2013 CIO-CMO summit proceedings by Katie Funk

- SUMMIT PROCEEDINGS 2013 -

WELCOME FROM THE PRESIDENtT

Greetings, It was our honor to have hosted attendees at the fourth annual CIO/CMO Summit, themed Innovating the Enterprise. We hope those of you who attended returned home inspired by the combination of small-group discussion and one-on-one exchanges with industry experts. This Conference Proceedings document is the fourth in a series that began with our first CIO Summit in 2010. Its primary content consists of Session Notes from the discussions, which summarize the main points brought out in these small-group encounters. For those of you who were present in Santa Barbara, hopefully this will serve as a valuable take-away to use in your own planning and brainstorming sessions. For those who were unable to attend this year’s Summit, the material can provide valuable insights into the concerns of critical IT issues that executives are facing today, along with the knowledge shared by the industry experts who led the sessions. Staying Informed on Today’s Issues We designed 28 sessions and brought together some 33 top industry thought leaders to spark the discussions on the critical IT areas addressed in the Summit: Virtualization, Storage, Business Analytics, Cloud Computing, Social Business, Software, Security, and Executive Development. All sessions were designed to better prepare attendees to enable innovation within your organization Our Goal at the Summit: It’s been the same for the past four years … to assist our clients to be better informed IT executives … with a deepening understanding of today’s crucial management and technology issues. We also want to share with our clients the personal contacts we have built up with leading industry experts over our past 15 years doing business as one of the largest IT integrators and solution providers on the West Coast. Another important goal for us is to support all IT professionals and organizations to build strategic plans that strengthen IT infrastructure and evolve a more agile and innovative enterprise. Cordially,

Lief Morin Lief Morin, President Key Information Systems, Inc. Agoura Hills, California

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INNOVATING THE ENTERPRISE

TABLE OF CONTENTS

SESSIONS

WELCOME FROM THE PRESIDENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 INTRODUCTION TO THE PROCEEDINGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 DISCUSSION LEADER BIOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

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TUESDAY CONFERENCE KICKOFF. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SESSION DISCUSSION NOTES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . MORNING PANEL OF EXPERTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . AFTERNOON PANEL OF EXPERTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

A1—VIRTUALIZATION: Journey to Center of the Virtual Data Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A2—VIRTUALIZATION: Managing Virtualization.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A3—VIRTUALIZATION: Converged Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A4—VIRTUALIZATION: Innovate IT as a Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

B1—STORAGE: Innovating with Storage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B3—STORAGE: Tape in a Digital World?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B4—SOFTWARE: Software as a Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

C1—BUSINESS ANALYTICS: HADOOP Where it is today.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C3—BUSINESS ANALYTICS: Down and Dirty with BA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4—BUSINESS ANALYTICS: BA Challenges in Healthcare. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

D1—CLOUD: Cloud Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D2—SECURITY: Security Pros Stand up and Be Heard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D3—CLOUD: Clouds, Clouds Everywhere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D4—SECURITY: Data Breaches Everywhere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

E1—SOCIAL BUSINESS (B2C): Barbarians at the Gate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E2—EXECUTIVE DEVELOPMENT – CMOs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E3—SOCIAL BUSINESS (B2B): Barbarians at the Gate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E4—EXECUTIVE DEVELOPMENT – CMOs: Critical CMO Innovation Strategies. . . . . . . . . . . . . . . . . . . . . . . .

F1—EXECUTIVE DEVELOPMENT: Innovating with Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F2—EXECUTIVE DEVELOPMENT: Building your Innovation Playbook. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F3—EXECUTIVE DEVELOPMENT: Could this be the Extinction of IT?.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F4—EXECUTIVE DEVELOPMENT: Elements of Workforce Science.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

G1 & G3—EXECUTIVE DEVELOPMENT: Navigating the Cs of Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

CLOSING EVENING: Christopher Carter - Mentalist. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ADDENDA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CONFERENCE SUMMARY REPORT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CONFERENCE TWEETS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CLIENT EDUCATION PROGRAMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . KEY INFO NEWSLETTER AND BLOG. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TECHNICAL ASSESSMENT SERVICES.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . KEY INFO DELIVERY METHODOLOGIES AND BEST PRACTICES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ABOUT KEY INFORMATION SYSTEMS, INC.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CONTACT INFORMATION .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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INNOVATING THE ENTERPRISE

INTRODUCTION TO THE PROCEEDINGS This Conference Proceedings contains material collected at the 2013 CIO/CMO Summit sponsored by Key Information Systems, Inc. CIOs, CMOs, and IT executives gathered at Four Seasons Resort, The Biltmore in Santa Barbara in September 2013 for the fourth annual Key Info CIO/CMO Summit. Once again IT leaders joined for three days to discuss issues critical to the future success of their organizations. Topics covered during the Summit included the following:

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Virtualization

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Business Analytics

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Cloud Computing

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Social Business

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Software

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Security

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Executive Development

Some 33 industry experts guided 28 small discussion groups and panel sessions providing their insights and information to inform attendees to make better decisions in managing the IT function and integrate IT more closely into the overall business goals of their organizations. The use of highly experienced industry specialists who shared their knowledge with those gathering in the intimate group discussions was a unique aspect of this retreat. Notes for discussion sessions are included in this Conference Proceedings along with relevant reference materials in the Addendum. Identity of the attendees has been shielded unless they were the invited IT experts. Thanks to Dennis Fletcher for compiling this proceedings document and the other three in the series.

PeteElliot Pete Elliot, Director of Marketing Key Info Tel: 1.818.737.2804 Fax: 1.818.737.2854 Email: pelliot@keyinfo.com

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DISCUSSION LEADER BIOS Key Info’s fourth annual Summit for CIOs offered an impressive roster of recognized industry specialists and executives from a wide variety of leading industries. They came to share their considerable knowledge through small group discussions with attendees critically interested in their areas of expertise. Conference speaker bios are listed here in order by last name and show the discussions that each chaired or co-chaired.

MARK BALCH

Director, Data Center Solutions Cisco

STORAGE (B4)

PM PANEL

Mark Balch’s responsibilities span the Unified Computing System and Nexus switching areas of Cisco Data Center Solutions. The group is responsible for the definition and life cycle of multi-vendor IT capabilities incorporating Cisco Data Center products that address broad use cases including cloud, infrastructure management, virtualization, and enterprise applications. Mark has delivered products and solutions focused on IT infrastructure management and automation. He previously held electrical engineering roles for data center networking and high-definition video products.

KARSTIN BODELL

Vice President, Enterprise and Mid-Market Marketing, IBM North America IBM

EXECUTIVE DEVELOPMENT (F1, F2)

EXECUTIVE DEVELOPMENT - CMOS (E4)

Don Cotey is a Corporate Entrepreneur with a proven track record for leading hyper-growth businesses over the past twenty-five years in the Information Technology industry. Don’s professional expertise spans several management disciplines including: Business Innovation, Strategic Planning, Marketing, Solution Selling, Knowledge Management, Cloud Computing, Big Data/Analytics, Mobility, Organizational Design and Financial Management. As Chief Strategist for IBM Global Business Partners on the worldwide team, Don is responsible for defining the Global Channel Strategy and leading strategic growth initiatives that drive channel revenue for IBM Business Units through the ecosystem of IBM Business Partners. Don works with IBM Business Partners to develop and execute IBM’s Channel Strategy to capitalize on new opportunities created by Big Data and Analytics, Cloud Computing, Smarter Planet and Mobility.

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CHRISTOPHER CARTER Mentalist (Entertainment) Funny Business Agency

KEYNOTE SPEAKER - THURSDAY 9/12 DINNER Christopher Carter is recognized as one of the world’s greatest mind-readers. But he’s not psychic. He’s simply an incredibly skilled observer of human behavior. Starting at the age of eight, when an uncle allowed him to sit in on a poker game, Christopher began to realize that people broadcast their thoughts in ways beyond words. This led to a lifelong interest in non-verbal communication and people reading. Although he pursued dual interests in psychology and theater in college, it wasn’t until he was doing graduate work that Christopher finally put it all together: he blended his fast-paced, humorous theatrical style with stunning displays of psychological ability. Christopher has earned appearances on The Martin Short Show, and the Donny and Marie Show. As a business speaker and corporate entertainer, Christopher has created custom motivational presentations for some of the nation’s top corporate groups, including Sprint PCS, Harley-Davidson, Bristol Myers Squibb, Phillips Electric, Wells Fargo, The Million Dollar Round Table.

DON COTEY

Chief Strategist, IBM Global Business Partners IBM

EXECUTIVE DEVELOPMENT (F3, F4) Don Cotey is a Corporate Entrepreneur with a proven track record for leading hyper-growth businesses over the past twenty-five years in the Information Technology industry. Don’s professional expertise spans several management disciplines including: Business Innovation, Strategic Planning, Marketing, Solution Selling, Knowledge Management, Cloud Computing, Big Data/Analytics, Mobility, Organizational Design and Financial Management. As Chief Strategist for IBM Global Business Partners on the worldwide team, Don is responsible for defining the Global Channel Strategy and leading strategic growth initiatives that drive channel revenue for IBM Business Units through the ecosystem of IBM Business Partners. Don works with IBM Business Partners to develop and execute IBM’s Channel Strategy to capitalize on new opportunities created by Big Data and Analytics, Cloud Computing, Smarter Planet and Mobility.

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LORI DEFURIO

Social Media Strategist, Digital Media Adobe

SOCIAL BUSINESS - B2C (E1)

SOCIAL BUSINESS - B2B (E3)

Lori DeFurio drives the social strategy for Digital Media products and technologies at Adobe, including Creative Suite, Creative Cloud, Acrobat, EchoSign, eSignatures and Cloud Services. She formerly was Group Product Marketing Manager for the company, creating the strategy for sales and channel enablement and customer engagement for Acrobat Solutions worldwide. With extensive marketing, sales, and training experience, Lori is a frequent speaker at global marketing and technology conferences. Prior to joining Adobe, she held numerous marketing roles and worked as an engineer with Agfa. Lori holds an MBA (Global Leadership, Strategy & Marketing) from UNC Kenan-Flagler Business School, a BSEE from Boston University, and a Bachelor’s Degree in Chemistry from Wellesley College.

NICOLE K. ENRIGHT

Vice President, Marketing and Strategy Acceleration Avnet

EXECUTIVE DEVELOPMENT (F1, F2, F4)

PM PANEL

Since January, 2011, Nicole Enright hs been responsible for marketing communications and guiding the definition and execution of Avnet Technology Solutions Americas’ strategic initiatives. Nicole joined Avnet in 2002 as a senior consultant, where she helped teams identify business opportunities and led process improvement initiatives. She was promoted to director of Operational Excellence in 2005 and in 2011 was promoted to vice president of Strategic Enablement Services as well as appointed to the TS Americas’ executive leadership team. In this role, she provided strategic planning, process improvement, and change management to the Avnet TS leadership team. In July of 2013 Nicole expanded her leadership responsibilities to include TS Americas marketing efforts. She has been recognized by CRN as a “Power 100 Woman of the Channel” in 2011, 2012 and 2013, designated to the 100 highest-ranking women who hold the most prominent channel-focused positions, and received Avnet’s highest honor, the Chairman’s Award in 2011.

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SANDY FLOREY

Business Unit Executive Mid-Market Sales IBM

SOFTWARE (B4) Sandy Florey is IBM Business Unit Executive for Mid-Market in the Western US. She is responsible for the fastest growing customer segment at IBM. She and her team work with IBM Business Partners to help mid-sized companies with less than 1000 employees leverage IBM technology and solutions for competitive advantage. Sandy has over 20 years of experience in the IT industry, including sales, business development, solutions architecture, technical marketing, software development, and management. Sandy holds a BS in Computer Science from the University of Southern California and an MS in Computer Engineering from the University of California, Berkeley.

STEVE FRY

Software Product Manager System x North America IBM IBM

VIRTUALIZATION (A2, A3, A4) Steve is veteran of 30 years in the high tech industry with a broad range of experience across both hardware and software businesses. Mostly recently, he has been responsible for the solution offerings within the IBM System x portfolio. These responsibilities include solutions for virtualization, virtual desktop infrastructure, private cloud and others.

PAUL GILLIN

Social Media Trainer Profitecture

SOCIAL BUSINESS - B2C (E1)

SOCIAL BUSINESS - B2B (E3)

Paul Gillin is a veteran technology journalist and thought leader in new media. Since 2005, he has advised marketers and business executives on strategies to optimize their use of social media and online channels to reach buyers cost-effectively. His award-winning 2007 book, “The New Influencers,” chronicles the changes in markets being driven by the new breed of bloggers and podcasters, earning more than 100 favorable reviews from outlets including The Wall Street Journal, San Jose Mercury News and the BBC. His second book, “Secrets of Social Media Marketing,” also has earned wide critical acclaim. He also co-authored the B2B social media marketing book “Social Marketing to the Business Customer” with Eric Schwartzman, published by John Wiley & Sons in 2011. (Continued)

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PAUL GILLIN (CONTINUED)

Paul was previously founding editor of online publisher TechTarget and editor-in-chief of the technology weekly ComputerWorld. He writes a monthly column for BtoB Magazine and is an active blogger and media commentator.

VINCENT HSU

IBM Fellow, Distinguished Engineer (CTO for Storage) IBM

AM PANEL

STORAGE (B1,B3)

Vincent (Yu-Cheng) Hsu is an IBM Fellow and the CTO for IBM Disk Storage systems. His responsibilities include future storage technology, system architecture and design, and solution integration. Prior to this position, Mr. Hsu was the Chief Engineer for IBM Enterprise Storage system. Mr. Hsu has devoted his entire 21 year professional career to enterprise storage system development. He is the Master Inventor at IBM and was named an IBM Fellow in 2012. In 2005 he was named a Distinguished Engineer (executive level engineer) and Chief Engineer for the IBM DS8000 storage product. In 2009, he was named the CTO for IBM Disk Storage leading IBM storage technology council to oversee storage technology for all IBM disk storage products.

SHAUN T. JONES

VP Marketing - Business Partners and Midmarket - IBM Software IBM

SOFTWARE (B2) Shaun is responsible for driving software growth for IBM in the mid-market customer segment and across the Business Partner community. This involves working closely with the SWG brand and geography business units as well as other divisions across IBM to deliver marketing strategy, offerings and go-to-market plans. Shaun joined IBM as a programmer and has enjoyed a wide variety of roles during his career. These include Systems Engineering, Sales, Product Management, Business Development, Demand Programs, Industry marketing and Business Partner program management. Shaun has held executive roles in Information Management, WebSphere, and SMB prior to his current role for IBM Software. Shaun is a qualified Soccer Coach. He remains a lifelong fan of Manchester United and will happily explain the rules of cricket to anyone prepared to listen.

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HANS KOENIGSMANN Vice President Mission Assurance Space Exploration Technologies

KEYNOTE SPEAKER - WEDNESDAY SEPT. 12 DINNER Dr. Koenigsmann leads a team that assures the Falcon 9 Launch Vehicle and Dragon are ready for the mission, with no open risks to mission success. He also serves as Launch Chief Engineer, certifying launch readiness and resolving potential launch anomalies. His experience includes the development of two Launch Vehicles, as well as several satellite projects. He has served as head of the Space Technology Division of Germanyâ&#x20AC;&#x2122;s Center for Applied Space Technology and Microgravity (ZARM) at the University of Bremen. In that role, he was responsible for the development and operation of the satellite BREMSAT. Dr. Koenigsmann then worked for Microcosm in Torrance as a Chief Scientist and a Flight Systems Manager for their Scorpius sub-orbital launch vehicles. In 2002, he joined SpaceX as the fourth employee, leading initially the Avionics department. He was part of the launch team for all SpaceX launches, Falcon 1 and Falcon 9; by the third flight of Falcon 1, he became the Launch Chief Engineer. In 2011, he became the Vice President of Mission Assurance, combining the Mission Assurance and the Launch Chief Engineer Teams.

PAUL KRAPPMAN Partner

Profitecture

SOCIAL BUSINESS - B2C (E1)

SOCIAL BUSINESS - B2B (E3)

Paul Krappman brings together a deep background in business, product, and software development, and is a seasoned software and information systems executive. He has more than 20 years of start-up, turn-around, and strategy development experience. He has held executive-level business and product development roles for leading software and SaaS developers in logistics, data security, cloud computing, ERP and social networking. He has led product management teams, strategic partnership development, and business development for venture-backed technology firms as well as publicly traded software companies. Paul holds mentoring and advisory positions with numerous start-ups and midsize businesses.

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MATTHEW LANGIE

VP, Strategic Marketing, Digital Marketing Business Adobe

PM PANEL

EXECUTIVE DEVELOPMENT (E2, E4)

Matthew is responsible for marketing the companyâ&#x20AC;&#x2122;s industry-leading digital marketing solutions that generate over one billion dollars. His responsibilities span go-to-market strategy, messaging, positioning, pricing and packaging, sales enablement, competitive intelligence, and product evangelism. Matthew has extensive experience in software and technology marketing, including leadership roles at Omniture, WebTrends, Infor Global Solutions, Datastream and Hewlett-Packard. He served as vice president of Marketing for Timeline Computer Entertainment, a software company founded by the late, best-selling author, Michael Crichton, and he led marketing and business development for the software technology research lab at Intel. Matthew currently serves as Board vice chairman of the Internet Marketing Association, a worldwide industry organization with more than 800,000 members. He is Director Emeritus of the Digital Analytics Association and serves on the Advisory Board for the University of California-Irvine Internet Marketing Certification program.

MARTIN LESLIE

Business Development Media & Entertainment Intel

BUSINESS ANALYTICS (C1, C3)

PM PANEL

SECURITY (D4) Martin has worked for 17 years at Intel. The last seven has been in the Media & Entertainment group in Southern California where he handles Account Management & Business Development of Strategic Digital Media Companies. His primary focus areas are online gaming, digital content creation and social network companies and of course data centers. Recent focus has been with the large entertainment studios including Disney and Dreamworks where he has been involved with animation rendering farms.

JACK LO

Sr. Director, R&D VMware

AM PANEL

STORAGE (B1)

VIRTUALIZATION (A2, A3) Jack manages the Core Storage and Availability team at VMware, which is responsible for the vSphere storage stack as well as High Availability, Fault Tolerance, and Data Protection technologies. (Continued) Premier Business Partner

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JACK LO (CONTINUED)

During his tenure at VMware, he has also managed a number of other development teams, including the virtual machine monitor, virtual hardware platform, and Site Recovery Manager. Prior to joining VMware, Jack was Director of Software Engineering at Transmeta Corp. He received a Ph.D. in computer science from the University of Washington, and BS/MS degrees in computer science from Stanford University.

JOHN MCDANIEL

National Practice Leader NetApp Healthcare Provider Market NetApp

PM PANEL

BUSINESS ANALYTICS (C4)

John McDaniel has more than 35 years of experience as a healthcare CIO, consulting services executive and as an executive with large healthcare solution companies. John currently works with NetApp and is responsible for cultivating C-level executive relationships, understanding emerging requirements and collaborating with the development teams at NetApp to ensure NetApp solutions meet market-driven operational, scalability and cost efficiency requirements. John also manages NetAppâ&#x20AC;&#x2122;s partnerships with large healthcare GSIs. As a CIO, John worked with St. Vincent Catholic Medical Center, McLaren Health Care Corporation and The Emory Clinic. As a consulting services executive he worked with Dell Services, Deloitte Consulting and EMR Transitions. Serving the clinical applications space, John has worked with Siemens as Project Director and was SVP at McKesson. John is very familiar with Big Data applications and infrastructure requirements.

ANNETTE MILLER

WW Cloud Development Executive IBM

CLOUD (D1,D3) Annette Miller needs to think and act like an entrepreneur while working with new and existing IBM Business Partners to drive cloud computing solutions to clients. At the same time, she works with the IBM executive team creating and driving the strategy for growth initiatives in the Partner organization. Annette has been involved with cloud since 2008, starting as Program Director for Cloud Computing for the IBM Systems and Technology marketing team. Working with clients, Sales, and technical specialists, and IBM development personnel, she helped to drive new and emerging cloud solutions to market. Annette started her IT career as a mainframe systems programmer over 20 years ago, and has been with IBM since 1999. She has held positions with Technical Sales, Dynamic Infrastructure offerings, and Virtualization Strategy teams all within the IBM Systems and Technology Group.

