Sections

Collaboration Tech Development Rests On Community-Enabled Innovation

James Penfold

The most recent findings of Gallup’s 2017 “State of the American Workplace” report opened my eyes to a potential opportunity for IT developers. A dramatic shift in the workforce, once viewed as a threat to the IT function, is now an open invitation for developers to flex their innovation muscle and add value to the employee experience.

According to Gallup, the percentage of employees engaged in remote workplaces has quadrupled over the last two decades, from only nine percent in 1996 to 37% in 2016. And this trend is expected to continue to escalate; Society for Human Resources Management research indicates that 60% of companies offer employees telecommuting opportunities – a threefold increase from the 20% who offered them in 1996.

This dramatic workforce shift is bringing a broad range of collaboration tools into the world of work. Because employees are empowered to work the way they want, they are purchasing and implementing their own technology, ranging from enterprise solutions to mobile apps and small team applications. But in reality, this move just undercuts the efficiencies and performance improvements that can only be realized through development innovation.

The desire for enterprise collaboration maturity opens the door to development opportunities

Enterprise collaboration is still happening outside of the solutions and tools used to access and analyze data. And it’s done for a justifiable reason: Very few of these technologies feature components that support it. Although designed to reduce barriers to information, more often than not enterprise collaboration tools reside in a tangled web of poorly integrated business applications and impenetrable information silos.

“As the level of acceptance of social technologies has increased over the past few years, the way we think about social business has undergone rapid change,” says Vanessa Thompson, research manager, Enterprise Social Networks and Collaborative Technologies, at IDC. “This change also comes with the confluence of a number of intersecting market trends – cloud, mobile, and Big Data. This exacerbates the ways we can use these new communication and collaboration channels to connect with employees, customers, partners, and suppliers in order to meet future potential needs.”

For developers, Thompson’s observation sends an urgent message to start looking at the existing IT landscape to determine where enterprise collaboration capabilities could add value to the way people work. Better yet, this may be an excellent opportunity to break down data silos that have plagued the business environment for decades.

Community-driven innovation paves the way to data democratization

After spending most of my career surrounded by developers, I have seen firsthand why successful change does not happen in a vacuum. Developers who leverage expert content, support, and innovative technology to extend enterprise investments are more likely to drive a competitive advantage that is valued by the business.

Through a community of innovators, developers can embed complementary interfaces in existing systems and applications to support the collaboration needs of any company, department, or industry. This environment should provide flexible capabilities including:

  • Customizable work patterns to address unique business demands and enable repeatable work
  • Integration of in-context business data from native and third-party systems with work patterns through APIs that help ensure that real-time data is available for assessment and decision making
  • Capabilities that are embedded through widgets to support enterprise collaboration in existing applications
  • Development of extension applications that take advantage of the power of the cloud platform based on in-memory computing to deliver rapid analysis, storage, transformation, and rendering

Development is an important part of integrating capabilities into existing software to create engaging experiences for employees of all levels and functions. However, it’s not innovation that should be done by scratch and alone. A community of expertise, best practices, content, and tools can help developers quickly set up a foundation for enterprise collaboration and devise new ways of work that reflect the business’ culture, preferred engagement models, and digital strategy.

Get started on your enterprise collaboration initiatives. Sign up for a free SAP Jam Collaboration, developer edition, and get full access to all of the capabilities of SAP Jam.

Comments

James Penfold

About James Penfold

James Penfold is Vice President of Business Development at SAP, responsible for the ISV and Developer Programs for SAP Jam. Prior to joining SAP, James managed the EMEA Web experience business for Akamai Technologies and was Senior Director of Applications Development (EMEA) for Oracle. James has more than 20 years’ technology leadership experience in product management, product marketing, and presales for global technology including Salesforce and Siebel Systems. James earned his BSc in Computer Science from the University of Portsmouth in conjunction with IBM.

How Digital Transformation Is Rewriting Business Models

Ginger Shimp

Everybody knows someone who has a stack of 3½-inch floppies in a desk drawer “just in case we may need them someday.” While that might be amusing, the truth is that relatively few people are confident that they’re making satisfactory progress on their digital journey. The boundaries between the digital and physical worlds continue to blur — with profound implications for the way we do business. Virtually every industry and every enterprise feels the effects of this ongoing digital transformation, whether from its own initiative or due to pressure from competitors.

