Revamping your insider threat program
"A crescendo of discussions is happening in boardrooms everywhere about the impact an insider could have on corporate assets," says Tom Mahlik, deputy chief security officer and director of Global Security Services at The MITRE Corporation, a government contractor that operates federally funded research and development centers. The Washington Navy Yard incident cost 12 people their lives; the full impact of the WikiLeaks and Snowden data releases cannot yet be quantified.
Red Hat CEO Whitehurst on VMware, OpenStack and CentOS
Whitehurst chafed when I asked whether Red Hat should be seen as a Linux or cloud company. Red Hat is an open source company and that's the compass that leads every move it makes. "The way our DNA works is that we look at the most innovative open source projects that are applicable to the enterprise," he said. That DNA has led Red Hat to the cloud, but it has led to Linux as an OS to middleware to platform as a service and virtualization. In the future, open source will lead Red Hat to networking. "Open source gives us brand permission to enter a ton of categories," said Whitehurst.
Database startup TempoDB becomes TempoIQ, refocuses on sensor analytics
Andrew Cronk, TempoIQ’s co-founder and CEO, says the company started with capturing time-series data for things like sensors and connected devices because it was the hardest problem to solve in those spaces, where companies were historically trying to contort that data into relational databases or other database systems not designed for that use case. And although it was reasonably easy to attract individual developers with the notion of a time-series database service (TempoIQ is a cloud service), demands began to change as the company tried scoring bigger deals such as Silver Spring Networks.
Are You Ready For the Coming Decade of Change and Innovation?
Friedman pointed out in his keynote that the biggest change of the 21st century was the merging of IT and globalization – how the world is now so completely hyper-connected (actually hyperactively connected) and has nearly the same computing power and technology tools, and Internet access available to individuals that used to only be accessible to private enterprise and governments. He called this a “Gutenberg-scale” moment — really, really big. The world’s individuals can now compete, connect and collaborate with one another like never before. But imagine that you have billions of competitors, regardless of your status or profession, because that’s where it’s headed (if not already there)
Why Your Culture Problem Is About To Get Much Worse
The evidence of culture erosion in the workplace is substantial. According to a Gallup report on The State of the American Workplace, a full 70% of employees (mostly white collar) are “not engaged” or “seriously disengaged” from their job. The results speak to culture—or the lack of one—because Gallup measures engagement based on participants who rate their boss and their workplace on the following types of statements: ... It doesn’t take a genius to realize that good communication can result in higher levels of engagement on each of these elements.
Rethinking Thinking About Strategy
What Christensen, and others before him, have seen is that industry change is continuous, not episodic. This is critical to innovative strategy thinking. Embracing change before it is required has been a message my IMD colleague Peter Killing has advocated: initiate change when resources are abundant and people feel good, rather than when resources are scarce and people are afraid. Industry evolution can be better portrayed as a recurring series of punctuated equilibriums, where ideas take hold, a new industry is born, incumbent champions evolve and prosper, and then they – almost all at the same time – are "disrupted" by outsiders who have no legacy to protect and who are more agile in addressing nascent customer desires.
The Business Designer and the Architecture
Consultants do adopt to a degree the language of their client to smooth communications. But that does not mean that they can do that for terms that denote new disciplines such as Business and Enterprise Architecture. Or take advantage of the appeal of such terms to rebrand their good old occupations. Moreover, the term architecture sits well with the business because we all relate to the construction and urban architecture while, at the same time, Enterprise Architecture is well known today to the business even if does not inspire confidence. And while "Enterprise Architecture" may have IT connotations, the term "architecture" does not.
Open Group goes into mining
Has Open Group absorbed this "reference model" whole, undigested, as it has done with Archimate? To me, Open Group looks now more like an anaconda that swallows whole its prey only to digest it later, if at all. And the EM looks like a quick add-on aimed to quell the unrest on the business oriented approach TOGAF promised for some time now. The problem is that the EM model cannot be generalised. The EM model is too specific to be of use to any other industries. What would "Discover", "Rehabilitate", "Brown", "Green fields"... mean to other industries? And, as an observation, the few horizontal process bands, that is Control, Measure... seem to have no relationship to the entities (read boxes) on the horizontal.
There's still a security disconnect on BYOD
More than half of the employees surveyed feared that the company would gain access to their personal data via corporate security tools. Some 46% of workers said they feared personal data would be lost if they left the company. The same number feared a company-mandated security app installed on personal devices would let managers track their location.Nearly half of worker said they would stop using personal devices at work if they were required to install a company-mandated security application. The surveys show the need for better communication between IT organizations and workers on BYOD security, Malloy said.
Chief digital officers are a blessing and a curse for CIOs
Adding a CDO to the mix could be a blessing for CIOs. According to the speakers at the conference, CDOs tend to know code, understand the importance of clean data and get technology. Because CDOs want to create a seamless, user-friendly customer experience, they're natural partners for CMOs. They're also a natural ally for CIOs. They understand, for example, that CMOs are powerful, necessary and "don't understand the first thing about technology," said Jonathan Sackett, CEO of the marketing and advertisement firm MashburnSackett in Chicago. But CDOs could also be a curse for the CIO: CDOs may know IT but their work isn't about keeping the lights on, obsessing over data governance or finding ways to cut costs. Chivers said he'll spend 2014 focused on mobile commerce and mobilizing the digital customer experience.