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EDWARD F. NAZARKO

Client Technical Advisor Healthcare Industry IBM

SOFTWARE (B2)

BUSINESS ANALYTICS (C4)

Ed Nazarko is an IBM Client Technical Advisor working with healthcare payers and providers applying innovative technologies to solve customer and industry problems. His focus is on combining technology innovation with customer-focused business and operations strategy. Recent projects have included performance engineering of large complex systems, application of combinatorial test design to optimization of ICD-10 test cases, creation of rule abstraction and change validation tools using formal verification and unstructured information analytics. As a consultant he has worked with pharmaceutical, device, healthcare delivery, and health insurers on a wide range of operational and strategic technology issues. He has also been in startups in life sciences, e-business and research. Ed has a BA from Reed College in Portland, Oregon and an MBA from Boston University Graduate School of Business.

JEFF O’NEAL

Senior Director, Cloud Solutions Group NetApp

EXECUTIVE DEVELOPMENT (F3) Jeff leads NetApp’s OpenStack initiative. Jeff drove NetApp’s strategy to become a charter member of the OpenStack Foundation and to support OpenStack, both through funding and code contributions related to storage and data management. Jeff has made a career of leading new market/technology initiatives over the past decade, leading teams that developed NetApp’s FlexPod Converged Architecture, in partnership with Cisco, and NetApp’s Open Solution for Hadoop. Prior to joining NetApp, Jeff led the go-to-market strategy and execution for Sun Microsystems SunFire T1000 introduction including the ultraSPARC T1 microprocessor introduction. He has held senior management positions with global scope in functions ranging from microprocessor product management to professional services practice management.

VIJOY PANDEY CTO, Network OS IBM

VIRTUALIZATION (A1) Vijoy Pandey is the CTO of Network OS, and a Distinguished Engineer at IBM. He leads the team that drives the technical vision and system architecture for IBM System Networking. He was previously the CTO of BNT which was acquired by IBM, and prior to that he held various leadership and management roles in switching, security, and application delivery controller companies, including at Nortel and Alteon Web Systems. (Continued) Premier Business Partner

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VIJOY PANDEY(CONTINUED) been an active member in IEEE 802 standards work and on the committees of various Open Source projects. Vijoy holds an undergraduate degree in Computer Science from the Indian Institute of Technology, and a Ph.D. in Computer Science from the University of California, Davis.

DAVID PEASE

IBM Distinguished Engineer, Manager, Exploratory Storage Systems IBM

STORAGE (B3) David Pease has been working in the computer industry for more than 40 years. For the past 23 years he has been a storage researcher at IBM’s Almaden Research Center, where he is an IBM Distinguished Engineer and Manager of Exploratory Storage Systems. During his time at IBM, Dr. Pease has been involved in the development of many storage technologies, including IBM’s Tivoli Storage Manager (TSM), the DVD, and most recently the Linear Tape File System (LTFS). He received his MS and PhD in Computer Engineering from U. C. Santa Cruz, where he is currently an Adjunct Professor.

DAVID PERRY

Business Development Executive Google

AM PANEL

EXECUTIVE DEVELOPMENT (E2, E4)

David Perry helps global B2B software and services companies use Google’s advertising technologies to generate leads and build product and brand awareness. Prior to Google, David worked at IBM where he was a Business Development Executive focused on creating a partnership “ecosystem” by recruiting six leading software companies to enhance complex global IBM solutions. As a Senior Consultant at IBM, David worked across several industries including electronics, financial services, telecommunications, and automotive.

CHRIS ROMANO

Senior Cloud Computing Strategist VMware VIRTUALIZATION (A1, A4)

CLOUD (D3)

Chris Romano is a Senior Cloud Computing Strategist with almost 13 years’ experience at VMware. He began as the first field systems engineer tasked with selling a new paradigm shift in computing now known as virtualization. In addition to his “day job” he manages a team of over 200 VMware technologists that run the Hands on Labs at VMworld. Through most of the 1990s he was in corporate IT at the NASD \ NASDAQ Stock Market overseeing the IT operations at the HQ datacenter in Washington, DC. Before joining the ranks of IT professionals, he was a paratrooper in the 82nd Airborne Division in the United States Army. Premier Business Partner

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FAUSTINO SANCHEZ

Rational Appscan Channel Manager, IBM Software Group, Security Systems IBM

SECURITY (D2, D4) Faustino Sanchez is based in Canada and serves as Channel Manager for Rational Appscan. At IBM he has gained 15 years of in-depth experience in identifying, developing and maintaining strategic partners including ISVs, VARs and SIs both internationally and domestically. Throughout his career, he has demonstrated his significant experience in solutions for security, infrastructure, and CRM companies. Faustino brings to the conference a hands-on management style to be the motivator in his organization and excels at strategic planning, project management, and sales development. From 2007 through 2011, Faustino was worldwide channel sales leader at IBM. Earlier, he served as a VP for business development at N-able Technologies and Datajungle, and VP of emerging markets at Corel. Faustino holds a BA in Geography from Carleton University and graduated with Honours in Business Information Systems from Algonquin College in Ottawa, Canada.

LANCE SEDLAK

Principal

Sedlak Development Group, LLC

EXECUTIVE DEVELOPMENT (G1, G3) Lance Sedlak is a senior business executive with exceptional leadership experience and demonstrated success in building new businesses for HP, GE, Arrow Electronics, and a high-growth start-up sold to GE. Lance founded Sedlak Development Group, LLC to apply his international expertise in sales, new business development, strategic alliances, alternative channel/partner management, and product marketing. Lance helps clients achieve superior results by combining a unique ability to define strategy, build teams, create innovative alliances, and develop talent to generate incremental profit while meeting organizational goals. Lance won GE Capital’s prestigious GE Pinnacle Award in 2000 for achievements in global thinking, customer focus, quality implementation, and demonstrating the “4-Es” of GE Leadership: Personal Energy, Energizing others, the Edge to make difficult decisions and the ability to consistently Execute.

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MARTIN SKAGEN

Sr. Director and Chief Architect Brocade

IBM

AM PANEL

CLOUD (D1)

SECURITY (D2, D4) In 2002, Martin Skagen joined the Brocade Competitive Analysis team that was created to ensure the competitiveness of a wide range of Brocade products and strategies. Two years later, Martin was named Chief Architect and runs the technology and strategy team where he is responsible for all of Brocade’s product lines. Martin has more than 24 years of IT experience, including more than a decade at Hewlett Packard, where he held various positions, such as managing support/services teams for mission-critical customers.

JUDY SMOLSKI

VP, Mid-Market for the Americas IBM

EXECUTIVE DEVELOPMENT (F3)

SOFTWARE (B4)

Judy joined IBM in 1974 as a new account sales representative in Denver, Colorado focused on the SMB marketplace. She followed a traditional sales management career path before joining IBM’s PC business unit in 1984, where she spent the next 15 years in a variety of sales and marketing roles. Judy was then named to lead marketing for the new Global Small Business Division in 1999. When this division was merged with the SMB group in the first quarter of 2001, she assumed the SMB Americas Marketing executive position and held it until January of 2008. At that time, she became VP, Mid-Market for the Americas, a new role designed to increase IBM’s investments and focus on this significant market opportunity. This now includes the shift of traditional IT spend to managed services/cloud providers as a RTM for the Mid-Market. Judy holds a BA in English and History from the University of Texas at Austin.

CHRISTOPHER STEFFEN Director of Information Technology Magpul Industries

CLOUD (A3, D1)

SECURITY (D2)

Christopher M. Steffen is the Director of Information Technology at Magpul Industries. In this role, he is accountable for all technology-related functions of the enterprise, including the development and implementation of the company’s technical vision and the management of the company’s technical staff. Before coming to Magpul, Steffen served in multiple technical leadership roles for Kroll Factual Data, (Continued)

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CHRISTOPHER STEFFEN (CONTINUED)

a credit and information services provider, including Principal Technical Architect and Manager of Information Security and Compliance. Prior to working at Kroll Factual Data, Steffen was the press secretary and speech writer for the Colorado Speaker of the House.

BRETT WALLACE

Director of Sales LinkedIn

SOCIAL BUSINESS B2C (E1)

PM PANEL

SOCIAL BUSINESS B2B (E3)

EXECUTIVE DEVELOPMENT (F4) Brett Wallace is a Director of Sales at LinkedIn (NASDAQ: LNKD), the worldâ&#x20AC;&#x2122;s largest professional network on the Internet, with more than 237 million members. Prior to joining LinkedIn, Wallace was VP of Sales and Business Development at ZoomInfo where he led the sales, client services and business development functions. Prior to ZoomInfo, Wallace spent nine years at Forrester Research where he was Director of New Business Sales. Brett lives in San Mateo, CA with his wife and two children. He is also an accomplished artist who continues to create and show his work. You can reach Brett on LinkedIn www.linkedin.com/in/brettwallace or on Twitter at @brett_wallace.

MILES WARD

Senior Manager, Solutions Architecture Amazon Web Services

AM PANEL

STORAGE (B1)

CLOUD COMPUTING (D3)

EXECUTIVE DEVELOPMENT (E4) Miles Ward is a three-time technology startup entrepreneur with a decade of experience building global-scale analysis infrastructures. Miles has been at Amazon Web Services since 2010 and is responsible for designing and developing AWS Solution Architectures relating to big data and social analytics, multi-tiered storage, HA and DR approaches for RDBMS systems, and cost optimization.

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HARRIS WARSAW (CO-HOST)

VP West IMT Enterprise Unit IBM

EXECUTIVE DEVELOPMENT (E2) Harris Warsaw brings 40 years of global expertise in leadership, sales, marketing, and customer knowledge to his current position as Vice President, Enterprise and Mid-Market West Integrated Market Team and North America. Reporting to the General Manager, IBM West, Mr. Warsaw has executive responsibility for developing, supporting and executing the sales strategy in the Enterprise and Mid-Market segments across North America. In this capacity, Mr. Warsaw devotes his time and expertise to lead IBM in delivering business solutions to clients through direct and channel sales, in one of IBM’s largest business growth segments. Mr. Warsaw, serves on IBM’s Global Enterprise Integration and Values Team and is a member of IBM’s elite Senior Leadership Team. In addition, he contributes his time generously to the development of future executives at IBM.

EDWIN YUEN

Director, Infrastructure Platform Compete, Enterprise and Partner Group Microsoft

AM PANEL

CLOUD (D1)

VIRTUALIZATION (A2, A4) Edwin Yuen is the Director for Infrastructure Platform in the Enterprise and Partner Group at Microsoft. Before his current role, Edwin was Director for Virtualization and Cloud Strategy on the Windows Server and Management Team at Microsoft. Edwin arrived at Microsoft along with the July 2006 acquisition of Softricity, the company that developed App-V. Prior to joining Microsoft, Edwin was one of the Services Engagement Managers of Softricity for six years, leading most of the initial Softricity implementations. Edwin has almost 20 years of technical consulting experience in both the commercial and federal marketplace. He holds a BS in Electrical Engineering from Johns Hopkins University.

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- SESSIONS -

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TUESDAY CONFERENCE SESSIONS KICK-OFF Conference Welcome Messages LIEF MORIN, President, Key Information Systems Key Info President Lief Morin opened the three-day Summit on September 11th at a sunset networking mixer at the Four Seasons Resort, the Biltmore. Speaking to the group in the La Pacifica Ballroom overlooking the Pacific Ocean, Morin announced, “This evening we’ll learn about an exciting tour of the space exploration world by Dr. Hans Koenigsmann, Vice President of Mission Assurance, at SpaceX.” Morin pointed out to attendees of Key Info’s fourth CIO/CMO Summit that innovation is revolutionizing both IT and Marketing, and that it is bigger, more pervasive, and will emerge and disrupt enterprises more than we can imagine. “This Summit gives us an opportunity to discuss the impact of these emerging technologies with our peers in small-group discussions in an intimate and secure setting. “Topics we’ll be covering include virtualization, storage, security, business analytics, cloud, social business, software and security. Our sessions will be led by subject-matter experts who facilitate discussions and pose challenging questions on state-of-the-art technical issues. Besides SpaceX, companies contributing experts to share their knowledge and experience at this Summit include Adobe, Amazon Web Services, Avnet Technology Solutions, Brocade, Cisco Systems, Google, IBM, IBM Netezza, Intel, LinkedIn, Magpul Industries, Microsoft, NetApp, Profitecture, Sedlak Development Group, and VMware. “This year our Summit features extended executive development sessions, including two led by management consultant, Lance Sedlak, of the Sedlak Development Group. “One new theme at this year’s Summit is the greater interconnected relationship between IT and Marketing, with CIOs and CMOs working together in an increasingly important role to manage and analyze data. We have included a number of sessions addressing the tug-of-war between CIOs and CMOs with an eye toward finding a more collaborative relationship that closes the gap between the needs of IT and Marketing.” Morin concluded, “On behalf of all at Key Info, we want to thank you, our clients and partners, for joining us at our 4th annual CIO/CMO Summit.”

HARRIS WARSAW, VP, Enterprise and Mid-market West, IBM Harris welcomed all attendees to the morning session as Key Info’s partner in the fourth annual CIO Summit. He noted that Key Info’s client retreat continues to distinguish itself among leading IT executive conferences as a place where CIOs and industry experts meet within the context of small discussion groups to deliberate on the main IT issues of the day in a meaningful way. He personally endorsed the Summit as one of the best IBM business partner events in the country and reiterated IBM’s commitment to the success of the CIO/CMO Summit and happy to be part of it.

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SESSION DISCUSSION NOTES C-level attendees who gained from their industry experience, insights and predictions carried back the ideas, predictions and warnings gained from the small group discussions. The essence of these discussions, as well as the keynote and panel discussions, are documented in these Conference Proceedings. Questions pertaining to these sessions should be directed to Pete Elliot, Director of Marketing and Conference Co-chair, Key Info, pelliot@keyinfo.com.

MORNING PANEL OF EXPERTS Panelists: Edwin Yuen, Microsoft; David Perry, Google; Miles Ward, Amazon Web Services; Martin Skagen, Brocade; Vincent Hsu, IBM; Jack Lo, VMware; Roxanne Reynolds-Lair, FIDM) Moderator: Pete Elliot (Key Info) PETE ELLIOT – Moderator: Asked the question: How does Cloud Computing affect your business? Miles Ward – Amazon: We focus on Reduction of Valueless Risk so risk can be spent on important bets. Considered a cool operating principle for incubator groups by some attendees. Vincent Hsu – IBM: Storage CTO, IBM Fellow: Their focus is on geocentrically available data “access to data where it is needed – at the right place – in the right time”. He observed that today, storage is NOT the box; it’s the control services that manage the box and what’s in it. Noted that compliance issues have limited the acceptance of Cloud services by users. Attendee: Asked, “Do you have the ability to stop distribution of data?” • Ward: Federal law requires a subpoena. Regulated data is a big area of concern at Amazon Web Services (AWS). Panelist: “Cloud makes IT look at problems differently for the first time in a generation.” Yuen: Location of data ‘goes away’ with Cloud. I shouldn’t have to think about how to manage my systems (infrastructure). PETE ELLIOT – Moderator: Asked the question: How does Big Data affect your business? Ward: Searches for data are up 8-9 times. We need all biz data to be available. Focus needs to be on answer you want to achieve not on the data used. AWS processes 9.8 Trillion transactions/day. Analytics against this volume can’t be solved with the same old tools; requires Business Analytics. Pete Elliot – Moderator: Asked how do we use social and unstructured data? Ward: Don’t think about Big Data as a box. Big Data is connections, which means Service Oriented Architecture and Data as a Service. Yuen – Access to data, trusted sources (mix of external with internal) Big Data is not bigger databases. Lo: One infrastructure is needed for all data. PETE ELLIOT – Moderator: Asked how is Cloud and Big Data affecting CIO/CMO relationship? Hsu: CIO and CMO are talking a lot more today. Ward: Customers are increasingly on the internet. Marketers are re-inventing. Witness: BYO App + BYO Data = BYO Business. Yuen: CIO thinking is shifting from IT being a utility to becoming a service and will ask the questions: What am I not doing? What services can I provide?

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AFTERNOON PANEL OF EXPERTS Speakers: Matthew Langie (Adobe); John McDaniel (NetApp); Martin Leslie (Intel); Nicole Enright (Avnet); Mark Balch (Cisco); Timothy Hart (Ventura Foods); Brett Wallace (LinkedIn). Moderator: Pete Elliot (Key Info) PETE ELLIOT – Moderator: What are you doing with your CMOs today? Enright: The role of the CMO is starting to have an important impact on IT. Langie: Suggested asking yourself, “In Digital Marketing, is your CIO/CMO relationship known as the power couple or are they in need of marital therapy?” Wallace: We are in the early days of Social Media and struggling with a broader social strategy. Leslie: IT can bring some real value in the business unit that is completely new. Hart: A business liaison exists between the CTO and the Marketing Department at Ventura Foods. McDaniel: NetApp is working with Cisco on Flexpod and how to connect all of the different parts of the Cloud. The best quote here: “I want my data back. How do I get it if it is in the Cloud?” “And what are the best practices?” Balch: Technology is a tool, not the solution. The Cloud has many different definitions and can be used in many different ways. PETE ELLIOT – Moderator: What is impacting your hiring practices? Enright: At Avnet, we look at the job competencies needed in the future and select for them. We look at our organization’s value proposition to see if it matches. We also use analytics data to see which employees perform best. Wallace: LinkedIn is the largest on-line profitable network with 230 million members growing at 200,000/day. Eighty percent of LinkedIn members are passive job seekers. It holds job talent at a massive scale and furnishes tools to empower recruiters. Langie: He serves on the Board of Directors for the Internet Marketing Association. The MBA schools are way behind in their Marketing classrooms; not teaching Digital Marketing. Leslie: Lobby our government to get Visas that allow importing needed talent. Some current MBA grads want instant gratification and don’t work out. Intel sponsors their MBA grads through their different departments. Hart: We have little turnover at Ventura Foods. New employees are a healthy source of new ideas for us. Have leverage key info for skills transfer to upgrade our technical skills. We also have a major focus on retention. PETE ELLIOT – Moderator: Partnerships are the killer app that we face today. How important are partnerships? Balch: There is a lot more to delivering what we do than just our product. Leverage the expertise in your partners to gain new skills that you need. Customers are increasingly expecting vendors to make sure that products and services work well together. A good example is the collaboration of NetApp, Microsoft, Cisco, Citrix, and Oracle to be sure all parts in Flexpod work together. It’s a broader type of product development process made up of an old set of partners. McDaniel: A Cisco Validated Design was the gold standard as a common currency on the go-to market side for Flexpod.

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Hart: At Ventura Foods, it is very important that partners integrate their products with others. Leslie: Intel needs partners and standards to deliver our products efficiently. Pete Elliot – Moderator: Security, lawyers, more lawyers everywhere. What should be their role? Pete Elliot: Everything is going to the Cloud. In the end, after all the applications have left the IT shop, the CIO will still own the security function. Balch: Not every app is appropriate for the Cloud. Cisco is looking at bridging secure private Cloud structures to public Cloud structures. We are providing a secure model for older traditional applications. Leslie: Intel is trying to provide security at the microarchitecture level of the chip. To this end, we bought McAfee. Hart: It also comes down to the care and feeding of Security that can be handled by external providers. Langie: Adobe is setting up well-defined rules to prevent Cloud data from being used in dumb or malicious ways.

A1: VIRTUALIZATION

Journey to the Center of the Virtual Data Center: Innovating with SDNs Speakers: Vijoy Pande (IBM), Chris Romano (VMware) Session Notes Vijoy Pande (IBM): There are three attributes of Software Defined Networking (SDN): Programmability to the network, Virtualization, and End-to-End Networking. He pointed out that the network was the last part of the infrastructure to be virtualized making it more flexible and agile. SDN allows you to look at the network as a whole, and make adjustments as needed. Pande: Trends that he predicted in virtualization: •

Hardware will become more commoditized

•

This follows what has happened to the X86 environment

•

Software will provide the network functionality

Chris Romano (VMware): We are focusing on Network Portability, asking the question “How do I wrap everything else around it from VPN to load balancers … maybe even SDN?” Speaker: We have virtualized a lot of the business, compute, storage, and applications within IT infrastructure, but not networking as of yet. Attendee: Scheduling of downtime can be troubling; especially in a hospital scenario. Have to jump through a lot of hoops to do it. Speaker: Reduce provisioning time for all aspects, not just networks. Speaker: Regarding 3-tier applications – [IT departments] want to replace the hardware: • Not just the physical hardware; must take into account things like firewall rules … how do you know what rules belong to that one server? • If you can do everything at the virtualization tier; context is contained; you can get the all compute, storage, network attributes that are tied to the hardware.