What is digital transformation? It’s the wholesale reimagining and reinvention of how businesses operate, enabled by today’s advanced technology. Businesses have always changed with the times, but the confluence of technologies such as mobile, cloud, social, and Big Data analytics has accelerated the pace at which today’s businesses are evolving — and the degree to which they transform the way they innovate, operate, and serve customers.

The process of digital transformation began decades ago. Think back to how word processing fundamentally changed the way we write, or how email transformed the way we communicate. However, the scale of transformation currently underway is drastically more significant, with dramatically higher stakes. For some businesses, digital transformation is a disruptive force that leaves them playing catch-up. For others, it opens to door to unparalleled opportunities.

Upending traditional business models

To understand how the businesses that embrace digital transformation can ultimately benefit, it helps to look at the changes in business models currently in process.

Some of the more prominent examples include:

  • A focus on outcome-based models — Open the door to business value to customers as determined by the outcome or impact on the customer’s business.
  • Expansion into new industries and markets — Extend the business’ reach virtually anywhere — beyond strictly defined customer demographics, physical locations, and traditional market segments.
  • Pervasive digitization of products and services — Accelerate the way products and services are conceived, designed, and delivered with no barriers between customers and the businesses that serve them.
  • Ecosystem competition — Create a more compelling value proposition in new markets through connections with other companies to enhance the value available to the customer.
  • Access a shared economy — Realize more value from underutilized sources by extending access to other business entities and customers — with the ability to access the resources of others.
  • Realize value from digital platforms — Monetize the inherent, previously untapped value of customer relationships to improve customer experiences, collaborate more effectively with partners, and drive ongoing innovation in products and services,

In other words, the time-tested assumptions about how to identify customers, develop and market products and services, and manage organizations may no longer apply. Every aspect of business operations — from forecasting demand to sourcing materials to recruiting and training staff to balancing the books — is subject to this wave of reinvention.

The question is not if, but when

These new models aren’t predictions of what could happen. They’re already realities for innovative, fast-moving companies across the globe. In this environment, playing the role of late adopter can put a business at a serious disadvantage. Ready or not, digital transformation is coming — and it’s coming fast.

Is your company ready for this sea of change in business models? At SAP, we’ve helped thousands of organizations embrace digital transformation — and turn the threat of disruption into new opportunities for innovation and growth. We’d relish the opportunity to do the same for you. Our Digital Readiness Assessment can help you see where you are in the journey and map out the next steps you’ll need to take.

Up next I’ll discuss the impact of digital transformation on processes and work. Until then, you can read more on how digital transformation is impacting your industry.

Comments

Ginger Shimp

About Ginger Shimp

With more than 20 years’ experience in marketing, Ginger Shimp has been with SAP since 2004. She has won numerous awards and honors at SAP, including being designated “Top Talent” for two consecutive years. Not only is she a Professional Certified Marketer with the American Marketing Association, but she's also earned her Connoisseur's Certificate in California Reds from the Chicago Wine School. She holds a bachelor's degree in journalism from the University of San Francisco, and an MBA in marketing and managerial economics from the Kellogg Graduate School of Management at Northwestern University. Personally, Ginger is the proud mother of a precocious son and happy wife of one of YouTube's 10 EDU Gurus, Ed Shimp.

Understanding Data: Gold Nuggets And Puzzle Pieces

Paul Lewis

I regularly use the colloquial phrase “nuggets of gold in a huge pot” when describing the value obtained from understanding and analyzing data.

It seems like an easy win. The phrase is well-known and highly digestible. Most people in the audience generally appreciate that gold has immense value, and there are whole industries that exist to mine this precious metal from a variety of mountains and streams. It’s also predictable that as you collect these precious nuggets, you won’t be able to carry them around given their collective weight, and a pot is as good as anything to store them. Plus, the whole leprechaun-esque vision it likely creates might bury the phrase in long-term memory for easy recall the next day with colleagues. Like, “I went to a seminar yesterday and this dude talked about value derived from analytics as being like nuggets of gold in a huge pot.” That’s helpful.

Occasionally, like here, I even blog about it. I find repetition to be tremendously valuable in retaining content. Additionally, I also find repetition to be tremendously valuable in retaining content. (Note: embedding subliminal messages in repetitive statements is also tremendously valuable, but I will get to that content later. Trust me, you won’t object.)

