November 12, 2011
Dale Carnegie's Advice In The Age of Social Media
June 17, 2011
Apps-The World At Your Fingertips
Apps-The World At Your Fingertips
March 12, 2011
Civic Commons-A Lesson In Sharing
Civic Commons-A Lesson In Sharing
November 5, 2010
Turning Consumerism Into Collaboration
I’m sure you’ve noticed that we are historically and fundamentally a consumerist society.
We spend a lot of time and money shopping and buying things—many of the things that we buy, we acknowledge that we don’t even need—just check your attic lately? :-)
Many compulsive buyers have even self-proclaimed themselves “shopaholics.”
Aside from being somewhat obsessive compulsive in the way we treat buying and owning things, we tend to be pretty wasteful in buying and throwing out things, often from individualized, single use servings—think fast food, as one example.
The result, according the Environmental Protection Agency (per WiseGeek), the average American produces 4.4 pounds of garbage a day or 1,600 pounds a year (and that doesn’t include industrial waste or commercial trash).
On the flip side of all the tossing out we do, are “hoarders” or those with the tendency to keep lots of things, often piled high in every corner of their homes and offices; there is even a show called by the same on A&E television dedicated to this.
So we shop a lot, spend a lot, buy a lot, and then consume it, hoard it, or toss it. And we do this with enormous volumes of things and in ridiculously rapid cycle times—for example, how many times a week do you find yourself in the stores buying things or then taking out the trash generated from it? (I can practically hear the lyrics of the Hefty commercial playing: ”Hefty, Hefty, Hefty—Stinky, Stinky, Stinky…”)
Overall, it’s a crazy system of conspicuous consumption driven by perceived needs for materialism, highly refined and effective marketing and advertising techniques, and people’s feelings of relative deprivation.
Yet despite these, there is movement underway to change from a society obscured by habits of personal ownership and consumption to a more healthy and balanced approach based on sharing and reuse.
And this is approach for sharing is happening not just in terms of personal consumption, but also in terms of our organizational use of technology, such as in service-oriented architectures, common and enterprise solutions, virtualization, and cloud computing.
We see change happening as a result of the huge financial deficits we have piled on individually, organizationally, and as a nation; the depletion of our vital natural resources (including concerns about our future energy supplies and other limited raw materials like precious metals etc.); and the fear of pollution and the poisoning our planet for future generations.
An interesting article in Wired called “Other Peoples Property” (Sept. 2010) talks about how we are moving finally toward a model of sharing through peer-to-peer renting sites like at www.zilok.com (with 150,000 items listed including cars, vacations, tools, electronics, cloths, and more) and other swapping sites for books, CDs, video games, etc. like www.swaptree.com. Of course, Zipcars and property timeshares are other fashionable examples of this new way of thinking!
Further, the article references a new book by Rachel Botsman called “What’s Mine is Yours: The Rise of Collaborative Consumption,” about how we are moving to a new consumption model that emphasizes “usefulness over ownership, community over selfishness, and sustainability over novelty.”
With new technologies and tools there is more opportunity than ever to share and reuse, for example:
- Online repositories of goods and advanced search capabilities provides the ability to find exactly what we are looking for.
- Embedding everyday items with microprocessors, networking them, and aiding them with geolocation, enables us to get self-status on their presence, health and availability for use.
- E-commerce, electronic payment, and overnight shipping, gives us the ability to have the items available when and where we need them, and we can then return them for someone else to take their turn to use them.
If we can get over the stigma of sharing and reuse, perhaps, the day is coming when we can think of many non-personal items more in terms of community use and less in terms of mine and yours, and we’ll all be the richer for it.
Turning Consumerism Into Collaboration
January 30, 2010
Diplomacy and the Pitfalls of Dictatorship
Let's say yes to sound governance, and no to absolute power...
Power is a strange thing: the more you have, the more you want – it’s never enough. It’s an addiction of the soul that often results in poor decision-making and project failure.