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Attendee: Wants the network intelligence at the virtualization level, not at the individual switch or adapter level. Speaker: One hardware option – Intel purchased a company and is looking to take the switching ASIC, and move it into the server. Speaker: SDN is a still a bit of a buzz word. It can give you flexibility in a virtualization environment, but what is the impact when controlling Layer 2 and Layer 3 via software; it’s a larger impact than just virtual servers. Pande: Regarding technology, the moment you install a vSwitch on a server, it can create a challenge; virtualization now has many more layers of switching: • FEX – not a switch, has many pieces • SR-IOV – coming in a big way • vSwitch – a virtual switch living on a server • Every switch has local information and tries to make global decisions Pande: SDN is trying to solve the virtual networking problem only. The physical network is still there and stays there. Largely, trying to keep the physical and virtual networks separate. Romano: Organizations are still very silo’d. Networking and virtualization teams do not always communicate well. Pande: OpenFlow is another big buzzword. Helps with end-to-end networking. Pande: Cisco sees SDN as a threat to their route/switch business: •

SDN is a technology shift

•

Cisco wants to control through the networking tier, and maintain control

•

Software stack is not resident on the Cisco switches

•

Will be interesting to see how Cisco handles SDN in the coming years

Pande: His thoughts on the threats to Cisco: • No need for specialized ASICs; any switch vendor will be able to support SDN and it will likely chip away at Cisco business •

If you can suck the intelligence out, no reason to pay Cisco’s high margins

Romano: VMware just wanted to rethink how networking is handled, they are not intending to go out and push Cisco out; physical networking will still be needed. •

North / South versus East / West network traffic o

Moving away from the core switch

More efficient networking

• Most networking will be able to be based on standard Broadcom and Intel chips; again no reason to have Cisco proprietary chips •

Regarding IT Organizations (Security, networking, server, application teams): o

Some companies have jack-of-all-trade engineers where everyone does everything

Some companies are very silo’d in their engineering

Attendee: One customer tries to keep it simple with Linux routers, no VLANs, and a flat network. Attendee felt they do not need the complexity in their network and use firewalls for security.

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Attendee: Are all-in-one-devices like IBM’s PureSystems a potential security concern? Pande: Not as of yet. We are able to contain security. A single hardware failure can produce an outage; a reason to push for virtual hardware and virtual networks. You can isolate networks and security and create security domains. Attendee: Pull the intelligence out of the switch … how do you do that? Pande: Table lookup is still performed at the hardware level. But routing, spanning tree, VLANs, rules, and all software that was on the switch is moved out of the physical switch to the SDN. Attendee: Can you move packet forwarding away from the switch? Pande: Performance would suffer, switching ASICs are built to handle packet forwarding. To do it in memory is very expensive. Even an access switch handles a lot of traffic. We still need hardware based support, but generic hardware like Broadcom or Intel is enough. Speaker: Every organization’s network is different. Development, QA and production environments are all different. There is a need for firewalls and security. QOS is needed for prioritization but is very complex and needs the speed. Speaker: We are seeing a push in other vendors as well with software virtual firewalls and load balancers. With OpenStack, IBM has joined this movement in a big way with investment in development being pushed. IBM’s CloudStack will be based on Tivoli and OpenStack. Pande: Open Daylight is a new Open Source to accelerate and advance a common, robust SDN platform. This is made up of at least 30 companies, including IBM. They have a first release and IBM is pumping a lot of resources here as well. Speaker: SDN is not a standard yet. This is similar to the situation with Cloud Services. It may be a bit more of vision in some peoples’ eyes, and some see it as more tangible today than others in the field. Attendee: Asked, “Where are the standards of SDN?” Pande: It is following a lot of typical physical standards as well. •

OpenFlow is another standard

•

Others standards are actively taking form as well

•

It is becoming a real product with real deployments and is starting to become more widely adopted

Speaker: At one installation at a hospital the desktop guys saw VDI as a threat; they didn’t want to lose their physical machines. •

Were able to reduce desktop engineers by 3

•

But added 2 Citrix engineers

•

1200 thin clients were deployed

•

Using tap in go access

Attendee: Asked about silo battles. • Pande: In most smaller companies, IT staffs have a mixed bag of expertise, but in larger organizations they are more focused on a particular discipline and we need to work at removing the boundaries of silos within these organizations

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SDN lets you be able to provision and automate; lets users focus on their job

•

Everyone wants to speed up the provisioning process

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Now that we have been able to successfully virtualize the compute and storage environments, the focus is shifting to networks and Software Defined Network (SDN) technology. This shift is moving the intelligence of the computer networking from the hardware to a centralized software stack. This will likely cause a commoditization of the networking hardware that we have already seen on the compute side of the house. Another benefit for the buyer is that this will provide greater flexibility and agility within the IT infrastructure environment. However, in some environments, this may not apply, or it may require more time before IT infrastructure managers begin to realize the benefits of Software Defined Networking.

A2 - VIRTUALIZATION

Managing Virtualization Speakers: Steve Fry (IBM), Edwin Yuen (Microsoft), Jack Lo (VMware) Session Notes Edwin Yuen (Microsoft): Everyone now knows and understands virtualization, but how do we manage it … open forum, peer to peer, let’s see what we can do. Private Cloud -- should we do chargeback? What is the output? One answer could be showback … at least be able to highlight what is being used and for what purpose. Yuen: Cited a study of CIOs recently looking at what is the output of Private Cloud: • 88% say the output is the deployment of the VM • 10% say the output is the VM plus the software needed • 2% say the output is the service Jack Lo (VMware): We can use templates for tiers of service (like gold, silver, bronze). Focus on policy and make it simple. • Not necessarily a cost savings, but raises the engineering and support bar • Rather than building VMs, engineers are focusing on managing the templates, polices, etc. • Some use VMware (VCAC or vCloud Director), some use CloudStack, also a Microsoft option • All the VMs expire, you can build and destroy them Yuen: Orchestration engine is what you need (like a macro) and you want checkpoints; not fully automated. Speaker: Public Cloud – in the end all you are getting is a service / SLA • Everyone just wants their services available • Build in resiliency, so you don’t have to worry about it • When health of a system reaches a breaking point, then you take an action • You don’t want to spend time deploying the VMs, you just want them available … next step is you just want the service available o An analogy is electricity – you just want the power you need when you need it. You don’t care where it came from or how it got there.

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Speaker: IT Operations – What do you really want? •

Fully service-oriented, fully automated

•

Click a button and the service is available

•

Catalog of offerings for IT operations, which still needs to be a bit technical

•

Storage still needs to be somewhat governed

o One thought was to provision it all to the Cloud and then the administrators are responsible for it •

Focus on the difficult pieces of the environment

Lo: Said that IT, Developers, Business, they all need to collaborate – how do you reduce the cost of provisioning storage and networking now that compute is so virtualized? Try to reduce the time of all jobs … do them in bulk, in tandem. • Is it cheaper to do it in house versus running it outsourced in the Cloud o

P1 VM – cost for 3 years of a VM §§

$2600 in house

§§

$4000 for a cloud provider, validated by Gartner.

•

Another speaker agreed, maybe the Cloud isn’t the right direction?

•

There are some advantages due to the elasticity of the Public type cloud

•

Cloud makes a lot of sense for smaller/newer environments; similar to the buy/lease argument

•

Cloud is also a known cost, easy to justify

•

It might be done better and more efficiently if you farm it out to the Cloud

Speaker; Discussion centered on virtualization/automation. • Spend more on administration today, as virtualization has not been promoted (sold) to the internal organization •

Pay for the benefit of automation if it results in better results in the end

• You still have to fix what is broken; today virtualization may have a black eye in some environments still •

Must account for the applications and their variability

•

Manage against models, rather than applications

•

Automate things that are very repeatable and happen frequently; cannot automate an Oracle

deployment, for example

•

Struggle with the breaking point, where is that? o Might make cost sense to still just build the VM manually, rather than implement automation o Are advantages in pushing the technology for the internal IT team •

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Don’t want an expensive DBA messing with backups; raise the engineering bar; he should be focusing on databases

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•

Risk of automation o

Want to automate the mundane, not the routine

o Focus on what your IT department wants/needs, but also focus on the customer’s wants/ needs o •

Automate what we control, our part which is easy, when you inject applications at which time it becomes more complicated; focus is how can you save the developer’s time?

Application Team might begin to look at the cloud and compare internal IT to a Public Cloud? o

Can do it on their own, possibly creating a new cost that is not known

Hopefully policy will handle this as well, so at least it is a known

Speaker: Have you seen a successful application automation? • Need application team involvement from the beginning • Tools are available, but it needs to be planned and developed by app owner; can’t be built from the server side alone • Need proper workflow; 80% of the work is external from the infrastructure • Requires partnering to have quality output • IT cannot own it all by themselves • Bottlenecks are typically the people, not the systems themselves Speaker: Another discussion about VMware Conversation: • DRS – commonly accepted now, VMs move around but people don’t care • Problem: reclaiming old VMs, when they are no longer needed o vCOps has saved 500,000 in hardware reclamation for one customer by being able to decommission and destroy old VMs o One company has an individual focusing primarily on clean-up of old VMs / Servers §§ Rate of Return - very large in the beginning; wondering if that will diminish over time • Chargeback – not commonly used (no one in the discussion session uses it), but some do like the idea of show-back o One attendee displayed the top 25 mailboxes, everyone could see it … soon people were working to ensure they were not on the list o It’s a lot of work to implement and is a big shift in financial consideration

The next steps in virtualization revolve around automation and management. Automation can be sexy, but does come at a pretty significant cost. You also need to ensure that automation is actually benefiting the user departments as well, not just taking into account the wants/needs of internal IT. In the area of management, there is still a big push around monitoring and the ability to reclaim old VMs that are likely no longer in use. Products, such as vCenter Operations Manager, can more than pay for themselves in the near term. Lastly chargeback is not widely used in most organizations, but the idea of showback could be a very useful tool worth investigating.

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A3: VIRTUALIZATION

Converged Infrastructure: Choices in Converged Systems Speakers: Christopher Steffen (Magpul), Steve Fry (IBM), Jack Lo (VMware)

Session Notes Steve Fry (IBM): Asked for concerns faced by attendees in Virtualization. Attendee: He questioned the use of FCoE technology for end-to-end communications. He expressed concerns around the ability for IP traffic to be much more resilient than block level traffic. He also expressed concerns about the ability for his existing staff to be in a position to manage the technology in their environment today, specifically from a personnel skill set standpoint. Mark from Cisco discussed the benefits that converged fabric provides. Some are obvious like cable reduction and device reduction, as well as lower power and cooling requirements. Also a benefit, the ability to control how the various data paths can be modified to support various bandwidths for a given protocol. Phil Hice of Key Info discussed how reference designs and fully integrated solutions, like PureFlex or FlexPod, were also of significant benefit in that they bring back the idea of the mainframes reliability, which was directly related to the process and procedures used to run it, and the fact that you could ONLY put fully-supported and compatible expansions and upgrades in it. This leads to faster time-to-market for new enhancements for these types of products. Hice: Regression and interoperability testing of fully integrated solutions like PureFlex or FlexPod has a significantly reduced scope over qualification of systems that are more ‘generic’ in nature, which allows for a multitude of devices to be installed. The group: The ability to repurpose systems based on more common interfaces are another advantage that was discussed.

Two concepts emerged. First, converged infrastructure is the future and as we’ve seen by PureFlex and FlexPod, the industry recognizes this and is heading that direction now. Second, as with all new technologies, there is a fine line between waiting for getting on board and being left behind. Adopting new technology as early as possible can be risky. But there comes a time that proven new technologies like converged infrastructure should be investigated to allow for the technology and personnel to mature in its use and application.

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A4: VIRTUALIZATION

Innovate IT as a Service Speakers: Chris Romano (VMware), Steve Fry (IBM), Edwin Yuen (Microsoft) Session Notes Chris Romano (VMware): Asked attendees, “Has anyone actually implemented IaaS?” Steve Fry (IBM): Asked, “What are the next steps?” At this point IaaS is primarily talk, not a reality as of yet. Edwin Yuen (Microsoft): Asked, “Can we get to that point where you press a button and the customer gets exactly what they want?” Speaker: The server side is easy … but getting the rest of the resources in line is the larger challenge • There is also a risk involved in opening the doors to self-provisioning • IT can be too slow for users, so they turn to Amazon to get resources they need • Development/QA environment o For every VM, could have 2, 3 or 4 test VMs for one production VM o Cited a case of 2800 VMs now … still have to be managed, monitored, licensed which creates a VM sprawl issue • Need to get some tools in place to help with needed controls Speaker: If you move to an IaaS model, you will need to create policies and guidelines, otherwise it’s like giving kids a playroom, which they will not clean up or manage themselves. • If it’s not used in 15 days, it gets shut down • Need to keep control, but with self-provisioning it gives them a taste of power o One speaker said they do self-manage, but it’s not the norm o But in the rest of the world, they do not self-manage o Need a significant amount of external management to maintain a level of control Speaker: VM sprawl is epidemic today. He asked, “What is the driving and motivating factor in self-provisioning today?” • Typically this is done to benefit IT. • Need to focus on enabling the business. o Romano – VMware is focusing on this, enabling the business o Systems Center – also focusing on the business as well • Need to be quick to keep up with ever-changing environments. Speaker: Asked about the types of environments of those present. • One medium-sized manufacturer reported they will be 100% virtualized and moving more and more to the Cloud in 180 days. o Will help expand the business 3 times in the next year or two o Another company with about 500 VMs is about 99% virtualized; and they are mature in x86 virtualization. • Another company has about 80 to 100 VMs and iSeries servers virtualized. • Another medium-sized company has about 200 VMs; they have not yet started moving data / services to the Cloud.

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Speaker: Asked, “What is the future for IaaS?” • Most likely it will exist in a world of hybrid environments, with multiple paths to get there. o Most believe that not everything can go to the Cloud; need to maintain a local presence. o Should not have a direction that is an all-or-nothing approach o Hybrid Cloud – allows your Private Cloud to burst to the Public Cloud • Microsoft / VMware – have a presence locally; they push the Hybrid Cloud • Amazon might push to move everything to the Cloud; say you shouldn’t care where it is running (no local presence) o Why not just move everything to a Cloud? o Security is a big concern; sometimes it can be an uneducated decision o Need to educate the auditors, the government, any ruling body about virtual servers and cloud technology … times have changed from the days where there was a 1-to-1 physical server environment o There may be a legal precedence that pushes the shift to the Cloud • Microsoft legally didn’t allow live motion (vMotion) o Had to explain to the legal team that it only lives/runs in one place o Eventually they were educated and were able to move stuff live o Took time for traditional people to understand IT and the business value of Cloud Services • If you already have a massive IT infrastructure it’s hard to walk away from your investment. o Smaller, newer companies might be the easier play to the Cloud they have left to move or move away from. Speaker: Asked, “Why is tape backup necessary?” • Primarily because there are line items in compliance saying they are needed • If you have multiple copies of data migrated off site and can demonstrate recoverability, why do you need to keep tape as well? • Again need to work to educate people with interests and choose the best solution • Have to sometimes wait for legal / contractual aspects to catch up Speaker: Going to the Cloud is the responsibility of the IT staff • You have to understand the Cloud service provider; need to trust them and feel comfortable with their solution • This equates to finding child care service; you have to know their certifications, their disaster plan, training. Are they prepared? How many other kids, etc? • Most Cloud service providers fully support and understand virtualization and Cloud technology. • Non-technical roadblocks are typically a bigger issue. o Legal, Financial, Business, Process, etc. … Also discussed Security, like having operations in China and what is involved with a remote or overseas Cloud service: • Must understand the legal/risk exposures • Must know how to comply with Chinese laws locally as well as be careful with what information you use outside the U.S

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The idea of IT as a Service (IaaS) is great, but still not quite fully arrived today. Typically IT organizations focus on what will benefit them. But we need to begin looking at what will best benefit the customer / business. We are facing a challenge in the IT world where the perception is that IT could be too slow. So businesses might turn to the Cloud to get the IT resources they need. Moreover, as the technology shifts to Private, Public and Hybrid Clouds, cloud services provide something that might be a better fit for smaller or newer companies, versus those that have a large IT infrastructure in place today they have developed.

B1: STORAGE

Innovating with Storage: I Have My Hands Around It – But What Do I Do With It? Speakers: Vincent Hsu (IBM), Jack Lo (VMware), Mark Balch (Cisco), Miles Ward (Amazon Web Services) Session Notes Speaker: What are the concerns/objectives of discussion group attendees regarding client storage issues? • Attendee from a major university indicated an issue with mobility/portability of data. Need the ability to move it between different storage devices, as well as make it accessible to different applications. • Attendee from a Real Estate company expressed a concern about the need for better education around the classification of data; how to identify underutilized, unused, and duplicate data and the ability to manage it. • Another attendee from SpaceX referenced the use of public storage repositories like Dropbox. Specific discussions centering on the first two comments above were directly addressed referencing storage virtualization and tiering. Need the ability for the system to recognize the value of the data, dynamically, and store the data based on the current value to the business and users. Third comment above was addressed by the group as either a no-no for their business, or in the case of one attendee, they realized they couldn’t avoid it so they contracted with Dropbox for a corporate environment. All saw the benefit of a public storage service like Dropbox but recognized the ability to utilize it was directly related to the value of the information. Dialog continued around the use of replication, taking advantage of new technology, like storage virtualization, and the clear value this can bring to the business. Concerns existed whether existing personnel could manage the replication function. This led to comments by a CIO from one agricultural grower, specifically, how they had similar challenges and Key Info specialists were used to augment his staff and provide the gap in skill sets.

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There is no substitute for proper planning when it comes to managing storage resources. That planning must cover the entire lifecycle of the hardware and software involved. If you are going to purchase a storage system to store your data over a 5-year lifespan, ask yourself if the data will still hold value for the business at the end of the 5-year period. If it will retain value after five years, the ability to migrate that data to another storage solution at that time needs to be a significant part of the planning. Is this part of your IT planning process?

B3: STORAGE

Tape in a Digital World?: You Can’t Live With It and You Can’t Live Without It Speakers: David Pease (IBM), Vincent Hsu (IBM) Session Notes Speaker: Asked, “Is magnetic tape dead?” “Is everyone using tape and how?” Work flows to tape rather than disk; disk for usage of a Linear Tape File System (LTFS). Speaker: Asked, “How is tape being used in your daily workflows?” Tape is used for other than backup media purposes. It’s an archive media for the mail server … but still a backup and disaster recovery media for most companies. Some still elect to put content on tape for accessing data rather than disk. In one case discussed where tape was still critical, the time-to-first-byte of data was a latency issue so the user would end up waiting … LTO format takes 30 seconds or so … plus one or two minutes to load the tape. The company has an easy choice … LTFS was chosen for geophysical data. Attendee: Question was asked, “Is there a positive TCO and ROI for using LTFS formatted tape?” Private cloud providers are looking at using tape for data retrieval; major consideration is access times. Speaker: Consider a vendor neutral decision. LTFS is Open Source … it is also available from Disk-to-LTFS. IBM is working with the Kennedy Center on using video files with a portion on disk and the remainder on tape without losing access to content streaming. Speaker: More companies are adopting storage tiering technology levels in their storage organization. Speaker: Asked, “What is the formula for figuring out tape vs. disk?” The Clipper Group provides a number of useful papers that looks at the TCO for storing data on tape. Speaker: Ask yourself and those in Sales/Marketing in your organization, “Will customers be OK with response times or security via the Cloud?” Basically, access times will determine the usage of tape at your organization. Speaker: Another issue is what is the life of a tape? The usability life expectancy is based on actual tape usage. Engineering specifications have been published that document the Mean Time Between Failures (MTBF) of various tape solutions. LTO is a multivendor standard – designed for long tape life; a consortium of several different tape drive manufacturers; LTO tape cartridges are compatible between different manufacturers’ drives. Premier Business Partner

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Tape dies gracefully. In a tape drive there are two heads; whichever the tape passes first is the write head for that pass and the second is the read head which tests the signal strength just written. Signal strength determines reliability of the write process … if signal strength too weak it is re-read. When tapes begin to degrade, they degrade first in terms of signal strength. To protect against loss through this process, a copy of every tape should be maintained. Tape densities double every 2 ~ 4 years. This allows tape to remain competitive with disk drive developments. Data stored on magnetic tape is getting more compressed, rather than capacity of a tape cartridge increasing by lengthening the tape. You can expect 30 years of life out of a tape cartridge. After 30 years the tape will be still readable but locating a drive that can read it will be the real issue. Speaker: Wondering about data growth in the data center environment today. Will it get to the point where you need to keep everything online … then what do you do? Put it all out on the cloud? And will this cause a resurgence of tape to retain all that data? The storage provider in the cloud also has to provide tape, disk and storage services that will be passed to the cloud service’s customers. iTunes uses compression and de-duplication to reduce storage volumes. Is there a way for cloud providers to merge data in de-duplication services? Similar content is being saved and de-duped by the cloud provider … this is not a corporate action or solution. The Amazon Web Services (AWS) model is probably the same way … so there must be an integration of the user community to do so. Speaker: We have heard, “I want my data back!” Nothing beats the bandwidth of a truck shipping tapes … it ingests pallets of disks and exports them again – will Serial-ATA (SATA) formatted disk replace tape? Tape is less likely to have a problem. The assumption is that the provider is doing their job – but will need to send the customer a tape now and then. Linear Tape File System (LTFS) mounts like a disk – data is mounted and then copied off as files. It is exportable, transportable, and very readable. Full disclosure: Tivoli Storage Manager (TSM) founder was IBM. LTFS is open source; mount it and read it. Its data can be encrypted. You can still see the directory and what is on the tape – LTFS may be the solution for transfer, backup and encryption. Tape and disk use the same encryption; the same architecture to use the same key server and keys. Speaker: Asked, “Are cloud service providers using tape for backup?” LTFS is being used as a backend for cloud backups. Have to balance disk costs vs. tape costs. The oil and gas industry and the entertainment industry use tape backups. ESPN is using tapes for data capture. Some disk vs. tape technology comparisons were discussed -IOPS for tape has a higher IO bandwidth than disk … disk drives require more actuator arms to increase bandwidth. 180mb/p LTO enterprise is 360 mbp/s. Tape striping: This is useful but you must replace tapes in same order as the backups were made. Tape archiving: This is possible in TSM – HSM. Migration of data off TSM and leave a stub existent. The pri-

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mary version is copied off to tape then erased from disk Speaker: Asked, “How is LTFS being managed?” Contents are treated like disk drives to point and click. Reclamation is via TSM. Tape is an append-only media. If all the files before the last one were deleted and the last file left, the tape is still full. LTFS Enterprise has reclamation – off the shelf does not have it. It is supported in LTO – not Enterprise and Oracle Drives. Tape is not dead … the solution is disk-to-disk-to-tape now. Tape is still widely used for offsite backup. Storage requirement continue to expand while at the same time delivery time requirements for the data are becoming shorter. Storage of Tape: often in safe deposit boxes, with vendors, or even in car trunks … none of these may be right for you. In summary: •

There is a place for tape in the recovery process.