Unfortunately, as metaphors go, it’s extremely weak (especially considering pots are much more likely to hold coins versus nuggets.) Let me break it down so you see what I mean:

  • Data has value the instant it’s created, for as long as you hold it, until its demise
  • The final form of data could be deletion or decade-old archiving; the effect is the same
  • The value of data changes over time
  • Adding new data to existing data, more opportunity is created to discover a potentially endless series of value (Potentially)
  • This potential value could be expressed as an undetermined number of “nuggets of gold” (I guess, if you must)
  • The more data you have, the more nuggets of gold you could discover, and the more necessary a pot to hold them (That’s a stretch)
  • The more data you have, the more precise your statistical and mathematical models and more opportunity you will have to find more nuggets (Don’t buy it, sounds complex)

Getting the picture?

The fundamental problem with the metaphor is that I’m treating value-obtained as a direct representation of data-collected; i.e., you are storing various elements of a client, therefore hidden in one or more of elements is a single purposeful and valuable answer, hidden in the fields, row and columns:

  • Data, in the sense of a database, being a single field, in a single row, in a single column, is irrelevant. It carries no weight or value beyond the knowledge of collection. It lacks context and awareness. Whether static or variable, it tells no story and solves no problem.
  • Data, in the sense of unstructured data, bytes of binary information, carrys even less value. In fact, knowing that a single bit is only a small part of a greater whole, predetermines its unlikeliness to impact the entire picture.
  • Data, as a single point in time from a stream of information, is outdated the very nanosecond it’s used, as more current data takes its place, creating a new current reality.

The concept of “nuggets of gold,” by extension, then presumes a specific and direct answer to a question; or a direct and obvious correlation to an action:

  • How many toothpicks are in the container? 173
  • What color shirt matches best with my red pants? None, don’t wear red pants
  • What’s the name of that dude with the crazy beard in that class last year? For the last time HENRY!
  • If you were to spend $5 less, you would have an extra $5 in the bank
  • If we mix these two primary colors, you would have this one secondary
  • If I build more of this product, I will sell more of this product

Lesson learned: Individual elements of data possess little to no value

There is a reason why every company (including yours) has an enterprise information management (EIM) program and a chief data officer (CDO) responsible for stewardship of your most precious technological asset, data. As a reminder, EIM is an integrative discipline for structuring, describing, and governing information assets across organizational and technological boundaries to improve efficiency, promote transparency, and enable business insight. The program includes capabilities to store, protect, architect, manage risk and compliance, manage quality, classify, and organize data. A great EIM program focuses on how organizations derive insight and value from information, either from internal effectiveness and/or growth-oriented goals and activities.

A CDO, or VP of business intelligence, or manager of management information systems (MIS) understands that data, in its elemental form, does NOT equal value. They understand that value is derived from discovering patterns and appreciating the impact of change and time, and that data requires enrichment, not just discovery. The activity required to derive value is implemented in four capabilities:

  • Descriptive: MIS or reporting, focusing on hindsight (what has happened)
  • Diagnostic: Business intelligence or incident management, focusing on current-state insight or understanding “why” it happened
  • Predictive: Analytics combining models of previous data and application to new data, focusing on foresight (what will happen)
  • Prescriptive: Analytics and action, foresight algorithms to implement a business function

The EIM program also appreciates that the effort to create value focuses far less on finding a long-lost and specific piece of data, and instead focuses on studying patterns in static, changing, and moving information and researching correlations, causations, and theoretical application of mathematics and logic to create complex business value from data-centric components. Yes, it’s a science. It’s far less searching for a nugget of gold, and far more about determining that you could make money from gold jewelry… all from the same mine.

So here is my NEW metaphor

And for the sake of inconsistency, I’m not even going to use precious metals. Imagine a pile of random puzzle pieces. Each piece represents a single data point, collected from a variety of sources.

Before value can be obtained, preparatory activity is needed to curate and enrich data:

  • Extraction: Identify all the puzzle pieces in the house: under beds, in vacuum cleaners, in the dog bowl, etc. For data, discover all the sources of information: internally and externally, structured and unstructured, and classify.
  • Integration: Send out all the kids and parents to grab the pieces and bring them back to the pile. For data, connect to hundreds of sources for batch or real-time integration/ETL.
  • Enhancement and cleansing: Dust off each piece, glue back down the picture side, sharpen the edges, number the backs. For data, match and qualify, and add appropriate metadata.