I remember a teacher in high school that used to repeat to us the maxim that “absolute power corrupts absolutely.” Obviously someone has to be in charge and get things done, but there is more than one way to achieve results:
The first and crudest method that we have seen since the dawn of humankind is dictatorship. This is the aforementioned tendency for those in power to collect it, savor it, and protect it—and to want to wield it alone. Often those with power, not enlightened by the benefits of sharing and “checks and balances,” like to hold decision-making power for themselves. While perhaps made “in consultation” with others, it is their decision and theirs alone to make. Thus, decisions by the individual are more subjective, prone to mistakes, and driven as much by gut, intuition, and personal whim as by real facts. Furthermore, those who have to carry out the decisions do not understand them as well and are not as committed to their success because they weren’t fully part of the process.
A better method is diplomacy, when we work with others to strategize, collaborate, and vet decisions. Working with others in this way may often costs more in terms of time and effort upfront to “work though the issues,” but invariably these result in better and less-costly decisions being made in the long run. Diplomacy works especially well when the group you are working with is diverse and can bring a variety of experiences and perspectives to the table. You end up seeing things in ways that you would have missed otherwise.
Working through the decision process with others on a governance body (councils, boards, committees)—with individuals representing the universe of our stakeholders—provides a solid mechanism for all perspectives to be heard and for decisions to be scrutinized and challenged before being implemented. This is what good governance is all about.
Of course, there are occasions when diplomacy may fail and governance bodies may become dysfunctional. When groups fail to work together, dictators can sweep in and take over or, on the other hand, there can result endless bickering, a state of analysis paralysis, and no decisions being made at all. This is why governance must be well defined, structured, have an end-to-end process, and clear roles and responsibilities.
Although sometimes dictators can be brilliant and effective in getting things done and we can all think of business leaders who fit this style, too often these individuals can become drenched in their own “absolute power”—falling victim to ego and selfishness, and making decisions that are not in the best interest of the organization. This is a condition that must be countered with solid, structured organizational governance, in which decision-makers work with others collaboratively and share in the decision-making process, and the collective interests and those of the organization as a whole are put above those of the individual. In this way, diplomacy protects us from the whims and errors of dictatorship.
This is one of the nice things about our system of government, where despite the many strong differences of opinion and results that we may not always agree with, the system of checks and balances results in governance by the people for the people, where everybody has a chance to participate and be heard.
Diplomacy and the Pitfalls of Dictatorship
September 3, 2009
Zipcar = Cloud Computing
No, not exactly. But they actually do have a lot in common in that they are both about sharing resources and using them to achieve cost-savings and flexibility.
An article in Fortune Magazine (September 14, 2009) on Zipcars really got me thinking about this.
With cloud computing, we are sharing our IT infrastructure, storage, and/or applications with others and using the services of cloud providers. It is one big virtual environment, where instead of everyone having their own technologies and applications, we make use of shared resources and we meet our information technology needs on demand and pay only for what we use.
Zipcars has the same-shared model as the cloud, and shifting toward this new paradigm is going to help preserve the environment.
Usage: Like cloud computing, Zipcars provides for the use of automobile when you need one and you pay by the hour or day, according to what you use. It’s flexible, saves money, and cuts down on the number of vehicles on the road and therefore on the pollution associated with them.
Cost: Both Zipcars and cloud computing cost pennies on the dollar. For a basic $50 membership and $11.25 an hour you can drive a Zipcar (note: drivers who give up their own cars save an average of $800 per month). For 12-25 cents per month you can store a gigabyte in the cloud or for 10 cents-$1.25 an hour you can process tasks on the Elastic Computer Cloud (EC2).
Functionality: Zipcars move people around and cloud computing moves data.
Centralization: Zipcars are co-located in “company created ‘pods’ or group of cars in parking lots or garages,” and cloud computing services are centralized in data centers of large cloud providers (like Google, Amazon, Microsoft, and IBM)
Market: Zipcars has grown already to 325,000 members and is growing 30% a year with a overall market for shared vehicles expected to balloon to $800 million over the next five years (Fortune), and business IT spending on cloud computing is expected to rise from $16 billion last year to $42 billion by 2012 (IDC).