•

Tape is not going away.

•

Will tape retain its tier in storage … yes for now.

Tape is not dead. As storage grows and becomes more tier-related, there still must be a way of providing backup and recovery services and infrastructure for organizations ranging from Mom and Pop shops to $billion cloud services. Have you assessed where tape technology fits into your long range IT plan?

B4: SOFTWARE

Software as a Service

Speakers: Sandy Florey (IBM), Judy Smolski (IBM)

Session Notes Florey (IBM): Asked, “What was your experience with Software as a Service (SaaS)?” Florey: IBM is a SaaS provider. More and more IBM clients are interested in providing services from a Cloud environment. Florey: A prerequisite to going to the Cloud is that details of the contract with the Cloud provider and expectations are clearly understood.

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Florey: SaaS provides a variety of different Management Tools and is subscription based, so the provider is incented regarding satisfaction level for the service provided and the SaaS provider provides more frequent software updates to keep satisfaction high. Attendee: HR and Payroll have been the main applications that provide the self-service function for updating personal records. Speaker: Asked, “What was the user experience with SasS?” Attendee: Good experience; recovery of our systems was very quick compared to our in-house systems. We looked for additional features you get from SaaS besides what was available with the in-house solution, e.g. Mileage Tracking and automated TEA reimbursement tools. Speaker: Asked, “Do your IT or your user departments pay for the budget?” Attendees: Attendees: Some attendees’ chargeback to the user department if that single department exclusively uses the application. IT absorbs the cost if the work is applicable to corporate-wide uses. Speaker: Switching cost from SaaS needs to be clarified. Check out if your SaaS provider performs the hosting or uses a colocation site as its datacenter. Attendee: Benefit of SaaS for users includes access to an out-of-corporate network and a Problem Ticket that is opened with the SaaS provider rather than burdening the resources of the user’s IT group. Attendee: IT should adopt a consulting role when a user department wants to investigate or adopt a Cloud SaaS provider. Attendee: If a SaaS business application is being selected, then make sure you have the right hosting facility in connection with that software provider. Speaker: Asked, “Have you considered integrating your in-house data with a SaaS Application?” Attendee response was: Usually not doing this. Speaker: Make sure any terminated employee’s ability to access is removed quickly from any SaaS applications where they had clearance. Speaker: Asked, “Is SaaS used in your Marketing Applications?” One attendee responded: YES. Speaker: Asked, “Is anyone using Cloud-based Analytics?” One attendee responded YES, for the reason of integrating with demographic data. Attendee: Expressed concerns coming from their Procurement Department for signing up with SaaS? But their biggest hurdle was with the Legal Department. Speaker: Asked, “How satisfied are you with SaaS and how would you rate it on a scale of 1 to 10?” Attendees: Three attendees responded that they would give a rating of 8-9. They were very satisfied for those applications chosen while SAP is kept in-house. Speaker: Accountability from the SaaS provider is critical to have. Need a fixed budget, NO upgrade costs? Speaker: Asked, “For a new application, would you be inclined to adopt a SaaS?” The answer is often YES. Look in the trade press for reference to consultants to help in search of the right SaaS provider. Speaker: Most ISVs are now providing one or more SaaS offerings. Small ISVs are more likely to offer SaaS and host it on shared hardware like a colocation center. These ISVs are NOT making lots of money from their SaaS offerings, but they have to provide them to stay competitive. Premier Business Partner

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Speaker: The expense of bringing SaaS in-house is NOT the hardware cost. More of the cost is associated with development and maintenance of the application. Speaker: Asked, “What if any impact is there on the IT Department when migrating applications to SaaS?” Attendees: Responded not very much impact. No reduction of IT staff occurred. IT staff is doing other tasks for users. May be some increase in-house customers satisfaction. Speaker: “Is the IT Staff excited about SaaS?” Some attendees said YES that IT doesn’t have to worry about the back-end and have an opportunity to learn other skills. Speaker: Some countries have laws that mandate that data has to stay in the country, so users are excluded from going to SaaS vendors in another country. Speaker: The biggest concern of SaaS users is no longer Data Security, due to the maturation of the SaaS providers and products.

Software as a Service (SaaS) is a solution type that has truly arrived. Earlier concerns about security of cloud services has mitigated as cloud offerings have matured. SaaS providers and their solutions should be given careful consideration by any IT organization looking for new ways to serve their user clients in the most efficient way possible.

C1: BUSINESS ANALYTICS HADOOP: Where It Is Today? Speakers: Martin Leslie (Intel) Session Notes Martin Leslie: He opened by asking discussion group attendees if they felt they had the right tools for Business Analytics. All said no. 2nd question to attendees: Does anyone here deploy Hadoop cluster? All said no. Recruitment observation: Cold calling for recruits is dead because of the contribution to recruiting by Linkedin. Don’t need to keep a large database any longer. Web Business Analytics is being outsourced to analytics specialists. A very large project that no one is doing yet: Merging your internal databases with Hadoop. This is for very big data projects, SBSS predictive tools. Leslie: Our biggest challenge is to locate relevant data sources and bring them into your Business Analytics. Know the distinction between this big four: Unstructured Data, Structured Data, Call Center Data and Web Data. Users should use IT as a business analytical service instead of just requesting data reports and treating IT like a data commodity. Analytics sandbox: know the curation model (Wikipedia definition: Digital curation, the preservation and maintenance of digital assets.) Premier Business Partner

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Big question to answer: How do you mine your data with all the noise? Healthcare with social data question: How do you mine social data that is relevant and can be interpreted? You can apply geospatial datasets to determine patterns. Goals for business analytics: 1. Financial…traditional access to financial data and query 2. Understand how to predict? How do we cross sell? How to set milestones based on age? For example: A GPS source reports that a member of a Credit Union is now visiting a car dealership. Credit Union can then send text to the customer that he/she qualifies for a better loan. 3. Behavioral goals: Tagging data with other data demographics where they live. For example: Tax rates, hospitals or school ratings. 4. IT needs to convert simple request for data from a user to a larger solution that serves their needs. 5. Ask: What are you trying to achieve … then get to analysis of the data elements. 6. Always ask what is the business requirement? Look at data driven decisions. They have a huge impact….often, IT does not provide users what they really need. Users often ask for data when in fact, they should be asking the question that described their need. Users think the specific data they want will answer their questions. They should state their problem and allow IT to help solve the larger problem. Another important question: should you leverage other big data sources? Have you merged multiple clouds? You can grab and combine data from different cloud sources. Regarding the medical field: 1. The doctor/patient facility in healthcare is catching up. 2. 3.

One way business decisions in medicine can be facilitated is with the Electronic Medical Records (EMR) HL7 standard for exchange Analysis of patient care data is restricted to data older than 18 months. You are only allowed to analyze hospital data after 18 months.

Build bigger level data stuff. Someone checks in with a heart attack. Best practice of medicine says they should receive baby aspirin within an hour. Send message if an Electronic Medical Record does not indicate the med was given within one hour. This is a best practice that is implemented and checked by IT.

Social media … must put in context … to achieve a satisfactory result within business. Leslie: Needs we have in Business Analytics: Dashboard, portal, then Hadoop for implementing a customized database. Big Data characteristics: More calculations plus it answers the question how do I aggregate more data? Today’s new generation of people: fewer loyalties, more price-conscious, sensitive to time and convenience. Trending FICA scores show tendency to default on a loan. This is a good application for Hadoop…dump in all data for the future and throw away all data not needed…now keep in original form. The Analytics stage

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is shorter than the earlier stage that consolidates the data. Looks at where members keep house loans and spending history. Data aggregation about you is done across multiple channels Blue Button is a new US government site to collect your health records so the consumer can aggregate all their own data on their health. Does the CMO have a budget for IT or does the budget for Business Analytics come entirely from CIOs. Answer: the latter for now. Other challenges in Business Analytics faced by session attendees: • • • • • • • • •

SQL based analytical data Dashboard Intranet Application logs Workers Billing issues SAR Open Source Cleansing data

Attendee: “We used to throw away data that wasn’t needed. Now we keep all data AND we keep it in its original form.”

The biggest job of IT is to bring value to the business units. Business Analytics is a powerful set of tools aimed at this job. One of the most crucial IT management issues is to determine how you can locate relevant data sources (internally, on the cloud, elsewhere) and then determine how to incorporate them into your Business Analytics strategy. This belongs in your formal IT strategy document.

C3: BUSINESS ANALYTICS

Down and Dirty with BA: Be There or Be Square Speakers: Martin Leslie (Intel) Session Notes Martin Leslie: Asked, “What are some of the roadblocks you are seeing in regards to Business Analytics?” Attendee: Some in our company do not see the value in business analytics. We need to show how an investment in analytics brings back value to the company. Leslie: Asked, “How do you do that … show how analytics brings back value to the company?” Attendee: Cleary define what data you want before deploying the solution. Show how that data can be valuable to the organization.

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Leslie: Asked, “What new sources of data are companies just starting to use that they did not focus on in the past?” Attendee: Adding social media (Twitter, Facebook, etc.) to the pool of analytics data. Attendee: Companies once focused on a particular division in their business; they now pull data from all divisions in the company to get better results. Attendee: Data warehousing. Leslie: Asked, “How does Big Data come into play?” Attendee: There are many different data sources. Leverage all data sources, both internal and external, and business analytics to drive the business. Leslie: Asked, “How do you define a business requirement for analytics with an ROI?” Attendee: We need to show how determining/predicting results will add to the business. Attendee: Need to find new data to add to analysis to improve results. Companies are sitting on data that they are not analyzing. Attendee: Show how ad hoc reports can give an instant view of business trends and patterns. Leslie: You need to look at data from different angles and new perspectives. Attendee: IT cannot drive business analytics requirements. The driver has to be a department that understands the monetary benefits to the company by clearly defining the expectations before deploying a solution. Attendee: Business analytics is all about the data/results. Attendee: Business analytics is about understanding trends that can bring new insights that will bring value to the business.

C4: BUSINESS ANALYTICS

BA Challenges in Healthcare, or Fighting the Good Fight Speakers: Edward F. Nazzarko (IBM), John McDaniel (NetApp) Session Notes Speaker: Asked, “How do we get patients to take their meds?” How can we manage three disease states – if we can manage those it will change the way healthcare is looked upon.

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Does anyone know what the Big Blue Button is? It’s an important new teaching tool. U. S. Department of Health and Human Services supports development of services and systems to support patient health information access. Note this is voluntary access – today big players and hospital systems are moving to this format. It’s a broad and open guideline today -- tomorrow it might become a regulation. Types of analytics today range in a variety of ways: Populations, demographics, research data, grants and studies, success rates, improving clinical trials, length of stays. Other means of variance consist of data around employee intranet usage, correlations between data points regional and local, retention rates, etc. Big Analytics may relate data in incident reporting used in healthcare such as in defining a category of safety, i.e., hand washing analytics. Tracking hand washing and implementing programs based on this data to implement training of employees, helps to track and minimize infections not related to the primary care issues. Hand washing stations take note of employee badges to see if the device is used in an ingress or egress methodology and tracked accordingly. Related data can be mined later to determine if incident rates increase or drop based on the frequency of hand washing indicted in the data. If infection incidents increase, then a program is instituted to have all employees focus on the act of washing their hands; if the rate drops then the policy is effective and can be fine-tuned for other departments or regions. Today, with tracking devices in place and with most inventories using RFID, catheters and surgical supplies can finally be tracked, especially when the monitoring devices are used in a mesh network. The focus today for most hospitals is on population health but they only work on mundane tasks such as hand washing, inventories, checklists, staffing, et. al. What part of the Big Data intelligence analysis would the payer give compared to what they are giving to the provider organization? There is a lot of data being missed from the standard data collection forms. What info does the provider collect that the payer does not have: • Risk assessment • Clinical notes • Unstructured data • Handwritten notes EMR, et. al. • Coding, research Proof of concept at Seton Health CHF: re-admissions reduction study … whether the patient is discharged or not – analytics of data most of the time finds that important data was missed from a form. Some good examples are: For cardio analysis … is the patient a smoker? For structured data: • Odds the answer will be there: 65% • Odds the answer will be correct: 35% Unstructured data is generally more complete, including handwritten notes: • Odds the answer will be there: 99% • Odds the answer will be correct: 98%

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There are labor costs dealing with raw data. Unstructured data has more information to lower the rate of data missed vs. structured data. IBM has Product Numbers for Big Data (unstructured) now – using a Watson ability to analyze the data. A real-time analysis can be done for the patient – IBM Patient Care and Insights – a slice of Watson with Patients Like Me analytics – it’s an IBM part number and a tool, not a service. Watson Oncology Advisor Watson Preauthorization Unstructured data is more accurate -- more data is collected without check boxes and via general discussion, which is more accurate than the structured data. 80% of all data collected is unstructured. For data flows are all fields saved? No not today – yet population health management requires all fields to be saved. Today’s trash may be tomorrows gold – so keep all data but lock it down. Look at the data you retain and ask, “Will this data have a use in the future?’” Challenges - data analysts will review the data and be the storekeepers. IBM is looking for talent to manage medical analytics projects, partnering with cities, states, and locals to get employees in the industry. Analytics in the Cloud - it can scale – facilitating sharing data within the organization – analytics tools are needed. Cloud Options – Premiere – Safety, Physician Advisor Patient care program can use an IBM Netezza appliance – download data from Premiere or get your own data back – It’s whatever you want to do since it is you data. Bigger operators go to the cloud whereas the little guys want data to remain in house. Watson programs for cancer: Prostate Colon Breast Hadoop handles unstructured data in Watson and when hasn’t seen the patient, marks as seen. Watson Central does a case study and sends back to medical requestor – with real time interaction. Would a group of unstructured data sent to Watson be handled differently … no it will let you Hadoop you own data – structured screens for unstructured data. There will be a service to send off data, have it analyzed and have the physician ask the questions they want to ask. Another set of algorithms used for drugs and drug use has a large corpus – where drugs are slated to work against certain cancers – it exists today but only with a partner who is helping develop the program. Doing research against the population of patients rather than individuals – IBM has tools for running them Premier Business Partner

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against your own data. Bigger offering on the way. Caution: some hospitals are prohibited from using other hospitals’ analytics tools. There is a tool for checking disease states rather than identifying the specific oncology – not available yet … still being developed. Premiere has found out some patients don’t even own their own data … not a good sign. In the Hadoop healthcare space, who is trying to catch the leader IBM? Hadoop is not good at Extract, Transform, Load (ETL) – Hadoop is not a data management strategy (Gartner report). Data cleansing process – IBM tweaked the Hadoop routines – Employing Hadoop is a long complex process -- can’t just put in a database, migrate data and ask a question. What are customers trying to do with Hadoop? Everyone is trying to create it as a database - Hadoop is at a bad point in the Gartner hype cycle – it needs to be understood and explained more. People are starting to think about how their personal data is being accessed -- Yahoo, Google, then other industries. Security solutions using Hadoop are not the best. Hospitals put RFID on everything -- using it to attempt to manage assets. Patient procedure checklists are useful -- based on supplies taken to the patients’ beds – carts moving quickly from one patient to another triggering an operation room to be made available. This makes a major impact on safety with trucks moving to haul products; can warn employees of impending interactions. Can drive the technology in via the hand washing technology. Think Big and you’ll get the small stuff right. Content based authentication can use face and voice recognition.

IBM is becoming a leader in medical information processing and diagnostic support with the employment of Hadoop for handling unstructured data. Do you have a strategy for handling unstructured data in your organization?

D1: CLOUD

Cloud Security: Is Jack waiting at the Top of the Bean Stalk? Speakers: Annette Miller (IBM), Edwin Yuen (Microsoft), Martin Skagen (Brocade), Christopher Steffen (Magpul) Session Notes This discussion session was well attended with 15 attendees (including speakers and Key Info reps) from multiple industries including: healthcare, distribution, publishing and manufacturing. Premier Business Partner

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The group discussed regulations, such as HIPAA, and auditing considerations. Need to find the right auditor in the firm who knows security and regulations and look at them as a collaborator to bring value. Speaker: Asked, “What are you doing with the Cloud, if anything? What is working? What is not working? What are your concerns?” Attendee: Many companies think of Cloud as a silo. Useful for infrastructure and analytics but isolating between different organizational units. Attendee: We use the Cloud for short-term projects that do not have legal, security, or other compliance issues to be concerned about. Speaker: Asked, “Do you have any issues with short-term Cloud projects?” Attendee: We have found that it is sometimes difficult and expensive to pull our data back from the cloud at the end of the contract and/or to re-host the data. Once your data is being managed by a Cloud service provider, it can be cost-prohibitive to bring it back in. Attendee: We cannot take the risk of hosting one of our mission-critical applications in the Cloud when the hosting provider can shut down for any number of reasons without notice. Speaker: Asked, “Are we being lulled into thinking that we are safer in the cloud?” Attendee: Putting their applications in the Cloud can let a company adopt the attitude “let others deal with it.” Attendee: Many early Cloud hosting contracts did not cover legal concerns dealing with compliance and auditing. Contractual terms with Cloud providers are very important. Lots of war stories surfaced about naively entering into a contract with a cloud provider, then having big issues downstream. Speaker: There have been a number of examples of that happening. Amazon shutdown Wikileaks when Senator Joe Liberman requested it. It is critical for companies hosting servers using Cloud providers to thoroughly review the hosting company’s terms of service. Understand, in advance, under what conditions the hosting company can shut your service down. Attendee: We have to alleviate any potential of our system being shut down without any notification. No one can walk into our own data center and shut us down without a warrant. I would not have that same sense of security in a Cloud hosted environment. Attendee: IT needs a good Best Practices Guide/cloud checklist. Help them make intelligent buy/build decisions. Speaker: Reference book by Brian Chee: Cloud Computing: Technologies and Strategies of the Ubiquitous Data Center. Also, Payment Card Industries (PCI) has a check-list that is a good starting point. Important for companies to build a good decision analysis (DA) comparing the cloud hosting providers that they are considering using. Speaker: Asked, “Would it be worth paying more if the cloud provider was specialized? Would it be beneficial if they specialized in HIPAA?” Attendees: Many responded YES. That would be a benefit worth paying more for. Speaker: Asked, “How much more? 10%? 20%?” Attendee: It will depend on how much our company will save on our own legal and compliance costs by using a specialized provider. Premier Business Partner

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Speaker: Asked, “Is ‘Cloud’ the wrong term?” Attendee: Cloud is just a marketing term that stuck. Speaker: Asked, “What is the difference between specialized providers and large one-size-fits-all providers?” Attendee: Lower costs with one-size-fits-all providers. Would have to measure pros/cons of project. Does saving money on the project mean all of the objections won’t be met? Speaker: Asked, “Any last minute questions or comments?” Attendee: Be aware of transactions per hour on your Cloud based servers. When hosting in-house this is an issue that is overlooked because there is not typically a cost associated with it. When you are Cloud-hosted you may find yourself with a large bill that you did not expect. Attendee: This session answered questions about Cloud computing that I did not even have. Best practices came up several times, and firms were cautioned to not only look at agreements up front and also on an exit strategy for leaving the provider or shifting workloads to another cloud. Most participants said that they wanted to be able to use multiple providers for the infrastructure services, and not be locked into a single one. Some thoughts related to Innovation in the Enterprise: •

Message to CxOs when talking about cloud is that there isn’t an end state – a Nirvana – it’s

constantly evolving

•

When looking at cloud services and ROI, it’s important to compare apples to apples – there are

advantages to the cloud and capabilities that you can’t do on-prem with traditional IT.