This effort to convert raw data to content, and indescribable fields into describable objects, requires the capabilities of more than just a pile, a box of sorts.

A content platform (the box) allows organizations to bring together object storage (a place to put all data), data mobility (a means to abstract data from its sources), cloud gateways (ability to use multiple deployment models), and metadata (tagging and sophisticated search to create a tightly integrated, simple, and smart data intelligence solution.) You may have heard this being referred to as a “data lake.” I highly recommend this solution set, if you happen to be in the market.

For this new enhanced data set (puzzle pieces), contained in a content platform (puzzle box), the EIM value-creation activities can be described (it’s still the goal to find the Picasso):

  • Descriptive: Create a list of puzzle pieces, organized by shape/color/origin; determine which pieces closely resemble the palette of a master work of art
  • Diagnostic: visualize the current state of completing the puzzle; how far along is the process and/or discover missing pieces
  • Predictive: Given where we are in the process, and the remaining pieces still in the box, determine what picture we might be making and/or predict what might be the picture, even if we have missing pieces
  • Prescriptive: After having made dozens of pictures from these same puzzle pieces, guide the creation of existing and new completed puzzles

Both predictive and prescriptive analytics would use linear and non-linear algorithms (ways of thinking out the problem), would focus equally on the puzzle pieces that exist and the ones that are missing, and combine or use pieces from hundreds of potential sources to create hundreds of different works of art.

In a nutshell: The value obtained from understanding and analyzing data is not that you will find “nuggets of gold” of data or an individual puzzle piece that solves the problem. The value obtained from understanding and analyzing data is the millions of dollars in your bank account from building several masterpieces from all your individual puzzle pieces.

Learn how to derive more value from Data – The Hidden Treasure Inside Your Business.

Comments

Paul Lewis

About Paul Lewis

Paul Lewis is the Chief Technology Officer in Hitachi for the Americas, responsible for the leading technology trend mastery and evangelism, client executive advocacy, and external delivery of the Hitachi vision and strategy especially related to digital transformation and social innovation. Additionally, Paul contributes to field enablement of data intelligence and analytics; interprets and translates complex technology trends including cloud, mobility, governance, and information management; and represents the Americas region in the Global Technology Office, the Hitachi LTD R&D division. In his role of trusted advisor to the CIO community, Paul’s explicit goal is to ensure clients’ problems are solved and opportunities realized. Paul can be found at his blog, on Twitter, and on LinkedIn.

The Future of Cybersecurity: Trust as Competitive Advantage

Justin Somaini and Dan Wellers

 

The cost of data breaches will reach US$2.1 trillion globally by 2019—nearly four times the cost in 2015.

Cyberattacks could cost up to $90 trillion in net global economic benefits by 2030 if cybersecurity doesn’t keep pace with growing threat levels.

Cyber insurance premiums could increase tenfold to $20 billion annually by 2025.

Cyberattacks are one of the top 10 global risks of highest concern for the next decade.


Companies are collaborating with a wider network of partners, embracing distributed systems, and meeting new demands for 24/7 operations.

But the bad guys are sharing intelligence, harnessing emerging technologies, and working round the clock as well—and companies are giving them plenty of weaknesses to exploit.

  • 33% of companies today are prepared to prevent a worst-case attack.
  • 25% treat cyber risk as a significant corporate risk.
  • 80% fail to assess their customers and suppliers for cyber risk.

The ROI of Zero Trust

Perimeter security will not be enough. As interconnectivity increases so will the adoption of zero-trust networks, which place controls around data assets and increases visibility into how they are used across the digital ecosystem.


A Layered Approach

Companies that embrace trust as a competitive advantage will build robust security on three core tenets:

  • Prevention: Evolving defensive strategies from security policies and educational approaches to access controls
  • Detection: Deploying effective systems for the timely detection and notification of intrusions
  • Reaction: Implementing incident response plans similar to those for other disaster recovery scenarios

They’ll build security into their digital ecosystems at three levels:

  1. Secure products. Security in all applications to protect data and transactions
  2. Secure operations. Hardened systems, patch management, security monitoring, end-to-end incident handling, and a comprehensive cloud-operations security framework
  3. Secure companies. A security-aware workforce, end-to-end physical security, and a thorough business continuity framework

Against Digital Armageddon

Experts warn that the worst-case scenario is a state of perpetual cybercrime and cyber warfare, vulnerable critical infrastructure, and trillions of dollars in losses. A collaborative approach will be critical to combatting this persistent global threat with implications not just for corporate and personal data but also strategy, supply chains, products, and physical operations.


