Innovation Through Customers – @MetLife

From the CCO Council blog, a post about MetLife’s Customer Engagement Model:

MetLife has successfully engaged customers in product development and in customer acquisition and retention. As well, MetLife has demonstrated such value in engaging customers in process redesign pilot projects that the CEO has mandated leveraging customer engagement in order to eliminate $100M in costs from the business.

via Customer Engagement Models: MetLife.

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Quick Links to 12 “Free” SMB Ecommerce Tools @Mashable

From the summary:

“…12 of the best free open-source ecommerce tools specifically designed to meet the needs of small businesses — allowing you to increase sales, attract more customers and get the new year off to a record-breaking start…”

via Boost Your Small Business With These 12 Free Ecommerce Tools.

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IVIS-38; Robotic Process Automation #RPA = #outsourcing game changer…

Next Step: Directly from the Institute for Robotic Process Automation (IRPA) white paper, “Here Come the Robots…” ( Here Come the Robots ), “Take the initiative to educate yourself and your peers as to what RPA is, who’s doing it, who the experts are and who the providers are.  You should insist that your current providers embrace RPA and transform their model so that you may gain the benefits sooner versus later.”

The content in this Outsourcing Institute (OI) white-paper was evangelized in a recent OI roadshow session where Thomas Young of ISG presented (see session summary notes in an earlier blog posting, at http://wp.me/p3oZLx-1Uc or search for keyword “arbitrage.”).  Effectively, the argument being made is that RPA is already here, with incredible impact being predicted from its growing use:

  • “…will obliterate traditional outsourcing model as we know it…”
  • “…will touch 230 million knowledgeworkers…9% of the global workforce…”
  • “…potential to deliver an immediate savings of 25-40% of labor costs…”

POWERFUL stuff!

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AWS 101: Amazon Web Services from @GlobalKnowledge

Thanks to Global Knowledge for this high-level summary of AWS (current incarnation):

Download (PDF, 161KB)

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graphic re: acceleration of Innovation Adoption Lifecycle

While the referenced article focuses on the VAR/agent channel and their need to stay up-to-date on emerging technologies, applying this to internal IT illustrates the importance of “running IT like a business.”   Shifting IT spend from run-the-business to change/grow-the-business is an absolutely necessity to avoid IT being dis-intermediated from corporate America as the use of cloud and BYOD/A accelerate in both acceptance and sophistication.

From the article; Jack Be Nimble: The Quickening Pace of Technology Adoption:

“Two fairly elegant charts curated by Rita McGrath at the Harvard Business Review demonstrate the dynamic nature of technology adoption over the past century.  The key takeaway here: adoption cycles have been compressed by an order of magnitude. Rogers’ bell curve often looks more like the trajectory of a bottle rocket as new technologies go from inception to mass market penetration in a wickedly short period.”

 

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Boston, Google Apps @ 1/3 cost in Cloud Battle w/ Microsoft #fixVDA

From the article Boston, Google Apps and the Cloud Battle.  Although this is not a recent win, as naysayers would point out, the fact the customer is still open to being quoted as a satisfied user saving SIGNIFICANT $ is what really matters.

“the technical and operational gains Boston says it’s getting from Google. Its due diligence revealed that Google could have the same level of operational integrity and support for one-third the price. It has guaranteed 99.9 percent uptime. And it has assurances that Google’s cloud-based systems are FISMA-compliant; in other words, no leaking confidential information.”

This is not unique; I have heard of Google Apps pricing at close to one-fifth the price of Microsoft Office.  Until Microsoft fixes their VDA for their desktop OS to represent true cloud-model pricing, we will be hearing more of these stories…..

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Congrats Boston University for making Top 10 most ambitious students list!!!

…along with the other 9:

  • UC Berkeley
  • UCLA
  • Harvard
  • UPenn
  • Stanford
  • Vanderbilt
  • London School of Economics
  • U of Oxford
  • University College London

Congratulations to BU for making this IMPRESSIVE list.

Read the article at Inc.com.

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infographic on #Organizational #Leadership Styles Around The World – Business Insider

Interesting graphical summary, useful “intro” to global management styles and options…

Leadership Styles Around The World – Business Insider.