•

Innovation may never exist if you don’t move to the Cloud.

Companies still have concerns about hosting applications in the Cloud such as legal compliance, security, retrieving data at the end of the contract and re-hosting data back under their own roof at the end of contract. Cloud solutions offer lower up-front costs and quicker deployment. With Cloud computing, companies do away with the long term procurement and system builds and companies can use resource savings (people and money) on other projects.

D2: SECURITY

Security Pros Stand up and Be Heard Speakers: Faustino Sanchez (IBM), Christopher Steffan (Magpol Industries) Martin Leslie, Intel Session Notes Speaker: Who gets the control and who gets the blame for computer security? And how do you protect data where BYOD and work from home exists? Attendee: Some level of trust has to be given to your employees. There is no such thing as being 100% secure from computer security issues. Attendee: Some employees are concerned about “big brother” watching them. Premier Business Partner

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Attendee: The whole field of mobility is a big security challenge for business. Speaker: Do not consider any non-encrypted (Internet) email as secure. Email is not a secure method of sending anything. There are people out there with the ability to capture anything and everything sent over the Internet. Speaker: Corporate email can be encrypted, but how many times do you think an employee emails a company file to his Gmail account so they can work on it at home? Speaker: Security starts with training. Attendee: The problem with security is that most employees don’t like it. Employees find the process tedious and annoying. Attendees: Convenience overrules security with most users. We need to make security easy so everyone uses it. Speaker: Need to educate users/employees on how to do things the secure way rather than the easy way. Attendee: Security is this annoying thing that we have to deal with, but there is nothing sexy about it. Speaker: Where does security begin at your corporation? Attendee: It begins at the perimeter. Speaker: Many companies have poor internal security between divisions. It is too easy for employees in one division to access files in another division. Attendee: Users are able to see and have access to, and potentially steal data from, another group. Speaker: Asked, “How do you get auditors to understand security?” Attendee: IT people understand security now. IT needs to convince auditors and lawyers to understand security. If the auditors and lawyers do not understand security, it isn’t going to happen. Speaker: One thing everyone must assume, is that their network perimeter is being attacked by hackers every single day. Attendee: Hackers are accessing companies and stealing valuable intellectual property all of the time. Speaker: Do you look at what your peers are doing in regards to security? Attendee: We looked at a number of our peers and realized they were doing many things wrong and found that our organization was in a better position than most.

Corporations are being attacked from external and internal sources every day. Data protection has grown more important/critical than ever. With the arrival of BYOD technology, computer security has become more difficult than ever. Employees are overlooking security for convenience. They skip doing things the secure way because it requires an extra step. Employees worry about big brother looking over their shoulder. It appears that one of the biggest fears that corporations have regarding security is the set of security practices being followed by their own employees.

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D3: CLOUD

Clouds Clouds Everywhere: A Roundtable of Established Cloud Providers Speakers: Annette Miller (IBM), Chris Romano (VMware), Miles Ward (Amazon Web Services) Session Notes Speaker: Do you know who the leading Cloud service providers are? From an agnostic point of view is there something out there that ranks a Cloud service provider? Gartner’s latest research report on cloud services provides data from an outsourcer’s perspective. Amazon has used open source software to create their cloud infrastructure, thereby ensuring that they’re not locked in to proprietary solutions. Attendee: What about bandwidth latency that we should be concerned about as we move into the cloud? Ward: Replied, for their global business, Amazon considers 200 ms response time as acceptable. For their local or regional business, a 200 ms response time would be considered too slow. Going with a regional cloud provider and/or a combination of public and private-public cloud services may be the way to go. Attendee: What do you put in the cloud? And how do you work things like printers etc. that still need to be available in physical offices? Ward: Amazon uses a virtual private cloud to address network challenges. Miller: IBM thinks that a hybrid solution may be the best, starting with baby steps. Attendee: Do you need 100 bells-and-whistles or just 20? Ward: VMware states that a lot of their customers start off by putting their laptop data in the cloud. According to Ward, the work of making a good D/R solution in the cloud is the same as migrating an application from one platform to another. Attendee: Are there cloud models that can be easily modified to meet customers’ needs. How does one know which workloads to move? Ward: In many cases it may be easier to move proprietary ERP solutions into the cloud. Another model that Amazon has seen is providing an IT “vending machine” solution where you pick and choose from a menu of a variety of offerings specifically designed for the cloud. The ROI on cloud services is so huge that it is very tempting to jump into it with utter disregard for whether your company’s policies are in alignment with doing business on the Cloud. Ward: Cloud Ability from Amazon does utilization analysis on existing cloud services to help organizations see if they are being under- or over-utilized. Services like eFax are Software as a Service (SaaS) that companies have been using for many years, but the current desire is to do a lot more. Ward: Amazon has a full certification service it provides for Oracle products, including licensing, as long as there is no requirement for multicasting in the network. Attendee: How do I figure out the costs, e.g. for backups in the cloud? Ward: Amazon has a service tool called Simple Calculator which can help with such estimates. They also have another tool specifically for Data Center evaluations in the cloud.

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Miller: The IBM speaker thought that this conversation was leading us to believe that IT professionals are not obsolete and at some point services provided from the cloud will require quality support personnel. Companies can be paralyzed by the fear of adopting the cloud, or see how they can embrace the technology and make it work to their advantage. Public cloud services are seen as being at the same stage as private cloud services were three years ago. Ward: Amazon built a system called S3 using VMware that does object restores as opposed to file-system restores. Cost is $120/month which allows one to take 15 TB of storage and make that into 1500 TB of storage space. A lot of open and closed source customers of Amazon are asking for plain vanilla open stack cloud solutions for their applications. Attendee: Whatâ&#x20AC;&#x2122;s the value of Key Info being something like Amazon Web Services (AWS) for its customers? Scott Young, Chief Information Officer at Key Info addressed that question by saying that Key Info sees the value not necessarily in being a competitor to AWS, but more in providing cloud services for IBM System p and System i based applications. Attendee: Strongly urged that security is better off being handled in the cloud rather than locally, since the cloud is inherently more secure. Ward: Amazon offers a program specifically for high school students called CR1 that allows them to get up to a 32-core virtual system in the cloud for testing anything that they want. A VP of Engineering at Amazon believes that data center innovation goes beyond absolute performance: server innovation delivering improved volume economics; storage performance, price/performance and power/performance will win in the end.

Cloud service providers are available across the horizon. Companies looking to make inroads into cloud computing services donâ&#x20AC;&#x2122;t require an all-or-nothing approach. The general consensus is that one should start with smaller apps and gradually ramp up to putting something as large as the ERP system on the cloud. Security in the cloud is surprisingly robust nowadays, and companies have little to worry about regarding breach of data since CSPs generally place the utmost importance to keeping client data secure. The cost of hosting an application in the cloud has also dropped dramatically as competition has increased. Public cloud services are at the same stage today that private cloud services were three years ago. Amazon, VMware and IBM are some of the major cloud service providers today. The best way to secure your applications and data running on cloud services is to carefully protect the cloud provider based on business reputation, longevity and strength in the market.

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D4: SECURITY

Data Breaches everywhere, or the Great War Speakers: Faustino Sanchez (IBM), Martin Leslie (Intel), Martin Skagen (Brocade) Session Notes Although security was the overall topic, this discussion group was much more of a bunch of seasoned professionals sharing war stories, of which one particular attendee had the best story with their company being hit by a fine of around $10M for lack of compliance to Federal regulations. Skagan (Brocade): Described how Brocade’s products for network security are used by the telcos to replicate our phone conversations to the NSA for recording. One hardware vendor mentioned how he has to log in half a dozen times to really get connected where he can work due to security measures. A portion of the session was Scott Youngs, Key Info Director - Data Center Services, describing the measures they have undertaken to add a high level of security to protect against fraud, and both external and internal threats. Youngs also mentioned how a large number of ‘threats’ no longer try to steal information; they are purely destructive in nature, so catching them is an action that is already too late since they have breached your system. IBM has an entire organization, IBM Security, devoted to researching malware, all types of threats and developing systematic defenses against each type. Editor: Various guides are available to prepare for thwarting hostile cyber attacks.

Although everyone agrees that security is highly important, there is a fine line between securing an environment and going beyond that point and making it difficult to use. Security is only as good as the people that are responsible for its implementation. And people are the most difficult element to control. Is your security adequate or getting in the way of performance at your organization

E1: SOCIAL BUSINESS (B2C)

Barbarians at the Gate: How Leading Companies are Embracing Angry Bird Customers Speakers: Paul Krappman (Profitecture), Paul Gillin (Profitecture), Richard Binhammer (Profitecture), Brett Wallace (LinkedIn), Lori DeFurio (Adobe) Session Notes Paul Krappman (Profitecture): The session opened with the general question, “Which channels were you engaged in?” Speakers went on to say that canned answers are not generally acceptable any longer. The public has become used to responses specifically tailored to their inquiries and have become hyper-sensitive to vague and general replies to clients. Scripts are good but should include leeway in them for customization by the user. Premier Business Partner

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Krappman: Asked, “What do you think about the culture being addressed by social business? Editor: For a table showing degrees of implementation of social business in a firm, see Profitecture’s chart: Stages of Social Media Engagement. Brett Wallace (LinkedIn): LinkedIn has looked at an emotional angle to social business as well. Ramifications of negative chatter on the social media can have a dramatic effect even if the organization is doing everything else well. How do you close the loop internally on social/business media? Krappman: Social media if managed right can lead to positive impact. Mentioning names in messages makes it more believable. Recology had one of their trucks stolen that was recovered through a Facebook post; they need to continue to take a good look at social media as an aid to their business. Listening to the audience out there is great but you really need to listen to your business too and be proactive instead of being reactive in your posts. Attendee: This auto dealer’s challenge is how to embrace the social/business media when it comes to reviews of an auto manufacturer or dealership on the Internet. Gillin: Companies like Auto Nation and eBay are more tech savvy in embracing the social media – others are ignoring it and paying dearly with some scathing reviews. How have you taken a negative customer post and turned it into something positive? Attendee: The 1-star and 2-star (i.e., low) reviews should be personally followed up by customer-sensitive personnel. Leave the lower-score reviews up on your website for all to see – they legitimize your 5-star review customer assessment program. An app could be used along with human reviews to follow-up on the 1- and 2-star reviewers. Attendee: When do you draw the line and recognize some bad reviews as simply rants that you can do nothing about? Lori DeFurio (Adobe): There are certain cases where it’s a no-win situation. Rants tend to be self-defeating if there’s no actual credibility. Companies like Dell and Adobe have developed Centers of Excellence that handle online reviews of products. They have standard operating procedures that have been predefined to deal with issues and refer to knowledge bases for tackling these problems. This, of course, includes being professional and courteous. DeFurio: Adobe went from pushing boxes to a subscription model. They used web-conferencing technology to capture 72 FAQs and then answered them with short answers and long answers; their experience was that they had to focus on the 82% negative ratings that they received on Facebook; Twitter was not important to them. The other big concern at Adobe was how easily their customers had access to their work with the new Adobe model. Attendee: Asked, “Couldn’t you solicit a happy customer to address a product’s bad reviews?” DeFurio: At Adobe, advocates were on standby during a product launch. If you’re willing to work with your public, nothing will blindside you. Be ready to face the angry mobs out there and you’ll be surprised that they aren’t really angry. Speaker: Infiniti is selectively posting only positive reviews but the speakers agreed that this strategy can backfire as the negative reviewers are now doubly angry. Angry customers are not your enemy – you need to embrace them. Car dealerships generally do a poor job at managing customer relationships. Attendee: They host websites that address search results other than what is available from Google and other search engines.

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Wallace: LinkedIn, being a Silicon Valley company, adopted the philosophy that if you’re not breaking something, you’re not working hard enough. They got rid of Signal that resulted in a lot of negative feedback. But they didn’t do anything different in handling this negative customer reaction than what they do with their other services. Attendee: Asked, “Has anyone trained internal employees on how to use social media?” Gillin: Yes, there are many. One example of this is Cisco where the person responsible for social media marketing cannot handle the volume of messages coming in without assistance. Also, at Dell they parse the comments by servers, storage, etc. Adobe has to guard against tech guys being too geeky in addressing issues from customers. Sprint has a Ninja program, which involves different levels of technical employees, but most issues are handled by Level 1 Support. Attendee: How important is grammar in the social media? Gillin: Poor spelling makes you look stupid. Designated editors can help. Employees who edit, need to be trained and authorized in performing editing of other’s writing in compliance with rules for servicing a company’s product. Attendee: An IBM attendee mentioned that IBM encourages employees to recognize that social media sites like LinkedIn can be great catalysts. Nordstrom’s customer service was cited as an example where their great customer service is corroborated with excellent reviews on the Internet. Attendee: His company finds doing publicity on social media very challenging, since nothing is black and white. Perhaps then the solution is to create programs touting fitness classes and promotions and train their employees on how to use Facebook and other social media sites to target potential customers. Speaker: Suggested another way to solicit questions about getting new equipment and starting new classes or programs.

In today’s age, social media cannot be ignored or neglected by any organization regardless of its size. Sites like Facebook, LinkedIn and Twitter, when properly managed, can be utilized to take all the publicity and reaction (negative and positive) surrounding a product or service’s launch and turn that into something that contributes to improved sales. Attention should not be ignored for the negative (1- or 2-star) reviews; ideally they should be followed up with personal responses. All organizations concerned with their public image (that really should mean all organizations) should have formal customer relations programs in place to train employees about the do’s and don’ts of handling an irate customer/reviewer. Social business may be the new buzzword, but it still reinforces the old adage: There’s no better publicity than word-of-mouth raves from a happy customer.

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E2: EXECUTIVE DEVELOPMENT - CMOs

CMOs: “CIO speak” for CMOs and “CMO speak” for CIOs Speakers: Harris Warsaw (IBM), Matthew Langle (Adobe), David Perry (Google) Session Notes Dave Perry (Google): Marketing exec are influential in technology decisions. Across the enterprise, so much more savvy in the digital space, they can change the company website in a short period of time to seamless mobile, tablets, and desktops usage. Harris Warsaw (IBM): We have a relationship with the CIO and now we want to talk with the CMO … you are the new power couple of the future. I don’t want you to talk with the CMO only or the CIO only, we need to talk with both. CMO has a budget and is getting bombarded by other companies. The sooner we get there the better chance we have to build a relationship. We are not looking for this to be back office only. It is my opportunity to leverage technology across the enterprise with the CMO and the CIO as the power couple. Let’s bridge that gap between CIO and CMO. Get the CIO and CMO and your people in the same room. Matt Langle (Adobe): Creative tools are key. We speak to CMOs. That is who we engage with. Looking at a robust marketing cloud. Our marketers tie solutions to specific problems. Technologists solve the technology issues while Marketing solves marketing issues. We need to come together with budgets, plans, and strategies. Speaker: Asked, “How do you ensure communication is occurring?” Make a point to reach out to technology/marketing issues and determine how do you manage them? This requires good interpersonal relationships – not just a formal project or transactional relationship. One person might be in California and another in Minnesota but they still need to achieve alignment from a strategic perspective. There is still a large potential for conflict and competing priorities. You will always need to respond to client demands, and deal with time-to-market issues. The client says, “Drop what you are doing, work on my issues.” You need to observe opportunities that arise to be able to compete effectively. Speaker: Asked, “How digitally savvy is your CMO? Your marketers?” There can be a cultural language barrier … need to speak the same language as Marketing. Marketing is digitally savvy on the front end, but not as savvy on the backend Speaker: We are embarking on a new strategic direction; determining a new core system for our organizations. Need to be successful in that marketing and technology are working together. Some of the people you pull into an effort can come from Marketing, and now they are working for you in the IT department. Speaker: Ask yourself: What problem am I trying to solve? What business issues are we looking at? What are the problem and the desired outcome? Maybe we have not worked closely together, but it creates a new opportunity for us. Time to attack from a vision of true collaboration, finally. Speaker: At the executive level, if you get into specific metrics, it can be a learning stage for all. Need to align incentives between IT and Marketing. Your relationships should be with the range of executives that you expect… look at finances, customer centricity, need to discuss issues from different perspectives. The challenges are really how to prioritize expectations. Payroll, Marketing integrates with Sales, working together with multiple budgets, and the CMO moves budgets with you for technology. Get into the question of outcomes. We have to help the lines-of-business priorities. If nothing is set as a priority, we will fail.

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The CIO cannot be the only decision maker. The heavy lifting is the transformation of behavior. You are the new power couple. Are you a couple that will require counseling or can you solve your own problems working together? Who owns the outcome? IT Steering committees were failing. Don’t ask the CIO the status of projects … it is not just a technology issue. Who is the leader of the line-of-business? Change policies and run a new combined IT-Marketing effort. Attendee: Asked, “Is the CEO the marriage counselor?” Speaker: The Chief Digital Officer can act as a mediator. A lot goes back to the culture of the company. IT can create another triangle. If they want to build their own empire, it will make it worse. My experience with clients, if the CEO is involved and gets it, then the transformation gets driven from the top. If we don’t take control of it, you still cannot opt out of social technologies. Not getting involved will cause more issues. Take a small project with a good sponsor and demonstrate the value of technology for Marketing or other key user execs. First, go to the CMO, create a relationship, and take that first step. Attendee: Asked for a specific example of resolving a conflict? Why are you guys here together? We wanted to hear what kind of advice there may be? We found a translation table that works, but we don’t speak the same language. Mostly we wanted to gauge where we are at. We’re starting to work in this way. I’m in my area doing my stuff and he is doing his stuff. It was an opportunity to attend the strategic planning session that drove us here. Customer centricity: For IT and Marketing is a good launching pad for us. Speaker: A phase 2-speed IT. ECommerce is running on Internet speed. Retail storage change, district, region, both includes eCommerce and retail stores. Things were not being assimilated. We did a major change. Came to the website to figure out what is going on. Wanted the best of both worlds. It takes a lot of learning, so let’s not go and do something foolish. You are doing too many projects. You need to leave adequate time. But we are not putting out full quality because we are moving on to something else. Next year, if it is a six month project, we add a month and roll it out. One step along the process. Not everyone was getting in. There needs to be an integration plan. C: The timing it takes to deliver what marketing wants. Wants an immediate solution, can be done, no IT involved. Marketing needed a lot more integration. Speaker: Asked, “How do you fund for integration?” We have to build it into the process. Get more creative on how you put it in your budget. Attendee: We needed an ROI. Did too much and at least we tried. Cultural changes need to start at the right time, even though tight on the dollars. Attendee: We moved my budget to create more tools. Marketing wants more brand awareness. Talk to someone based on analytics. I want more of a return, and how do you get enterprise data? Our lines of business are putting dollars in and owning it. You’ll probably end up thinking that way. IBM has a CMO study. Feedback is consistent. Warsaw: IBM has an Institute of Business Value that produces an annual CIO study. Go back and see if there are any iTunes apps. Butting of the heads, they are having childish infighting. Know the partnership we are taking to achieve. Generate sales. Left brain/ right brain (Creativity) can hold marketing accountable. Find your creativity matrix and understand if you are left brain or right brain dominant. Half of our spending is on digital, business analytics. The IT perspective is that Marketing is more on the hot seat. IT is very creative too, nerds, we are creative problem solvers. Not as simple as left brain vs. right brain. If it’s fully right brain, then nothing is measured. Premier Business Partner