Download the executive brief The Future of Cybersecurity: Trust as Competitive Advantage.


Comments

Tags:

Unleash The Digital Transformation

Kadamb Goswami

The world has changed. We’ve seen massive disruption on multiple fronts – business model disruption, cybercrime, new devices, and an app-centric world. Powerful networks are crucial to success in a mobile-first, cloud-first world that’s putting an ever-increasing increasing amount of data at our fingertips. With the Internet of Things (IoT) we can connect instrumented devices worldwide and use new data to transform business models and products.

Disruption

Disruption comes in many forms. It’s not big or scary, it’s just another way of describing change and evolution. In the ’80s it manifested as call centers. Then, as the digital landscape began to take shape, it was the Internet, cloud computing … now it’s artificial intelligence (AI).

Digital transformation

Digital transformation means different things to different companies, but in the end I believe it will be a simple salvation that will carry us forward. If you Bing (note I worked for Microsoft for 15 years before experiencing digital transformation from the lens of the outside world), digital transformation, it says it’s “the profound and accelerating transformation of business activities, processes, competencies, and models to fully leverage the changes and opportunities of digital technologies and their impact across society in a strategic and prioritized way.” (I’ll simplify that; keep reading.)

A lot of today’s digital transformation ideas are ripped straight from the scripts of sci-fi entertainment, whether you’re talking about the robotic assistants of 2001: A Space Odyssey or artificial intelligence in the Star Trek series. We’re forecasting our future with our imagination. So, let’s move on to why digital transformation is needed in our current world.

Business challenges

The basic challenges facing businesses today are the same as they’ve always been: engaging customers, empowering employees, optimizing operations, and reinventing the value offered to customers. However, what has changed is the unique convergence of three things:

  1. Increasing volumes of data, particularly driven by the digitization of “things” and heightened individual mobility and collaboration
  1. Advancements in data analytics and intelligence to draw actionable insight from the data
  1. Ubiquity of cloud computing, which puts this disruptive power in the hands of organizations of all sizes, increasing the pace of innovation and competition

Digital transformation in plain English

Hernan Marino, senior vice president, marketing, & global chief operating officer at SAP, explains digital transformation by giving specific industry examples to make it simpler.

Automobile manufacturing used to be the work of assembly lines, people working side-by-side literally piecing together, painting, and churning out vehicles. It transitioned to automation, reducing costs and marginalizing human error. That was a business transformation. Now, we are seeing companies like Tesla and BMW incorporate technology into their vehicles that essentially make them computers on wheels. Cameras. Sensors. GPS. Self-driving vehicles. Syncing your smartphone with your car.

The point here is that companies need to make the upfront investments in infrastructure to take advantage of digital transformation, and that upfront investment will pay dividends in the long run as technological innovations abound. It is our job to collaboratively work with our customers to understand what infrastructure changes need to be made to achieve and take advantage of digital transformation.

Harman gives electric companies as another example. Remember a few years ago, when you used to go outside your house and see the little power meter spinning as it recorded the kilowatts you use? Every month, the meter reader would show up in your yard, record your usage, and report back to the electric company.

Most electric companies then made a business transformation and installed smart meters – eliminating the cost of the meter reader and integrating most homes into a smart grid that gave customers access to their real-time information. Now, as renewable energy evolves and integrates more fully into our lives, these same electric companies that switched over to smart meters are going to make additional investments to be able to analyze the data and make more informed decisions that will benefit both the company and its customers.

That is digital transformation. Obviously, banks, healthcare, entertainment, trucking, and e-commerce all have different needs than auto manufacturers and electric companies. It is up to us – marketers and account managers promoting digital transformation – to identify those needs and help our clients make the digital transformation as seamlessly as possible.

Digital transformation is more than just a fancy buzzword, it is our present and our future. It is re-envisioning existing business models and embracing a different way of bringing together people, data, and processes to create more for their customers through systems of intelligence.

Learn more about what it means to be a digital business.

Comments

Goswami Kadamb

About Goswami Kadamb

Kadamb is a Senior Program Manager at SAP where he is responsible for developing and executing strategic sales program with Concur SaaS portfolio. Prior to that he led several initiatives with Microsoft's Cloud & Enterprise business to enable Solution Sales & IaaS offerings.