Users: Major companies (not just individuals) are using Zipcars—so far “about 8,500 companies have signed up, including Lockheed Martin, Gap, and Nike.” And brand name companies are signing up for cloud computing, such as NY Times, NASDAQ, Major League Baseball, ESPN, Hasbro and more. (http://www.johnmwillis.com/other/top-10-entperises-in-the-cloud/).
Going green: Each shared Zipcar “takes up to 20 cars off the road as members sell their rides or decide not to buy new ones.” Each move to cloud computing makes some or all of organizations unique servers, storage devices, and applications obsolete.
The trend: With the transportation market, the future will be “a blend of things like the Zipcar, public transportation, and private car ownership (according to Bill Ford), and with the IT industry, the future will be a combination of cloud computing, managed services, and in-house IT service provision.
Zipcars and cloud computing are benefiting from the new shared services model driven by cost-savings, flexibility, efficiencies of allotment, and eco-consciousness. These are driving change in our usage of transportation and computing for the better.
Zipcar = Cloud Computing
August 20, 2009
Andy Blumenthal Talks about Cloud Computing
Andy Blumenthal Talks about Cloud Computing
August 12, 2009
Andy's Cloud Computing Presentation on MeriTalk
Introduction
First let me start out by saying that cloud computing brings us closer than ever to providing IT as a utility such as electricity, where users no longer need to know or care about how IT services are provided, and only need to know that they are reliably there, just like turning on the light. This is the subscription approach to using information technology, where base services are hosted, shared, and you pay only for what you need and use.
In cloud computing, there are a number of basic models. First, in public clouds, we have a multi-tenant, shared services environment with access provided over a secure Internet connection. In contrast in a private cloud, the IT shared services is behind the company’s firewall and is controlled by in-house staff. Then, there is also a community cloud, which is an extension of the private cloud, where IT resources are shared by several organizations that make-up a specific community.
The advantage to cloud computing—whether public or private—is that you have a shared, enterprise-wide solution that offers a number of distinct advantages:
- Efficiency–with cloud computing, we build once and reuse multiple times—i.e. we share resources—rather than everyone having their own.
- Flexibility–we are more nimble and agile when we can quickly expand or contract capacity on-demand, as needed—what some call rapid elasticity. Moreover, by outsourcing the utility computing elements of our IT infrastructure, we can focus our internal efforts on building our core mission areas.
- Economy (or economy of scale)–it’s cheaper and more cost effective when we can tap into larger pools of common resources maintained by companies with subject matter expertise. They then are responsible for ensuring that IT products are patched, upgraded and modernized. Moreover, we pay only for what we actually use.
Issue
So cloud computing sounds pretty good, doesn’t it? What then is the big issue? Plain and simple it comes down to—Is cloud computing effective for the organization? And what I mean by that is a few things:
- First is customization, personalization and service: when you buy IT computing services in this shared services model, do you really get what you need and want – or are you just getting a canned approach, like the Model T that came in one color, black? For example, when you purchase Software as a Service are you getting the solution you need for your agency or the one built for someone else?
- Next is security, privacy, and disaster recovery. This is a big deal because in a public cloud, you are capturing, processing, sending, and storing data outside of your proprietary infrastructure. This opens the door for theft, manipulation, or other ways of our data being compromised by criminals, cyber-terrorists, and even hostile nation-states.
- Third, and maybe most important, is cultural, especially in a very individualistic society, like ours, where people are used to getting what they want, when they want, without having to share. For example, we prefer owning our own vacation home to having a time-share. We love the concept of a personal home theater. Everyone now has a personal cell phone, and the old public telephones that were once on every corner are now practically extinct. And most people prefer driving their own cars to work rather than using mass transit—even though it’s not environmentally friendly. So the idea of giving up our proprietary data centers, application systems, the control of our data, in a cloud computing model, is alien to most and possibly even frightening to many.
The Reality
So how do we harmonize the distinct advantages of cloud computing—efficiency, flexibility, and economy—with the issues of customization, security, and culture?
The reality is that regardless of customization issues, we can simply no longer afford for everyone to have their own IT platforms—it’s wasteful. We are recovering from a deep financial recession, the nation has accumulated unprecedented levels of debt, and we are competing in a vast global economy, where others are constantly raising the bar—working faster, better, and cheaper.