Quote for the day:
"Everyone needs to be valued. Everyone has the potential to give something back." -- Princess Diana
"A crescendo of discussions is happening in boardrooms everywhere about the impact an insider could have on corporate assets," says Tom Mahlik, deputy chief security officer and director of Global Security Services at The MITRE Corporation, a government contractor that operates federally funded research and development centers. The Washington Navy Yard incident cost 12 people their lives; the full impact of the WikiLeaks and Snowden data releases cannot yet be quantified.
Red Hat CEO Whitehurst on VMware, OpenStack and CentOS
Whitehurst chafed when I asked whether Red Hat should be seen as a Linux or cloud company. Red Hat is an open source company and that's the compass that leads every move it makes. "The way our DNA works is that we look at the most innovative open source projects that are applicable to the enterprise," he said. That DNA has led Red Hat to the cloud, but it has led to Linux as an OS to middleware to platform as a service and virtualization. In the future, open source will lead Red Hat to networking. "Open source gives us brand permission to enter a ton of categories," said Whitehurst.
Andrew Cronk, TempoIQ’s co-founder and CEO, says the company started with capturing time-series data for things like sensors and connected devices because it was the hardest problem to solve in those spaces, where companies were historically trying to contort that data into relational databases or other database systems not designed for that use case. And although it was reasonably easy to attract individual developers with the notion of a time-series database service (TempoIQ is a cloud service), demands began to change as the company tried scoring bigger deals such as Silver Spring Networks.
Are You Ready For the Coming Decade of Change and Innovation?
Friedman pointed out in his keynote that the biggest change of the 21st century was the merging of IT and globalization – how the world is now so completely hyper-connected (actually hyperactively connected) and has nearly the same computing power and technology tools, and Internet access available to individuals that used to only be accessible to private enterprise and governments. He called this a “Gutenberg-scale” moment — really, really big. The world’s individuals can now compete, connect and collaborate with one another like never before. But imagine that you have billions of competitors, regardless of your status or profession, because that’s where it’s headed (if not already there)
Why Your Culture Problem Is About To Get Much Worse
The evidence of culture erosion in the workplace is substantial. According to a Gallup report on The State of the American Workplace, a full 70% of employees (mostly white collar) are “not engaged” or “seriously disengaged” from their job. The results speak to culture—or the lack of one—because Gallup measures engagement based on participants who rate their boss and their workplace on the following types of statements: ... It doesn’t take a genius to realize that good communication can result in higher levels of engagement on each of these elements.
Rethinking Thinking About Strategy
What Christensen, and others before him, have seen is that industry change is continuous, not episodic. This is critical to innovative strategy thinking. Embracing change before it is required has been a message my IMD colleague Peter Killing has advocated: initiate change when resources are abundant and people feel good, rather than when resources are scarce and people are afraid. Industry evolution can be better portrayed as a recurring series of punctuated equilibriums, where ideas take hold, a new industry is born, incumbent champions evolve and prosper, and then they – almost all at the same time – are "disrupted" by outsiders who have no legacy to protect and who are more agile in addressing nascent customer desires.
The Business Designer and the Architecture
Consultants do adopt to a degree the language of their client to smooth communications. But that does not mean that they can do that for terms that denote new disciplines such as Business and Enterprise Architecture. Or take advantage of the appeal of such terms to rebrand their good old occupations. Moreover, the term architecture sits well with the business because we all relate to the construction and urban architecture while, at the same time, Enterprise Architecture is well known today to the business even if does not inspire confidence. And while "Enterprise Architecture" may have IT connotations, the term "architecture" does not.
Open Group goes into mining
Has Open Group absorbed this "reference model" whole, undigested, as it has done with Archimate? To me, Open Group looks now more like an anaconda that swallows whole its prey only to digest it later, if at all. And the EM looks like a quick add-on aimed to quell the unrest on the business oriented approach TOGAF promised for some time now. The problem is that the EM model cannot be generalised. The EM model is too specific to be of use to any other industries. What would "Discover", "Rehabilitate", "Brown", "Green fields"... mean to other industries? And, as an observation, the few horizontal process bands, that is Control, Measure... seem to have no relationship to the entities (read boxes) on the horizontal.
There's still a security disconnect on BYOD
More than half of the employees surveyed feared that the company would gain access to their personal data via corporate security tools. Some 46% of workers said they feared personal data would be lost if they left the company. The same number feared a company-mandated security app installed on personal devices would let managers track their location.Nearly half of worker said they would stop using personal devices at work if they were required to install a company-mandated security application. The surveys show the need for better communication between IT organizations and workers on BYOD security, Malloy said.
Chief digital officers are a blessing and a curse for CIOs
Adding a CDO to the mix could be a blessing for CIOs. According to the speakers at the conference, CDOs tend to know code, understand the importance of clean data and get technology. Because CDOs want to create a seamless, user-friendly customer experience, they're natural partners for CMOs. They're also a natural ally for CIOs. They understand, for example, that CMOs are powerful, necessary and "don't understand the first thing about technology," said Jonathan Sackett, CEO of the marketing and advertisement firm MashburnSackett in Chicago. But CDOs could also be a curse for the CIO: CDOs may know IT but their work isn't about keeping the lights on, obsessing over data governance or finding ways to cut costs. Chivers said he'll spend 2014 focused on mobile commerce and mobilizing the digital customer experience.
Quote for the day:
"Everyone needs to be valued. Everyone has the potential to give something back." -- Princess Diana
