advice imparted to him by none other than Steve Jobs, Rahman saw that the tasks for his hardware, software and data teams were all different, but they ultimately fit together — like puzzle pieces — to accomplish the same goal: Building a product customers would love.
“That was the unifying factor,” he said. “Focusing on the customer experience — the user experience — and getting it right.” That focus paved the way for hardware, software and data teams to start learning from each other, instead of butting heads.
The software team took a page from the hardware team and began to appreciate longer cycles and “that level of product resolution … which I think in mobile apps is huge because you really only have one chance to make a first impression,” Rahman said.
On the flip side, “the software guys made our hardware guys think about prototyping faster, changing the way they iterate, how to get things out and tested and hardware hack, if you will,” he said.
The back and forth will, no doubt, come in handy as Jawbone pushes ahead on its new “holy grail”: putting individual data back into the hands of its customers in an effort to change their behavior. Today, the UP wristbands are synched with a mobile app, which can help customers keep track of what they eat, what they drink, how much they move and how much they sleep. And now Jawbone goes a step further, sending push notifications to its customers on their sleep and activity patterns and how they can improve both.