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Perry: If you think about big data, it is very hot. $100K for campaigns with large amounts of detail. We can’t quite know everything … what some clients are doing. Which is the bulk of their budgets. Turns out to be an effective tactic. What is the value of videos? This video is free impressions, awareness. Demand generation. Campaign. Testing. You can see results of the campaigns. Is there enough executive involvement? Angry clients and other negative things? Are strategic conversations taking place? Speaker: Guitar Center has a Monday business review with store managers. They were not aligned in customer centricity. Companies commit to this viewpoint. Clients have so much control nowadays. Complain about the store then tell my circle of friends, now Tweet it and put it on my Facebook to voice my complaint. This is a real problem for businesses. There is a real culture change. Clients you keep…clients to let go. Lots of cross selling. Customer centricity, expect the client has to be comparable. Many businesses won’t transform until they have to…until it is an absolute crisis. It’s really a never-ending process. Look at competition today…it’s coming from everywhere. Attendee: Spoke of partnerships. They work internally to deliver the outward client experience. The product is really good and can meet the needs, but the backend administration is a difficult process, disconnected. This is a problem. Adobe representative: Three elements…people, product, process. You may have the technologies, but have all the business processes been worked through? Not just the CIO and CMO; we depend on the backend processes to be as strong as the people and the products. It is the whole picture that creates the client experience. The purpose is learning about it; the actual purchase experience. What does the brand promise? Focus on the pre- and contact-portion. Post-selling phase and IT is a whole other world. How do you measure client satisfaction? Editor: Speaking of recent customer experience research, here is one from Gartner: Gartner Insight Report: Market Trends: Bridging the Customer Experience Gap for Worldwide Operations Support Systems and Business Support Systems in 2013 Attendee: Is IT talked about as much as Sales? We made many, many changes. At one point, I wonder if this is making the client happy. Client complaints were not focusing on the same things. Need to go back and ask the question are websites working internally in the organization? Are we seeing improvement? Can I find what I am looking for easily? Attendee: Asked, “Can the power couple and business keep up with the demands of customers?” Speaker: I don’t think that the CIO and CMO can fail to keep up with consumer demand and may have to change their attitude. If we can have a relationship and some dialog it can all balance out…but not until the relationship is there. We need to listen. We are working on it. Ask for help too … join and be part of the process. Attendee: Asked, “Are clients forgiving?” Speaker: Team was finished ahead of schedule. We got congratulated from our members, have a good weekend, enjoy the holiday. Manage expectations. Under-promise/over-deliver. We are having this conversation. Clients do care, like new ideas. Try crowd sourcing. Does your client have a voice on how you run the business? Turn around and solicit their input. Look at engaging your clients…look at new technologies like Twitter. Find out how your clients are engaging. Look at Twitter conversations to find business opportunities where they are talking about issues. Warsaw: The greatest asset a company has is their people. Correlation analyses cannot project something Premier Business Partner

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you cannot feel. Get on LinkedIn. I expect you to start using these tools. Walk the talk. New technologies are being introduced in call centers. What saves a broken process is a great person on the phone. Identify people you can count on. Having an issue? Who can help? That is a lifesaver. Speaker: Be willing to submit yourself to the same client experience. Be passionate about what you have, what you sell, what you do. When you can say I use it that adds credibility. Airline employees fly in the planes. Usages of your own projects are important. You must believe. Your clients are not stupid. Using the solutions helps. Your passion and belief must be out there. Speaker: Stay cool, pay attention. Culture is a strategic operative. Prioritize it as a major part of the business. Have a culture that puts mission first. Accomplish the social things. Culture gap – CEO of Netflix. Value the mission. This concept is huge. Culture is a strategic issue. We all have personal relationships, and integrity, multi-unit operations. We can create policy and be the greeter at the door. Social media is crucial. One Tweet can have more power than all the money you can spend. Attendee: Corporate values are critical at our company. We delight in our client mantra. It has been a big undertaking. Warsaw: Asked, “Are there some things we should talk about or ideas that we can further discuss?” Sometimes we lose sight of the issues we are trying to solve. How many CIOs come from typical IT background? Better balance with non-technical backgrounds. We need to ask what tradeoffs are we making for a short term win? The book Zero Moment of Truth has an example of a guy laying bricks. Home at 5 pm most important job out there, laying the foundation, bad if I mess it up. It shows how to keep to the big picture. Attendee: Asked where does good insight come from, CIO and CMO? I go between different departments …measuring. Speaker: Great insight comes from sharing the problem. Cloud services are forcing others to get together … facilitating collaboration. The Business Analyst asks another question: What do you think? Supporting; work with counterpart at clients, validate strategies. Understand the Gen Y group and how to market to that generation. There is a big interaction between groups. Need to bridge generation gaps. Teaching sales guys what they don’t know. This is a large team integrated with the marketing group Sales dudes will attract and sell more. Every year you tell me to be more productive. What are you doing? Where is the info to help me do that? Connecting the dots on the inside. Investing in their own database. All info is based on data, are you using what you have before you go and get more? Adobe representative: SAP is testing everyone on their website. Cartoons vs. pictures. People using process technology. Simply changing the image. Perry: Sales people are creating their own worlds and databases. This is happening at Google too. You can create on your own too. It’s a challenge to the enterprise and helps management understand what is going on. Ben Edwards at IBM’s digital lab. He was talking about surface content depending on where they are in the sales process. Managers are not using information that Sales is providing. Sales looks at information. Invite various players. We want the business. Find out how do they share? How can we all look good rather than just making others look bad? Being customer centric is more about just focusing on your customers. The great companies manage the process not the people. Premier Business Partner

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The CIO and the CMO should be a power couple working together on projects and new digital marketing initiatives in your organization. This combination can ensure that marketing efforts and IT are integrated both in terms of internal projects and focusing on the customer. Take a holistic approach towards your people, processes, and technology, as well as the culture to make the CIO/CMO partnership work. Dealing with angry customers can be a challenge and if handled improperly can lead to a public relations nightmare. Develop an effective strategy for handling customer complaints and angry customers to ensure that all personnel interfacing with customers are properly trained. It is possible to turn a cyber-complaint into a happy customer returning to the fold, but this requires a specially trained group to do this.

E3: SOCIAL BUSINESS (B2B)

Barbarians at the Gate: How Leading Companies are Embracing Angry Bird Customers (Part 2) Speakers: Paul Gillin (Profitecture), Paul Krappman (Profitecture), Brett Wallace (LinkedIn), Lori DeFurio (Adobe) Session Notes Paul Gillin (Profitecture): Noted he has written several books on how social media impacts business, customer activism, social influence, and B2B Social Marketing. He asked, “Why did you choose this session?” Speakers: Reported several social media stories: •

A hospital vertical is concerned about social media. Social media is very important for branding, their foundation’s fund raising activity; patients are quick to gripe, how do you deal with their negative comments?

•

Twitter stories – AT&T used geo tags from any complaint, and was able to build a heat map of where the problems were clustered

Speaker: Crowdsourcing can be more point-in-time than any other avenue. And mobile access is quickly becoming the most prevalent way to access information. •

More devices are being purchased than children born

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60% of Facebook is done solely via mobile devices

Gillin: People don’t call support first; now they turn to social media first. •

Social media is proving to be very effective, so more and more are using it

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It is rewarding people to complain in public to the public o

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Some companies now have support people monitoring social media sites; need to measure how successful that is

Instant messaging is another quick fix people are turning to

Speaker: Consumer technology is now beginning to lead business technology. • Ultimately, companies need to pay attention to whatever media they can to interface with their customers. Premier Business Partner

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•

Gillin noted that according to Gartner, you stand to lose 15% by not addressing social media issues

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Wallace said that Four Seasons spends 50% of their marketing budget on social media and Hilton has a concierge service that will answer questions on social media whether or not you are even staying there

Lori DeFurio (Adobe): Asked if anyone has a favorite social channel. •

One did not (periodical), but does see how it could be effective in their industry, but it’s also competition for them o

Keep awareness heightened

Use social media channels to push out information real time

Still need to ensure people are directed to their website / newsletters to ensure their

sponsorships are satisfied

Wallace: LinkedIn is emerging as a publishing company •

Don’t just deliver career info, but can help provide a way to learn to bridge the gap between what you know and others that may be able to help/assist

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Have sponsored updates that feel more like feeds, rather than a commercial

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HP has 1 million followers; that is a large group that you use to target: o They are giving away content which is easy, but you need to turn that into advertising dollars

Wallace: Asked if peer-to-peer is taking away from business. From audience reaction, that does not seem to be the case among those in this discussion group. Gillin: Typical advertising publishing is decreasing every year •

Community is becoming increasingly effective

•

If you have the audience, there are a lot of ways to get value out of it

Speaker: Asked, “How can you use something like LinkedIn more effectively?” •

Wallace’s response: o Get connected to people, share content, join groups, find specific people that are relevant to your business, foster mutual connections, get the story of an individual, hopefully data is relevant o

Top sellers in the world do 3 things:

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Use social media as a critical channel

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Lead with insights

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Don’t rely on marketing; they do it on their own

Speaker: Asked a follow-up question, “That’s great for one-on-one, but how does it scale?” •

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Wallace’s response: o

Sales side – LinkedIn has a tremendous amount of data

Can help get warm introductions

They are building a searchable database for you

Can work with third party to send out display ads to targeted groups

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•

Speaker: They find that Facebook has a larger return

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Have to keep in context – FB is largely consumer-based, LinkedIn has a larger professional base

Gillin: Communications needs to get more focused •

Past generations were focusing on mass marketing

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Now we are relying on the people through digital marketing and specifically social networking to in turn get our information to the market

DeFurio: Facebook Customized Audiences are interesting. •

Start with your list, put in the names; you then can start to find out who is on FB, who is in a certain sub-demographic, narrow them down, then target them

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LinkedIn has similar capabilities with multiple products o

One incident: 2200 pizzas showed up – showing the power of social media

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IFTTT – If This Then That is a service that offers triggers and actions for 71 social media channels

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Wallace: Facebook and LinkedIn are “Turning Serendipity into Science” with the LinkedIn vision centered on the professional

Wallace: Asked Panel where are they getting insights today for their roles •

There are a few small sites they trust, niche players

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Peers is probably the best avenue

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Social Network – Trusted authority / proximity

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We have lost some of the traditional sources, need to make up new ones

Speaker: Discussion on Healthcare and Social Media: •

Consumers are becoming more and more reliant on looking up their own ailments / conditions; gaining community support

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Hospitals have groups that monitor the social feeds for negative feedback, as well as needs

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One hospital offers a 2nd opinion for free

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Can’t afford to have physicians monitor the boards

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Quality of the boards is questionable

DeFurio: Virgin Air is an example where a customer bought a sponsored tweet to air his grievances about a lost bag; it was then picked up by media outlets and it exploded, embarrassing Virgin Air. •

Advertising can be very effective, paying extra to get out information on events

•

All forms of Social Media are becoming tools – for news and for getting out critical information in a disaster, even in armed insurgencies o

Red Cross uses Twitter

o The Arab Spring grew on Twitter, Facebook and Blackberry cell phones o

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Twitter is a global tool used in many ways; proving to be the fastest way to find some types of information

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Social media is continuing to have a huge influence in not only our personal lives, but business as well. Whether it is customers voicing negative opinions, or a post from a mother with her child in the hospital that results in over 2200 pizzas being delivered, social media cannot be ignored. Social media is also prevalent in marketing, whether it is via sponsored posts or customized audiences. It is rapidly displacing traditional published advertising in many industries. We now rely on social media to help get crucial information out to the masses. What is your organization doing to leverage the tremendous promise of digital marketing, and specifically, what social media can do for you?

E4: EXECUTIVE DEVELOPMENT - CMOs

Critical CMO Innovation Strategies: Dancing with the CMO Speakers: David Perry (Google), Karstin Bodell (IBM), Miles Ward (Amazon Web Services) Speakers: David Perry (Google), Karstin Bodell (IBM), Miles Ward (Amazon Web Services) A CIO magazine study presented the view that CMOs are rogue players. Bridging the CIO and CMO divide is needed; they are not always best friends. Session Notes Miles Ward (Amazon Web Services): He has not worked with CMOs clients but interactions are happening at lower end vs. the high level execs. The perception is that Marketing is modern and quick thinking. I’m game and I don’t want to slow anyone down. We (AWS) check two and three times. Priorities: Some guys will change priorities all the time, even though we just agreed to something different. Karsten Bodell (IBM): In most cases, CEOs at hospitals work well together because of the culture. I get to see extremes, but health care seems to be a more collaborative environment. Speaker: Asked, “What do you think are the major functions that need to work together?” Attendee: Patients and those who need to care for them must work together closely. Attendee: Web pages, must work together. Rank and file in our Marketing team quit. We in IT had to step up to the plate. We stay close to Salesforce.com to capture and handle leads and opportunities. We recognize that we have to invest in IT as long as we are helping with Sales. We need buy-in from Marketing and Sales. Pushback exists from CIOs vs. CMOs. Attendee: We are making sure that the IT side is engaged. We have come to IT and have said historically, we need this. Now we are coming to IT to bring them into ground-level strategy creation. Speaker: Asked, “Where does data fit or model fit?” Attendee: The research and analysis part of the organization is critical; that is an area to work closely with Marketing. It’s a good area to begin. Attendee: For us the data represents a 3-legged stool – IT long with Marketing and Financial Services. They are the biggest consumers.

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Attendee: We are a financial organization and are downloading data and making it meaningful for our users. Attendee: Getting access to the data is the most difficult part for us. Attendee: We get the data; export that data to Amazon Web Services where it needs to run on their servers. In fact, I don’t want it on AWS servers due to our fear that AWS could access our data. Line up your priorities. Vendor: When the lawyers talk about the servers. The CMO not the CFO had the spreadsheets out. With the advent of digital media, the demand from your access is 0 to significant. We do good art. Vendor: 50% of all new marketing hires will have a technical background and know digital marketing tools according to a Forrester study. Vendor: Yahoo just redid their site. CIO has reports and so does the CMO. The business is changing. Attendee: Conference to the CMO and the CIOs…I want metrics. There are not a lot of clients who consume data. At one conference someone said Marketing should take over IT… IDC research organization: There is a role shift with 62% of CMOs re-thinking their skills mix. The marketing profession is going through change. The average tenure for CMOs is 18 months. Speaker: Asked, “What would get you excited enough to sit down and talk about a discussion?” Attendee: Tell me, “I can save you money. I can reduce your emails.” What are the questions I should ask? Do I get to keep the 15% of the budget? From the CMO? Attendee: From a marketing budget perspective, they want 20%, and 50% more projects. They think data is free, why buy it? Email is free, everything is free … that is a fallacy. How can we upgrade their awareness? Are people taught to ask the business questions? CMOs bring others in to help solve the business questions. Attendee: We use outside vendors for help. Collaborating together on that instead of pressure on the team has been helpful. Attendee: The Company is supportive of using outside vendors. Attendee: We support collaboration with CMOs and CIOs. Vendor: Does anyone use Digital Marketing tools and feed results into Sales? Attendee: Yes we are. The closer to real time the better. We take that data and feed it into the loop, right back into decision support. Attendee: 60% of business is domain space. Tweeter trends. Acquiring names is based on that. Attendee: We get the question from marketers about Google…What trends are people looking for and are we using the same language? How does that change over time? 16% of queries coming into Google are brand new searches never seen before. Speaker: We now have Social Answering, Contextual Information, Social Devices. What is coming up

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next in new opportunities? Google will analyze the marketplace interests looking at what are the trends in Big Data and how are these changing? Learning what customers are interested in. Speaker: What is the newest and greatest thing out there? You can become more of a consultant. We want to partner and know you have information. Information is a shiny thing. Get attracted to that, and then figure out what problem it solves. Speaker: Think about IT old school and tell me what you are trying to solve? Just ask the question? You have a pool of data and it may not solve the problems. People want to become customer obsessed. Understand, listen, build relationships, provide and get loyalty. Ward: Amazon is the earth’s most client-focused organization. We get social feedback about potential partnerships for building new net products. The voice of the client. We listen to every idea. Provide access to social data. Get customer feedback. See if there is anything relevant in online discussions. We are in the middle of figuring out which products are next to surface. These are the ones most compatible. But the client voice is more important. Their opinion is critical to what will be released next. The client is always right. We have to bring some balance to this. I witnessed a senior VP at Facebook move quickly, take initiative and get the whole department to respond to a Facebook comment. Client centric yes, but this must be balanced. ATT interactive: they work with iPhone users screaming. 80% have good coverage; only a handful did not but the 20% were given real time heat, weakness real time in the network. They are using social media to slowly rebuild their reputation. ATT is able to build out network using social media input. Perry (Google): We need the ability to leverage results and business actions. Chief Evangelists: People should spend 90% of the money on people and 10% on the technologies. Software can provide great collaboration tools: Dropbox, VMware Horizon, Microsoft Sharepoint, Google Drive, Huddle. We receive data and take it as gospel. Data collected needs more checks and balances. Accountability hold on! Perry: Almost too much data is available today. Realize that it is on different tiers and you still have to work to find valuable insights. CMOs and CIO will be interactive. Speaker: Example -- Motrin was saying new moms are unhappy. Women got offended started a Tweeter feed on Motrin. Motrin then stepped back and did some analysis; found only a small number of people were being vocal. Lesson: Be careful to balance your perspectives on social media – both Twitter and Facebook. Ask: What if we asked the question 3 years ago? Surveys are still popular and provide a nice feedback mechanism. We know that each year we use net promoters. Speaker: Asked, “What is the threshold that causes us to respond? Is it a weighting based on a popular site or not?” Attendee: I am black and white driven. Cloud score is a metric for people’s use. The higher the cloud score, the greater the credibility. The cloud

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score can be deceiving. With healthcare and branding, for negative feedback call that person, we are just going to fess up. Build relationships through social media. How do we use Pinterest, Twitter, Facebook, Google+ and Tumbler? In the B2B space, businesses are continually trying to understand market conditions. One key question: “Is today a good day to call and not get beat up?” Perry: Regardless of deal size or complexity of consumption, self-directed research need presence. You can discover ways to take action. CIO AND CMO TO WORK TOGETHER. Volkswagen – Used a spreadsheet to build a Web catalog, organizing the content. Client would get a better deal when they make a change in the catalog. It involved the content real time. They used Google Analytics for storage. Speaker: You need to have a strategy around content that is consistent across all your channels. This is a subculture in marketing. Coke came up with there 10. In content management, there is a Communications line and a PR line. Most CMOs do a press release. Need to consider voice, culture and authenticity. Perry: Build an individual presence. Ask what are the CMOs facing over next couple of years? Are you taking advantage of a mobile website or is it not up to par? Financial apps are being pushed down to mobile devices – expected to be there soon; if you don’t have mobile support you are not viable. Priority level of your partner vendors is not always the same as yours. Attendee: An Android app is not something we can develop internally. We are a home banking provider. We have been pushed into mobile device support before we were ready for it. Oversee claims to generate a highly motivated audience for advertisers. Mobile vs. Web…the mobile slice of the pie is increasing. Mobile apps will be critical in the future. Mobile experience is more important as it becomes user experience. Not the same way of thinking…whatever you design for the Web does not always work for a mobile app. Speaker: Asked, “How core is mobile to the core competency of your company?” Then ask, “What are we doing for our mobile strategy?” Start investing in mobile. Attendee: I am not convinced that everyone needs a mobile strategy. Perry: People are looking for your products online, so availability of mobile apps is critical for your business. Think about your own company’s products and how this might be helpful. Speaker: Your Sales team wants the best apps available to get ready for their sales calls including price quotes, people follow-up, and insurers. They want a tablet to help them be more prepared and allow them to make more professional presentations. Speaker: Consider sexy vs. the not so sexy approach. You need to get value for mobile technologies you buy.

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Perry: One CEO said they need a mobile-optimized website. There are some B2B situations where you just have to have a mobile experience. Ward: All forms--tablet, Smartphone, and desktops. The company still has a website. Their design hasn’t changed in a decade. Interaction, mobilizing for tablet got them greater use. Speaker: For anyone under 20, their mobile device was there first device.

In digital engagement and managing of your data, there are lots of tools that are available internally and externally that can provide your organization valuable insights. The key challenges center on having the right relationships and best people resources in place to understand and interpret available critical data. The relationship between the CMO and CIO should focus on people resources rather than just getting new tools in place. For example, first consider the decision whether to go mobile. Ask how can you make that happen and how will it help make a difference for the business?

