July 07, 2014

A Growing Backlash Against the Relentless Advances in Technology?
Sustained innovations are improvements to existing products and services that do not create new markets, often in response to the requirements of a company’s most demanding, existing customers.  Disruptive innovations, on the other hand, generally start life as simpler, more convenient, less expensive good enoughofferings that appeal to new or less-demanding customers. What makes them so dangerous to existing products is that, if allowed to gain a market foothold, they can get on a learning curve of rapidly improving quality and capabilities, and over time end up toppling the incumbents from their leadership position. Disruptive innovation is mostly about discovering new markets for new technologies, products and services.

As the digital economy ramps up, expect a new identity management vision to leapfrog passwords
The past three years have seen a huge uptick in the number and types of mobile devices, online services, and media. Yet, we're seemingly stuck with 20-year-old authentication and identity-management mechanisms -- mostly based on passwords. The resulting chasm between what we have and what we need for access control and governance spells ongoing security lapses, privacy worries, and a detrimental lack of interoperability among cross-domain cloud services. So, while a new generation of standards and technologies has emerged, a new vision is also required to move beyond the precarious passel of passwords that each of us seems to use all the time.

The trajectories of great software companies
Software buyers are second only to teenage clothing buyers when it comes to being fickle. The best vendors are those that capture as much market and mindshare as possible while the products are still perceived to be “hot." By inference, does this mean that the fastest growing vendors are necessarily the best? The fickleness of software buyers has been known for decades and some may assume that the most successful software vendors are those that scale extremely quickly. But, is a great software company one that grows slowly, moderately or rapidly?

With New Management On Board and Latest Release Out, CFEngine Gears Up for Growth
The new executive team has been revving up the CFEngine’s go-to-market strategy. The release of version 3.6 saw ease-of-use improvements like a visual dashboard for alerts and reporting. ... “There’s magic happening. We are quiet but confident,” said Kumar, who himself joined as part of the exec refresh in late 2013. “We now have a seasoned executive team with a track record of success. We have consistently heard that we have a technical advantage from analysts, press and customers. However, we didn’t do a good job in terms of mindshare. Now we’re about focusing on the right things – you can have great technology but you need a good go-to-market strategy.”

Getty Images Gains Visibility and Alignment with Kanban Portfolios 
Over time, the Agile transition for application development became quite successful. The next area of focus quickly became demand and portfolio management. Getty Images executives’, business owners, and technology management wanted to focus on improving the prioritization process, visibility into technology work, and predictability. ... Seeking a solution and prior to bringing in Rally Portfolio Manager, Getty Images evaluated high-end IT project portfolio management tools, but Agile and Kanban support from those products was limited or nonexistent, and enterprise IT PPM tools were too expensive for the company's budget and the product capabilities were overkill for the company's needs

Cyber Insurance: The Next Big Thing for Businesses
"The trend early on was tech, financial and health-care companies buying insurance. That still continues" said Tim Francis, who heads insurer Travelers' cyber division. "In the last couple of years you've seen more retail and manufacturing firms buying insurance and now you are seeing small- and middle-market firms buying too." While many of the headlines about cybercrime tend to be about attacks at large firms, The Ponemon Institute's "2014 Cost of Data Breach Study: United States" found a company with less than 10,000 records is more likely to be hacked than a firm with more than 100,000 records, in part because smaller firms are less likely to have robust defenses

Why is the CMO running so much IT? Big data, says Ford exec
Lenard added, "I am heavily involved in the measurement of the effectiveness of our media in the digital space, but also the technology to better target customers." When it comes to using marketing data to inform the next generation of vehicles that Ford will build, the marketing department is also playing a role in the decision-making process of customer-facing technologies -- traditionally the realm of the CTO. Lenard and her team are especially focused on what customers want (or will want) in terms of integrating connectivity and consumer tech into Ford cars and trucks. "[Then there] is the connected car arena -- absolutely something we are all looking at," said Lenard.

Cisco iWAN marries MPLS and Internet for WAN aggregation
In most cases, web and cloud traffic will be sent through the Internet connection, but not all internal traffic must be routed through the WAN. Applications that require dedicated bandwidth and QoS guarantees are often best suited to an MPLS WAN that can make those guarantees. But other applications don’t require those guarantees. Some traffic between branches and the data center can be safely routed via the Internet, further reducing the need for WAN capacity. Taking advantage of this cost savings requires accurately determining the application to which each packet belongs.

“Pivot Points” and knowing that every leader has a unique journey
If there is a secret successful leaders have, it is this: Leading is about creating the job and the leader’s value to the mission. This is a very different approach from conventional thinking that success comes with doing what worked for others. Leaders want to know how others handled similar situations and their outcomes. However, leaders take that as a creative spark and adapt it to their own goals and methods.

How CIOs can adapt to embrace developer-led innovation
Developers that work in large enterprises should be considered the internal engine of innovation to the companies they work for. However, it is regretfully the case that IT budgets remain relatively flat and more often than not the developers are being asked to quarterback new projects that deliver competitive advantage. The new era of the developerisation of IT is well underway and much like its predecessor, the consumerisation of IT, it’s all about making stakeholders’ – in this case the developers’ – lives easier by giving them more flexibility to focus on producing great apps and delivering valuable IP.

Quote for the day:

“Purpose drives the process by which we become what we are capable of being.” -- Lolly Daskal

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