Moreover, from a technology standpoint, we have advanced to where it is now possible to build an efficient cloud computing environment using distributed architecture, virtualization/consolidation, and grid computing.
Thirdly, on a cultural level, as individualistic as we are, it is also true that we now recognize the importance of information sharing and collaboration. We are well aware of the fact that we need to break the stovepiped verticals and build and work horizontally. This is exemplified by things like Google Docs, SharePoint, Wikipedia, and more.
In terms of security, I certainly understand people’s concern and it is real. However, we are all already using the cloud. Are you using online banking? Are you ordering things online through Amazon, Overstock or other e-commerce vendors? Do you use yahoo or Google email? Then you are already using the cloud and for most of us, we don’t even realize it. The bottom line on security is that every agency has to decide for itself in terms of its mission and ability to mitigate any risks.
How to Choose
So there are two questions then. Assuming—and I emphasize assuming—that we can solve the security issues with a “Trusted Cloud” that is certified and accredited, can we get over the anxiety of moving towards cloud computing as the new standard? I believe that since the use case—for flexibility, economy, and efficiency—is so compelling, that the answer is going to be a resounding yes.
The next question is, once we accept the need for a cloud computing environment, how do we filter our choices among the many available?
Of course I’m not going to recommend any particular vendor or solution, but what I will do is advocate for using enterprise architecture and sound IT governance as the framework for the decision process.
For too many years, we based our decisions on gut, intuition, politics, and subjective management whim, which is why statistics show that more than 82% of IT projects are failing or seriously challenged.
While a full discussion of the EA and governance process is outside the scope of this talk, I do want to point out that to appropriately evaluate our cloud computing options, we must use a strong framework of architecture planning and capital planning and investment control to ensure the strategic alignment, technical compliance, return on investment, and risk mitigation—including of course security and privacy—necessary for successful implementation.
How Cloud Computing fits with Enterprise Architecture:
As we move to cloud computing, we need to recognize that this is not something completely new, but rather an extension of Service Oriented Architecture (SOA) where there are service providers and consumers and applications are built by assembling reusable, shared services that are made available to consumers to search, access, and utilize. Only now with public cloud computing, we are sharing services beyond the enterprise and to include applications, data, and infrastructure.
In terms of a transition strategy, cloud computing is a natural evolution in IT service provision.
At first, we did everything in-house, ourselves—with our own employees, equipment, and facilities. This was generally very expensive in terms of finding and maintaining employees with the right skill sets, and developing and maintaining all our own systems and technology infrastructure, securing it, patching it, upgrading it, and so on.
So then came the hiring of contractors to support our in-house staff; this helped alleviate some of the hiring and training issues on the organization. But it wasn’t enough to make us cost-efficient, especially since we were still managing all our own systems and technologies for our organization, as a stovepipe.
Next, we moved to a managed services model, where we out-sourced vast chunks of our IT—from our helpdesk to desktop support, from data centers to applications development, and even to security and more.
Finally, the realization has emerged that we do not need to provide IT services either with our own or contracted staff, but rather we can rely on IT cloud providers who can offer an array of IT services, on demand, and who will manage our information technology and that of tens, hundreds, and thousands of others and provide it seamlessly over the Internet, so that we all benefit from a more scalable and unified service provision model.
Of course, from a target architecture perspective, cloud computing really hits the mark, because it provides for many of the inherent architecture principles that we are looking to implement, such as: services interoperability and component reuse, and technology standardization, simplification, and cost-efficiency. And on top of all that—using services on a subscription or metered basis is convenient for the end-user.
Just one last thing I would like to point out is that sound enterprise architecture and governance must be user-centric. That means that we only build decision products that are valuable and actionable to our users—no more ivory tower efforts or developing shelfware. We need to get the right information to the right decision makers to get the mission accomplished with the best, most agile and economical support framework available.
Andy's Cloud Computing Presentation on MeriTalk
June 18, 2009
Andy Blumenthal Presents How Enterprise Architecture is Transforming Government (June 2009)
Andy Blumenthal Presents How Enterprise Architecture is Transforming Government (June 2009)