F1: EXECUTIVE DEVELOPMENT

Innovating with Partnerships: You May Think You Don’t Like ‘em, But You Might Just Need ‘em! Speakers: Karstin Bodell (IBM), Nicole K. Enright (Avnet) Session Notes Working together, CIOs and CMOs can leverage partnerships to change the DNA of an organization. Bodell: The IBM Institute for Business Value published a paper called “CMO and CIO: From Stretched to Strengthened” that was based on a survey of over 3200 CIOs and 1700 CMOs. It is available on the IBM website. To receive a full version of the study conducted in July 2012, register at:

www.ibm.com/cmostudy “Insights from the IBM Global CMO Study”

The survey reports that data and analytics are two top areas of alignment for CIOs and CMOs. Technology Partners Bodell: The CEOs of outstanding performing companies of 2011 were shown in a survey to be doing more partnering than those at non-performing companies. Roxanne Reynolds-Lair: At FIDM, partnering is very important. Everyone must believe in the partnership and should build that trust. I am going to give more business to trusted partners. Key Info is one of those partners. You know that partner has your back and you have theirs. Reynolds-Lair: I classify partners as either strategic or commodity partners. As they meet the bar, I can move commodity partners onto the strategic partner list. Trusted partners allow you to move more rapidly into new technologies. You have to meet your time deadlines because often, time may be more important than money. Bodell: “How many strategic partners can you have?” Reynolds-Lair: Fewer than five. Premier Business Partner

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SpaceX: The difference between a strategic partner and a non-strategic partner is that you just have to tell the strategic partner what you want; for the other, you have to spell everything out. Bodell: Shared-risk, shared-value contracts are emerging as a new way to structure a partnership. Attendee: In the aerospace industry we have opportunity-based partnerships. The problem is communication. SpaceX: The smell test: You are still responsible for what happens on both sides of a shared responsibility. Realize you always must pass the smell test. Reynolds-Lair: You need to test a partner at a high level and at a technical level to see if a solution fits. Attendee: Clients that blend creativity and humility are the best to work with. Attendee: Get everyone on the same page with the objectives of a project before specific tasks are locked in. Root out disagreements; collaboration between different age generations is important to achieve a common understanding. SpaceX: If enough people have a kernel of common belief, your idea will come together. Attendee: We have lots of transactional partners. We tracked dollars and time spent by activity. We can determine when we should hire one on board. Attendee: It is very common to see people moving back and forth between IBM, Avnet, and other business partners. Reynolds-Lair: Using contractors allow you to try a person before you hire them. I team with technology partners, but we don’t acquire them. We come together in the middle with our partners, and that works best. Academic and Community Partnerships Bodell: “How are academic partnerships and local community partnerships being used?” Reynolds-Lair: There are many partnerships in LinkedIn groups, Facebook, Forbes, Advisory Councils, and Digital LA. Rachel Hernandez (IBM): USC is an organization that helps its members achieve success in business. SpaceX: By 2007, USC had integrated a wide variety of impressive applications for students. Marketing Reynolds-Lair: Asked, “Is there any evidence of cold calling being of any value?” Bodell: Seventy percent of the sales cycle is underway before the client ever calls you. So direct mail must be tuned accordingly to that point in the sales cycle. Attendee: Direct mail is dying. Instead, put on your Web page: “Would you like a call?” Don’t provide canned answers; use a real person and make a return phone call. Bodell: After many years, we are still working toward getting Marketing to be the main focus. Bodell: A recent IDC report states that 50 percent of Marketing jobs specify that a technical background is now required.

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Attendee: New Marketing hires need to learn fast while on the job. Bodell: Recent research on training reveals that students prefer face-to-face classroom learning. Attendee: Basic skills are the big issue in Marketing and they need to be maintained, even when new tools arrive. Pete Elliot: We are given so many skills as humans, yet we only use one or two skills with a computer. Data and Analytics Reynolds-Lair: When a partner helps you generate new data from analyses, who owns that new data? New rules will apply! Attendee: When partners demand ownership of your data, it can stop a project in its tracks. Attendee: How are you listening to your clients and customers? Recording these communications generates lots of unstructured data. Enright: Domino’s lets their customers follow along by looking at their tracking applications and tracking their pizzas from the oven to their homes.

Partnerships—academic, community, advisory and other types—can extend your influence and your spheres of learning and help you achieve your goals. Are you taking advantage of these types of partnerships in your organization?

F2: EXECUTIVE DEVELOPMENT

Building Your Innovation Playbook or No Map, No Chance: How do CIOs and CMOs Come Up with a Mutual Plan to Leverage Innovation? Speakers: Karstin Bodell (IBM), Nicole K. Enright (Avnet) Session Notes Bodell: She reviewed the fact that 70 percent of the sales cycle is completed by the time someone actually contacts the vendor. In other words, once a lead comes in, the “suspect” (not yet a qualified prospect) has already been through 70 percent of your own defined sales cycle, so you can forget about running them through that part again … they’ve already seen it! Bodell: Companies need to discover what types of information their buyers are utilizing to conduct their product research. This is not an easy task. Pinterest is the number one driver of traffic to retail sales, as amazing as that may sound. You need to have a plan or strategy to connect with your prospects, according to Bodell. Ask yourself what else you can do to market your company besides the basics (trade shows, email, cold calls). Some of these could be the following new digital marketing activities: • Collect Metrics about your website hit rates. Premier Business Partner

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•

Search Engine Optimization (SEO) strategy to improve your ranking among the Internet search engines like Google, Yahoo Search, and Bing as well as any specialized search engines that exist in your industry.

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LinkedIn discussion groups

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Social Listening: What they are saying about you and who are the major participants in your industry discussions?

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Retention Marketing: Corporate newsletter, customer steering committees, blogs from independent experts, referral fees, free consulting.

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Radio Advertising: The beauty of radio advertising is the listener cannot fast forward the message.

• Local user group participation.

CIOs and CMOs need to work together to develop an effective digital marketing strategy. Newer marketing strategies like Search Engine Optimism, Social Listening and Retention Marketing all need to be evaluated. Ask your management on the IT and the Marketing sides whether your plan or strategy to connect with your prospects is all it can be.

F3: EXECUTIVE DEVELOPMENT

Could this be the Extinction of IT?: Escaping Jurassic Park into the 21st Century Speakers: Don Coley (IBM), Judy Smolski (IBM) Session Notes Coley: What keeps you up at night? Attendee: When I feel like I’ve been treated like a Tier-1 account, I can sleep. Coley: Are we open to keeping up with change? Are you looking to grow the enterprise from SMB scale to a larger scale? Coley: IBM is looking to bridge silos, getting everyone to view departments as their clients. It’s difficult to find high-functioning people who want to work closely together. Recent college graduation stats show that fewer college students are going into computer science today than in years past. This is a serious negative trend for the U.S. Attendee: At my company, we bring a brain trust of consultants in to interview our IT job applicants to make sure we get the best talent. Attendee: We have built up a solid team over a long period. What keeps me up at night is trying to show the CEO the value of the data that the company owns. Smolski: I hear that 70–80 percent of your budgets are used just to maintain what you have installed. The balance goes to developing new apps. What is your experience? Attendee: Our company has a growth fund to finance development of our new applications. Premier Business Partner

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Attendee: What keeps me up at night are new government regulations. More and more, I’m an integrator of external services due to the prohibitive costs, and lack of talent, needed to develop apps ourselves, and besides, it isn’t our core competency. We use a business-case approach to convince management to turn to consultants. Coley: Do you actively use offshoring? Attendee: We use hybrid off/on-shore consultants, and development work is performed offshore. The blended rate of both is still a bargain. Attendee: We use a company in Mexico to open our mail and scan it into our workflow system. Coley: The effective CIO is a consultant to the business. Attendee: We are holding to our standards while attracting scarce talent that we need. We do this even though it takes longer to fill positions. Coley: Gartner reports that 45 percent of IT decisions will be made outside the purview of the CIO. Is this happening at your organization? Attendee: We added a person in IT to help users better employ Cloud services and it worked to get users coming to us. Coley: Dropbox has been adopted by users for sharing documents but not brought over into the IT department. No denying their service is better than what I could do. I could be my own Dropbox but don’t have the GUI they do. Attendee: We’ve seen a lot of problems due to users buying their own applications. It eventually evolved to the point that a panel reviews and approves all externally-developed (proprietary) software. Attendee: We are wiping company protection software across all our BYOD devices. It’s been easier to deploy BYOD protective software to millennials. Attitude is very important in healthcare technology. Coley: Are customers demanding new technology? Attendee: Our customers are demanding mobile apps even in the lower-income demographics. We are exploring how far to take cell and tablet apps with them. Ninety percent of our Smartphone users carry their cells all the time. Attendee: The hard part is finding your own IT game plan and executing. Ask, do you see yourself leading the development of a tool that increases adoption of your product or service? Attendee: IT leaders need humility and maturity. They do not have to touch everything that has to do with IT. Attendee: I’m looking for the lowest TCO. Is it in apps with the Cloud or running in our data center? Coley: Most shops are in a hybrid cloud situation: some in-house and some running on the Cloud. Smolski: Optimize your effort in your IT operation to focus on what you are really good at. The other parts you can farm out to consultants. Attendee: Innovative ideas in IT come from all over. Many are market driven, and we need to listen to them. Furthermore, we don’t do nearly enough to put ourselves regularly in our users’ shoes. Attendee: Nike used the User Voice tool to get customers’ product feedback. It has a context-sensitive suggestion box that is used for follow-up and reports on user issues to their support organization. Premier Business Partner

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The U.S. is losing the battle on IT preparedness and future expectations. Innovation is key to our resurgence. What are you doing to stimulate and encourage innovation in your organization?

F4: EXECUTIVE DEVELOPMENT

Elements of Workforce Science: Using Analytics to Innovate the Hiring Process Speakers: Don Coley (IBM), Brett Wallace (LinkedIn), Nicole K. Enright (Avnet) Session Notes Coley: What are your challenges in getting and maintaining talent? Enright: We use Lominger for job interviews as it addresses over 60 areas of competency. It predicts behavior in ambiguous situations. Attendee: Biggest hiring problem is the existence of paper techs … they look good but don’t have the skills; many of them are in the job market. Wallace: LinkedIn is in rapid growth mode with 4800 employees adding sales offices and technical competencies. They are looking at culture as a strategic intelligence about market growth. Big problem in hiring is to hire the middle range of skilled workers at a reasonable cost. LinkedIn has a tool called Recruiter that allows hiring agencies to comb through 600,000+ people on LinkedIn to locate the best candidates. 16,000 recruiters use this Recruiter software. Wallace: LinkedIn also rates employer brands with their Talent Brand Index. It can identify the subset of candidates that have the talents you want who are now following your company. Another product, Career Page, lets you advertise the positions that are open. Enright: You’re only perfect twice in your life: when you are born and on your resumė. Coley: How can you get people to move from another town to yours? Support them locally. Wallace: Talent Solutions is another product that shows the locations and concentrations of people having the technical skills you need. Wallace: A “Work With Us” ad can be indexed on LinkedIn to just the population you are targeting for recruiting. Wallace: Workday is an internal human capital management system that is very comprehensive. Coley: Over 1 million unfulfilled Cloud jobs exist in the U.S. Basically; there are not enough experienced or skilled IT workers in the U.S. to cover this demand. Wallace: The CMO has a big interest in the Company Page on LinkedIn that describes his or her company, and this can attract good talent. With 3.2 million jobs going unfilled in the U.S., there is a big need for better recruiting tools. Wallace: iPerform is a product from SuccessFactors for performance reviews that can be tied to Lominger Premier Business Partner

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competency areas. Enright: Avnet has made 95 acquisitions in over 80 countries with 10 in the past year. Avnet is a primary distributor for IBM. IBM has 470,000 employees worldwide.

Since there are not enough experienced or skilled IT workers to cover the demands of IT organizations in the U.S, there simply are not enough IT specialists to fill existing job orders. If you are having trouble recruiting personnel with the IT skills that you need, ask if you are using the latest IT recruiting tools available in your search for those extraordinary employee prospects. If you aren’t, turn to some of these discussed in this session.

G1 & G3: EXECUTIVE DEVELOPMENT Navigating the Cs of Change: Today’s CIOs, CMOs, CFOs…. Speakers: Lance Sedlak (Sedlak Development Group)

Session Notes This discussion session was chaired by Lance Sedlack, experienced management consultant. In order to stay abreast of today’s rapid change, a company must have a committed, aligned team. To have a committed aligned team, you must have trust and good communication. Moses management, where you are delivering the management equivalent of the Ten Commandments, does not achieve the goal of having a committed, aligned team. The better idea is to get the team aligned around clearly defined goals, but let’s realize that alignment doesn’t necessarily mean universal agreement. When introducing new technologies, one idea is to identify a coach, then find a few people with whom you can build a relationship, recruit cheerleaders among the team who will sell the program. It’s best to approach people one-by-one, not always as a group. A session participant who hailed from healthcare reported having to move from paper to electronic health records, and doctors didn’t want to change. They eventually realized it would save time, avoid duplicate forms, provide clearer information, and help everyone in the medical process. Sedlak: “Rewards drive behavior.” Compensation drives behavior in sales. According to David Packard (a founder of Hewlett Packard): The pace of change will only accelerate. A Lot of IT companies went out of business because they couldn’t change or changed in the wrong way. It’s best to measure and reward with carrot and stick—recognition and competition. A session participant reported a company where all the people who couldn’t or wouldn’t change were replaced.

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Partnering Partnering is part of the future—for example, it might be wise for other executives to partner with the CMO. Serving the entire company as IT does can be a challenge since everyone wants their project to be first. Sedlak: Determine what the big bets are over the next 6-18 months. Concentrate on the top 3-5 goals and make them challenging and then focus on delivering real results. You cannot solve all the problems, but pick your battles because you can’t win them all. Create a shared vision. Let your management and your teams know your value. Ask yourself what you are doing to capture people’s hearts and minds? Getting a team to change is like herding cats. Relationships are essential in implementing new technologies and effecting change. The challenge is to get everyone on board. There are different approaches, but early buy-in to projects and establishing agreed-upon priorities are essential. Session attendees recommend User Voice for collecting feedback from employees and customers. User Voice allows you to prioritize suggestions, and state when you’re considering the introduction of new software. They also recommended Microsoft’s Yammer for enterprise social networking. For innovation management, attendees recommended Brightidea. They recommended Oracle User Productivity Kit to manage change and reduce project timelines. One attendee said his company used digital asset management software to manage 750 interviews of people who invented television. One user said his company had been implementing Salesforce for two years. One company was testing the relationship that existed between those that did not participate in their company’s social media and their tendency to quit the company. Sedlak: Exploit things you do well rather than fix things you don’t do well. And break down cubicle walls to work collaboratively. When challenged by an individual, ask, “What do you think the team would recommend?” Continually ask yourself, “What am I doing to empower the organization?” Whatever happens, Don’t Give Up. Good ideas are fine, but you have to do something with good ideas to make them count.

Implementing new technologies into an organization—or managing change--is essential to its survival, but how such an implementation is done is extremely important. A number of specific techniques, among those mentioned above, can be employed to help the organization accept proposed changes. The key is to accept that getting everyone’s buy-in is challenging and to be prepared to take the time necessary to achieve their support.

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CLOSING EVENING Christopher Carter - Mentalist Session Notes The last evening of the Summit is traditionally reserved for pure entertainment. We have had futurists and comedians, but this time guests were treated to Christopher Carter, a mentalist who demonstrated an amazing ability to read the minds of unsuspecting guests in the audience. Key Info President Lief Morin started the evening by saying, “Last night we looked at rocket ships, scientific collaboration in space programs, and incredible achievements. Tonight we will learn from Chris Carter, who asserts he is a ‘professional listener.’” The Force reigned strong in the room as unsuspecting guests participated in a series of mind-reading feats involving playing cards and individuals’ personal information that Carter confirmed—sometimes with embarrassing results—leaving many in the audience in disbelief. Then, Morin officially verified that all the individual cards of the deck used by Chris will be officially destroyed at the end of the evening “for the protection of the innocent!” At one point everyone closed their fingers and then watched in amazement as they moved by mental suggestion. The evening went on with Carter amazing the audience by apparently reading the minds of one attendee after attendee to everyone’s astonishment. At the end, Lief thanked everyone for attending his company’s Fourth Annual CIO/CMO Summit and expressed a hope that all would be back in 2014 for the company’s next annual conference.

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- ADDENDUM -

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Conference Summary Report: Key INsights newsletter

Conference Tweets

Client Education Programs

Key Info Newsletter and Blog

Technical Assessment Services

Key Info Delivery Methodologies and Best Practices

About Key Information Systems, Inc.

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ADDENDUM CONFERENCE SUMMARY REPORT Source: Key Info INsights client newsletter Author: Chris Smith, newsletter editor Virtualization, Cloud Technologies Top Discussions at Key Info 2013 Summit After three days on the sunny shores of Santa Barbara, Key Info customers left the 2013 CIO/CMO Summit with little doubt that cloud technologies and virtualization are the predominant trends for the foreseeable future, both affecting how most IT shops and businesses overall will operate during the next several years. Some 110 people arrived for this year’s Summit held again at the Four Seasons Resort, Biltmore, and the best attended event to date among the four that Key Info has hosted over as many years. The theme of Innovating the Enterprise was woven throughout the 28 sessions covering topics on storage, business analytics, social business, executive development, software, and security, in addition to cloud and virtualization. Cloud Opportunity It’s all about managing data, really, and it always has been. But there are so many opportunities for innovation in the cloud that one participant asked if any company could truly be innovative if it weren’t willing to adopt the cloud? What is the cloud? It’s an evolving galaxy with swirling nebulae that have those on the bridge of the starship Enterprise amazed and nervous at the same time. Stalwarts whom to date have steadfastly refused to explore the murky skies are becoming a little weaker in the knees as they watch their compatriots sail off into the distant haze leaving them behind to keep guard over their legacy infrastructures. The ratio of risk/reward that the cloud represents is constantly under scrutiny, and while stories emerged from the Summit of companies foregoing their entire hardware infrastructure platform to move everything to the cloud, seasoned veterans at the Summit continued to point out real concerns about getting trapped in a box canyon with the bad guys too easily sealing off the only escape route. What if you were to host a mission critical application in the cloud, and the provider shut down? How many of us have been asked to remove our data from an online consumer site because it ceased to exist? Companies like VMware, however, reassure clients who are considering adopting the cloud that it’s not an all-or-nothing proposition and can be initiated in small ways, for instance by backing up employee laptops. Cloud Concerns So what are this year’s concerns about moving to the cloud? Well, they are not that your data will be compromised by hackers simply because it resides on someone else’s server and is accessible over the Internet. Cloud service providers (CSPs) have gone overboard implementing security procedures and methodologies to protect their clients’ data, and it’s now a rare on-premise shop indeed that boasts better security than a CSP. No, it’s really about convincing upper management, Marketing, auditors, and the legal departments that data in the cloud is as safe as data on-premise. And it’s about trust—trusting your cloud provider not to make it so expensive for you to move your data off the cloud that it’s impossible to extricate yourself from an ill-planned marriage. The private cloud is certainly entrenched, and many believe a hybrid private/public cloud makes the most sense, particularly when latency slows access to public clouds. Some at the conference said the adoption of the public cloud is at a stage that the private cloud was three years ago. In any case, even private clouds Premier Business Partner

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are not being utilized to capacity since few user services are being offered while companies instead employ their clouds for deployment of virtual machines. In short, if IT isn’t offering self-provisioning or an elastic resources pool, they’re not really offering private clouds. Clearly cloud-based disaster recovery solutions are a hot topic, but there are challenges when backing up dissimilar platforms. And trying to integrate cloud solutions with each other, or with on-premise data or applications, presents intriguing technical challenges. Yes, the need for better cloud policies and procedures—a reliable set of best practices for both provider and client—was a theme at this year’s Summit. Stories about companies rushing to the cloud for tactical or economic reasons without good governance were reported by more than one attendee. As one company executive put it, “Policies and procedures? This cloud provider gave us such a good deal that we didn’t need any policies or procedures!” Interestingly, execs at a session on virtualization agreed that specialized cloud service providers who had expertise in, say healthcare, or HIPAA controls, would be welcome and worth a premium fee. Increased Security Concerns And although people were not as worried about data loss or a breach because of where their data resides, they were plenty worried about security in general, a concern heightened by the widespread acceptance of personal mobile devices into the organizational network fabric. If the fear of getting your intellectual property stolen isn’t enough to keep you up at night, knowing that the fines imposed by various industry oversight agencies can easily run into millions should make you reach for the sleeping pills. One financial services company shared in a session on security that a relatively minor mismanagement of email archiving caused it to get slammed with a $10 million fine by its own industry watchdog group. I guess that’s one way to keep the government out of your business. Which it isn’t, by the way, as another attendee reported his firm’s hardware was being used by telcos to initiate phone call interdictions to satisfy National Security Agency (NSA) requests. Software Defined Networks With the successful virtualization of compute and storage, the industry is now focusing on networking and how to move intelligence from hardware to a centralized software stack. The challenge: How can we reduce the cost of networking? One wonders if software defined networks (SDN) won’t lead to the commoditization of networking hardware as has been the case on the compute side. While SDN isn’t here quite yet, when it does arrive, it should lead to greater flexibility and a more agile environment. Converged Systems Certainly the emergence of converged infrastructure systems such as IBM PureSystems and FlexPod by Cisco and NetApp in conjunction with either VMware or Microsoft, are a move to reduce complexity and the overall costs of computing. Converged infrastructure systems emerged from numerous Summit discussions as an inevitable future trend. It’s one, however, that most companies have jumped to explore but have been hesitant to embrace, though they can see the writing on the wall in terms of its benefits—reduced cabling, less heat and power, lower networking costs, and leveraging current manpower by repurposing systems. Is it the challenge of managing Fibre Channel over Ethernet (FCoE) that is giving users pause? Nevertheless, converged systems are a sign of the coming next steps in virtualization that will focus on automation and management. Data Storage Challenges While attendees continue to struggle with managing storage, the amount of data they must pack away continues to grow, making the job of culling out the useful data even more challenging. Categorizing and managing different types of data seems to be an ongoing challenge, not only for implementing business Premier Business Partner

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analytics but in prioritizing data storage levels for different cost tiers. Even moving data from one device to another is still an intimidating task for many companies. Storage virtualization tools are available, but most companies are using a less-than-sophisticated approach toward data management in their efforts to reduce storage costs. Their delay in adopting storage virtualization on a broad scale may be rooted in the requirement by some solutions to require changes to existing file types. Data Analytics There is interest in utilizing all this data in modern data analytics systems, but it’s generally difficult for IT to sell the value of business intelligence solutions to management. A company department first must get behind it, and they have to have their ducks in order to know how the solution will produce a return on the company’s investment. Fishing expeditions don’t sell cars—although they might if they could tell you something about prospective drivers. Companies that today are using data analytics are trying to expand the data pools both internally and externally from which they draw information in hopes of making the solutions more accurate and broad-based. Social Business The new frontier, of course, is unstructured data from social business platforms such as Facebook and Twitter. One healthcare company reported testing the theory that a doctor’s reduced engagement on the company’s social media site could be indicative of her unstated intention to leave the organization. Conference attendees had plenty to say about social business, aka social networking, during the Summit sessions, several of which were devoted to its application within the business environment. It would appear many companies have now become raving advocates of engaging with customers through social networking channels as savvy attendees had tips for the uninitiated on how to deal with negative reviews. This is a far cry from four years past when CIOs were trying to keep Facebook off the company network while CMOs were promoting it wherever they could. Future of Tape Storing unstructured data from social networks can be done in the cloud—or on inexpensive magnetic tape, which is still a major player in storage today due to its low cost. Keeping tape relevant has been helped by introduction by IBM of the Linear Tape File System (LTFS) allowing users to store and retrieve individual files from tape as easily as they can from disk. Now open source, this format should enhance the utility of tape for years to come. There were a few grumblings from attendees that the only reason tape is still around is because there are agreements in place stating that it must continue to be used for backup, but its continued presence undoubtedly runs deeper than that. Executive Development For those attendees who came to hone their management skills, two back-to-back sessions at the Summit on Managing the Cs of Change, facilitated by trainer and IT consultant Lance Sedlak, challenged executives to expand their thinking about how to foster innovation. Managing people isn’t easy, and getting intelligent, professional people to adopt new ways of doing things is harder yet. Sedlak gave attendees a number of valuable tips on how to get user buy-in that included such pearls as, “Get your team aligned around clearly defined goals, but understand that alignment doesn’t necessarily mean universal agreement.” Another was, “Decide what the big bets are for the next 6-18 months, then concentrate on the top three to five goals and focus on real results.” Apparently they have been reading the same books as Sedlak over at SpaceX. The keynote talk by Hans Koenigsmann, vice president of Mission Assurance at the leading-edge technology firm, was an inspiration to those charged with making change happen in their organizations. SpaceX is a young ambitious company of committed individuals whose mission is to colonize Mars. Its demonstrated accomplishments to date Premier Business Partner

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have been to provision the International Space Station now that NASA’s shuttle program has ended. Talk about “innovating the enterprise,” think about what it will mean for a private company to put an astronaut in space and bring her safely back to earth. (Besides SpaceX, companies represented at the Summit included Adobe, Amazon Web Services, Avnet Technology Solutions, Brocade, Cisco Systems, Google, IBM, IBM Netezza, Intel, LinkedIn, Magpul Industries, Microsoft, NetApp, Profitecture, Sedlak Development Group, and VMware.) No Risk, No Reward In the meantime, those of us down here on earth worry about implementing a new document management solution. Could our goals for implementing change be so modest out of fear of taking on anything more than the slightest risk? Since we’re discussing the cloud, perhaps it’s appropriate in an effort to help expand our horizons to reflect back on the mission of our favorite starship, the Enterprise, as expressed in the opening narration of the original Star Trek series: “Space: the final frontier. These are the voyages of the starship Enterprise. Its five-year mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before.” In many ways, today’s CIOs and CMOs are boldly exploring new worlds, and what an exciting undertaking that is, both for them—and all the rest of us.

CONFERENCE TWEETS At our 2013 CIO/CMO Summit, live tweets occurred throughout the conference. The tweets below reflect some takeaway ideas that surfaced throughout the Discussion Sessions. Get teams aligned around clearly defined goals understanding that alignment doesn’t necessarily mean universal agreement. #CIO2013 People sometimes turn down the cloud because of legal and audit depts. The technology is there but the perception is not #CIO2013 Session A4 Usage and #Security is a balancing act. You have to determine where to draw the line. D4 - Security #CIO2013 “We don’t hire. We prefer the try before you buy in the IT industry.” - CIO in a clothing industry. F4 #ExecutiveDevelopment #CIO2013 #CMOs are starting to rethink their hiring process to better be able to work with data & Analytics. #ExecutiveDevelopment #CIO2013 #SaaS you can get better functionality but you risk not knowing when/if you had an outage. B4 #Software #CIO2013 Is there a resistance to the tablet in the corporate world? It’s great for accessibility but not for content generation. Session G3 #CIO2013 When #CIOs & #CMOs work together on a big data project should that come out of the marketing budget? C3 #BusinessAnalytics #CIO2013 Transitioning to a #VDI can be hard but its worth it if you need roaming and/or if your starting from scratch. A3 #Virtualization #CIO2013 LinkedIn B2B groups - Pros: Test content, build brand & highlight products. Cons: Overselling by starting a thread just to pitch #CIO2013 Premier Business Partner

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“What keeps me up at night is building a collaborative IT team that looks at dept. heads as true customers.” - IT Director #CIO2013 #Security is expensive & there is no plateau. Does your company have a Chief Security Officer #CSO to manage this area? D2 Security #CIO2013 @LanceSedlak explains how to pick your battles on navigating the C’s of change. This can make your team great #ExecutiveDevelopment #CIO2013 #BigData can solve a big piece of the marketing puzzle. - C2 #BusinessAnalytics #CIO2013 When looking to get a cloud provider you should consider: Security, access, requirements and your business values. D3 #cloud #CIO2013 Keep driving innovation to keep engineers and analysts engaged to move automation to the next level. #Virtualization #CIO2013 AMA and Digital Matching are good sources of Marketing information for IT People F2 #ExecutiveDevelopment #CIO2013 #CIOs and #CMOs are now the power couple of the future. E2 - #ExecutiveDevelopment #CIO2013 #HADOOP can transform how to acquire and cleanse data for your marketing team. Session C1 #BusinessAnalytics #CIO2013 A1 #Virtualization discusses moving the boundaries on systems today to get an operating system for #Networking that is open source #CIO2013 B1 #Storage speaks to seeing if you are reclaiming & reusing your resources. Can you get the right performance at the right price? #CIO2013 Set up a successful business Facebook page by looking at published guidelines. Simply be relevant & courteous E1 - #SocialBusiness #CIO2013 D1Cloud - There are still issues when you turn to the cloud like being shut down unexpectedly. Does the #cloud work for you? #CIO2013 In F1 we are discussing that companies are not only doing #BYOD & #BYOA,but #BYOC Bring Your Own Company to innovate partnerships. #CIO2013 At @_keyinfo_ CIO/CMO Summit. Great keynote speech from @spacex pic.twitter.com/U6t7rUBQeQ Hans Koeningsman talks about how SpaceX innovates the industry with technology at the CIO/CMO summit. #CIO2013 pic.twitter.com/CCVo9t5LGi @PaulKrappman we are excited to have you come participate! We are excited to kick off our 4th Annual CIO/CMO Summit tonight! #CIO2013 Check out Key Info’s winning video on @IBM’s site, http://www.ibm.com “Waste is more than trash” Thank you to our customer @_Recology! @PaulKrappman We are excited to have you join us at our 4th Annual CIO/CMO Summit. Journey to the Center of the Virtual Data Center at the 2013 CIO/CMO Summit in Session A1 #CIO2013 #Virtualization http://www.keyinfo.com/CIO-CMO-Summit

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CLIENT EDUCATION PROGRAMS At Key Info, we keep ahead of the technology curve by offering the following activities to our business partners, our clients and prospects. We know that a better informed client is a better client for us and for their organization. Our Chief Technology Officer, Chief Information Officer, Director of Professional Services, Solution Architects, Engineers and strategic partners all participate in these educational programs.

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CIO Summit: Our annual IT executive client conference explores CIO issues with industry experts leading small intimate discussion groups exploring critical IT issues.

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Key INsights: Our monthly client eNewsletter with articles on current technology and CIO issues is edited by Chris Smith, experienced IT journalist.

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Key on IT: Our sponsored blog is written by Dr. Elliot King, noted IT professor and author.

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Webinars: Our online webinars conducted with our strategic partners focus on critical technical areas faced by IT executives today.

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On-site Skills Transfer: Provided by members of our Solutions Architecture Team and

Professional Services Team to clients to address specific skill sets.

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Technical Workshops: Small hands-on workshops taught by our most experienced Solutions Architects and Engineers on current topics of the day.

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Exhibit at Trade Shows: Participation supports our industry involvement and growing knowledge base with Brocade, Cisco, IBM, Microsoft, NetApp, VMware and other industry leaders.

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Hands-on Testing Labs: Our IBM-authorized Business Partner Innovation Center (BPIC) for clients to evaluate/test new IT resources. Includes, our IBM PureSystems Competency Center.

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Sponsor Visits to IBM Executive Briefing Center: Provides business and IT leaders with additional information to make informed decisions and IT purchases.

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Knowledge Base: Sharing best practices and intellectual property with clients, prospects and

business partners.

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Implementation Methodologies: Our formal methodologies for Pre- and Post-Implementation Delivery provide proven guidance to our clients and project teams ensuring successful and on-time delivery of products and services.

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KEY INFO NEWSLETTER AND BLOG These free services are part of the effort by Key Info, as an IBM Business Partner, to bring understanding and perspective on the news and emerging issues to IT executives. Both are delivered by email. KEY INSIGHTS NEWSLETTER Name: Key INsights Editor: Chris Smith, industry news journalist with many awards Purpose: Clarify emerging IT issues; keep up with Key Info developments Sources: Draws from editorials by Key Info executives, technical articles contributed by members of the Professional Services Group at Key Info, and Key On IT blogs Subscribe: Go to http://www.keyinfo.com/news-and-events/insights-newsletter KEY INFO BLOG Name: Key On IT Author: Dr. Elliot King, distinguished educator/journalist Sponsor: Key Info Focus: Emerging IT issues of the day Discussion: Available through Comments section of the blog Subscribe at: http://www.keyinfo.com/blog/?url=/blog

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TECHNICAL ASSESSMENT SERVICES Our team of Solution Architects and Engineers conducts online and onsite technical assessments in the following areas: Data Protection: Level of backup and recovery that is best for your organization; how it is being executed. High Availability: Level of availability required for your mission-critical applications; how it is being executed. Disaster Recovery: Level of readiness needed for recovering from catastrophic failure; current ability to respond; existing DR Plan. Server Environment: Choosing the right operating system/hardware infrastructure for your organization and IT operation. Storage Environment: Choosing the right hardware and storage management software for your organization and IT operation. Network Environment: Choosing the networking infrastructure for your organization and IT operation. Consolidation and Virtualization: Use of virtualization and SAN/NAS and other file storage strategies to optimally consolidate server and storage resources for your organization and IT operation. PureSystems: In-depth assessment performed by Solutions Architects in working with client staff to evaluate the value of the new IBM PureSystems solution to the client environment. Custom Assessments: Specifically designed technical assessments to meet the individual technical needs of our clients. Each Technical Assessment begins with the assembly of the Technical Assessment Team. Then a formal Assessment Methodology is followed: Data Gathering: We start with a thorough understanding of the business requirements, current IT challenges, and expected outcome from the Technical Assessment. Team Building: Based on the information gathered, Key Info builds a project team of subject matter experts to drive the project and deliverables to completion. Our Technical Assessments are performed by a hand-picked team of Solution Architects and Engineers designed to assess the specific IT resources within a specific client setting. Project Kick-off: Key Info hosts a project kick-off meeting with the CIO and infrastructure team along with our principle Key Info subject matter experts identified for the assignment. Purpose is to ensure the new team understands the specific steps required to conduct the assessment, the roles and responsibilities each team member will play, the identified deliverables, and the timeline in which to deliver the assessment findings to the decision makers. Qualitative Analysis: With our experience, expertise and ability to design a long-term enterprise architectural design and strategy, Key Info performs a qualitative analysis of the environment by interviewing the CIO and the infrastructure team to assess day-to-day operations, obtain a clear picture of the current IT infrastructure, understand existing pain points, evaluate the day-to-day operations and staff. During the assessment, the team creates a comprehensive SWOT Analysis (Strength, Weaknesses, Opportunities, and Threats) of the focused areas, and also documents observations of the environment based on what is in the project scope. Key Info architects and engineers work closely together with all client personnel to ensure the analysis covers all specified areas. Premier Business Partner

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Documentation Collection: Key Info will request all available documentation of the existing infrastructure in order to get a clear picture of the environment. In addition, Key Info may request to conduct a quantitative analysis of the environment by deploying non-intrusive tools into the infrastructure to retrieve more detailed configurations of the environment for identified areas that are in the scope of the assessment. In this case, Key Info will meet with the administrators of the environment to conduct a dry-run of the tool in a test environment to ensure the expectations of what is collected and how the tool is used are clearly understood and agreed upon by the project team. Report Results: Lastly, following the thorough collection of qualitative and quantitative data, the project team creates the project deliverables providing detailed recommendations to align the client’s business and IT objectives to what the IT environment will require to support the long-term vision and business objectives.

KEY INFO DELIVERY METHODOLOGIES AND BEST PRACTICES Key Info Pre Implementation Delivery Methodology Our Pre Implementation Delivery Methodology ensures that we follow best practices principles to create a long-term enterprise data center architectural design. We leverage our experience, expertise and field-proven intellectual property representing years of complex systems integration going back to our founding in 1999. Our approach to clients and their business initiatives is to simplify the process of Pre Implementation down to five conceptual tasks: Discover: We interview technologists and business leaders to gain a clear understanding of our client’s direction, business objectives, recovery point and time requirements. We conduct quantitative and qualitative analyses to obtain a complete picture of the client’s topology and gain a deeper understanding of the project expectations. Design: We architect infrastructures from existing environments up to full enterprise architectural design replacement. This includes the networks, systems, storage, virtualization, management and enhanced data protection infrastructures and processes to meet service level agreements. We also provide access to our IBM authorized Business Partner Innovation Center for proof-of-concept testing. We design solutions that are scalable for long-term growth, ease-of-use management, protecting the client’s investment. Implement: Key Info provides on-site engineering expertise to install and configure solutions. Our team will provide integration services and implementation with professional project management. Our partnership with clients is designed to schedule, prepare, and deploy technologies with minimal disruption to IT operations. We also provide Statements of Work and Project Management Plans to guide each phase of deployment to closure. Manage: Key Info provides retainer services for select technologies, where we serve in a staff augmentation role or as an on-site expert for your team. Support: We provide monitoring services, layer dedicated architects and/or engineers for added support, and both provide and engage with vendor partners for contract and maintenance services.

Key Info Post Implementation Delivery Methodology Key has developed a Post Implementation Delivery Methodology that is designed to meet and support pre implementation objectives as well as client objectives.

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This formal methodology follows four goals: •

Clearly establish and integrate the client’s business and technology goals

•

Document current architecture and to execute necessary plan modifications to reflect business and technology end goals

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Perform pre-installation review and testing and project management

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Apply best-practice principles of a long-term enterprise architectural design

Our Post Implementation Delivery Methodology for professional services is designed to ensure continuity in delivered services with professional engineering. This methodology consists of five key elements. Configuration Planning: We focus on project definition including planning, roles, dependencies, schedule estimates, design recommendations and communications. Key Info teams perform requirements analysis by working with our client’s technical staff to document the project objectives and set expectations. Integration: We identify the specialized technical expertise required to integrate the solution. This process involves planning of project events, resources, best practices, as well as validation and integration of host systems with application-aware tools, installation and configuration, data migration, skill transfer and cutover to the new production platform. Knowledge Transfer: This focuses on day-to-day operational skills required by the IT operations staff to manage the solution. Key Info educates, identifies needed management tools and coaches throughout the skills transfer process. Additionally we help with the registration process on partner portals that create support tickets, and identify software downloads and knowledge base resources. We also provide architecture review meetings with the project sponsor and operations staff. Documentation: We provide clear documentation which serve as the baseline for the state of the environment. At the conclusion of the Key Info Professional Services engagement we include a final solution Visio, hardware and software configurations. All engineering work logs and a discussion of documentation resources, web portals, are provided to support groups. New Solution Testing: We work with clients to execute test cases developed during Configuration Planning. Issues uncovered are addressed and test cases re-executed as necessary.

Key Info Best Practices A best practice is a standard method or technique that has consistently shown results superior to those achieved with other mean and that is used as a benchmark. In addition, a best practice can evolve to become better as improvements are discovered. The best practices principles we follow for long-term enterprise architectural designs stem from years of integration experience working with clients in many industries. We invest consistently in certified solutions architects and engineers who serve as resident experts for specific disciplines. Our principle architects and engineers represent across-the-board multiple disciplines. We are committed to driving integration of business value through all proposed architected solutions. For one of our best practices, we invested in a client CTO position. Our CTO focuses on evolving solution portfolios and engages in existing and emerging technologies to ensure our architects and engineers are in sync with client requirements and follow industry standards. Our CTO works closely with the technical teams, our clients, and vendor partnerships to ensure high level field integration, guaranteeing an outstanding customer experience. Premier Business Partner

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For quality assurance, Key Info with the client, routinely reviews long term principles of consolidation and virtualization; enhanced data protection including nightly backup and recovery practices as well as local high availability. Disaster recovery reviews include site-to-site replication. Reviews of intelligent growth leverage advanced technologies such as storage efficiency and application-aware tools. Key Info documents and charts procedures and practices often ignored by other organizations. During engagements, we often provide templates to standardize business process documentation. We believe by incorporating best practices, our methodologies are strengthened, and optimum solutions are ensured for our clients over the long term.

ABOUT KEY INFORMATION SYSTEMS, INC.

Key Information Systems is a leading technology firm and integrator in the western United States specializing in solutions for corporate infrastructure, business continuity, virtualization, storage, and networks. The companyâ&#x20AC;&#x2122;s professional services team is one of the most experienced in the industry and holds many certifications that can be seen on the team membersâ&#x20AC;&#x2122; bios on the company website. They are experts in assessments, systems integration, installation, and training. Setting the firm apart from other vendors, its IBM-certified Business Partner Innovation Center is available to clients for infrastructure testing and staging. The company has distinguished itself in many ways including winning industry awards such as one from IBM Partner World for its video featuring novel green client solutions running on Power Systems. Corporate headquarters are located at 30077 Agoura Court, First Floor, Agoura Hills, CA 91301. For more information, please visit www.keyinfo.com.

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CONTACT INFORMATION CORPORATE HEADQUARTERS

EDITOR OF THIS REPORT

Agoura Hills Corporate Office

Pete Elliot

Toll Free: 877.442.3249 Tel: 1.818.992.8950 Fax: 1.818.992.8970

Tel: 1.818.737.2804 Fax: 1.818.737.2854

30077 Agoura Court, First Floor Agoura Hills, CA 91301

Director of Marketing Key Info

Email: pelliot@keyinfo.com

Web Page: www.keyinfo.com

General Info: info@keyinfo.com

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Orange County Office

Phoenix Office

Northern California Office

30 Executive Park Suite 260 Irvine, CA 92614

3030 North Central Avenue Suite 1410 Phoenix, AZ 85012

3030 Bridgeway Avenue Suite 315 Sausalito, CA 94965

Tel: 1.949.468.1400 Fax: 1.949.468.1700

Tel: 1.602.248.9290 Fax: 1.818.737.2872

Tel: 1.415.331.1260 Fax: 1.415.331.1208

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