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ITconnecter Job of the Week – #Harvard Director of IT Network Strategy

Department: Network Management, Auto req ID: 31245BR

Duties & Responsibilities:
HUIT (Harvard University Information Technology) is a University-centralized, IT organization. To assure Harvard’s leadership in IT, we strive to make it easier for faculty, students, and staff to teach, research, learn, and work through the effective use of information technology.
As the service owner of the enterprise-wide Harvard University network, the Director will oversee an immense network with over 150,000 nodes which supports all the Harvard schools as well as the Harvard teaching hospitals in the Longwood Medical area and Harvard’s network at the regional research computing facility in Holyoke, MA.
In joining HUIT in this new role, the Director will lead the continued development of and strategic roadmap for our network; support the goal to design and implement extensible and scalable infrastructure for today and the future; and be responsible to optimize technology investments for maximum impact and managing an $18M operating budget and annual capital projects in excess of $2M. He/she will lead the conversation across the University with technology leaders and researchers, faculty and staff to develop network plans that support their needs and ensure the network continues to evolve as demands and technology change.

The Director will work with industry to establish strategic partnerships that promote innovation and shared problem solving for emerging network issues; work closely with technology colleagues including the school CIOs, the University CTO, CIO, HUIT Senior management team, the CISO and Network Advisory group on architectural design, security programs and funding plans that support the University’s strategic IT plan; develop technology roadmaps that ensure the network is anticipating future business requirements and the growing demand for cloud connectivity; ensure thoughtful life cycle and capital investment plans are in place; maintain high level of technical knowledge and stay abreast of technical advancements in primary functional areas of responsibility; provide the multiyear network vision necessary to execute on strategic projects including VOIP (voice over IP), and video. The Director will also provide leadership, and direction to the management team responsible for network project management, engineering, and operations. He/she will also serve as a mentor for the network team to ensure we leverage current skills and develop necessary skills.

The work climate is highly dynamic, with a constant reweighing of priorities and management of a large, diverse customer base.

Basic Qualifications:

  • Graduate level degree, desirable and BSBA in a field related to technology or business management; ten or more years of progressive experience in IT leadership.
  • Five or more years of experience as a senior/strategic IT lead in a complex higher education research institution, or similar.
  • A minimum of 10 years demonstrated technical network experience in a large Cisco LAN/WAN and with a very strong emphasis on network related project management is also required.
  • Training and experience in process improvement, Incident and Change management.
  • Working knowledge of data center operations, IT security, systems design, information architecture, and customer relationship management is required.
  • Experience with service delivery and an understanding of budgeting and capital investment planning, important.

Additional Qualifications:

  • Proven knowledge of established IEEE Ethernet, IEEE 802.3 / 802.11 standards and interoperability issues with BGP, OSPF, Spanning Tree Protocol, and multicasting, DNS, DHCP and TCP/IP is a must.
  • Additional requirements include server and LAN Management: UNIX, Windows, and Mac infrastructure including email, Active Directory domain and mass storage and virtual and physical server hosting.
  • Demonstrated strong organizational and management skills are a must with proven ability to lead change.
  • Experience in developing and implementing service recovery models, IT policies, procedures and standards.
  • Knowledge of HR practices applicable to senior management level, important. Ability to develop, manage and communicate a budget and work with financial analyst to develop rate models is critical. Exceptional written, interpersonal and presentation communication skills are all important to success.

To assure Harvard’s leadership in IT, we strive to make it easier for faculty, students, and staff to teach, research, learn, and work through the effective use of information technology.

Values:

  • User-focused
  • Collaborative
  • Innovative
  • Open

Harvard Offers An Outstanding Benefits Package Including:

  • Time Off: 3 – 4 weeks paid vacation, paid holiday break, 12 paid sick days, 11.5 paid holidays, and 3 paid personal days per year.
  • Medical/Dental/Vision: We offer a variety of excellent medical plans, dental & vision plans, all coverage begins as of your start date.
  • Retirement: University-funded retirement plan with full vesting after 3 years of service.
  • Tuition Assistance Program: Competitive tuition assistance program, $40 per class at the Harvard Extension School and discounted options through participating Harvard grad schools.
  • Transportation: Harvard offers a 50% discounted MBTA pass as well as additional options to assist employees in their daily commute.
  • Wellness options: Harvard offers programs and classes at little or no cost, including stress management, massages, nutrition, meditation and complimentary health services.
  • Harvard access to athletic facilities, libraries, campus events and many discounts throughout metro Boston.

Apply at https://sjobs.brassring.com/TGWEbHost/jobdetails.aspx?partnerID=25240&siteID=5341&AReq=31245BR

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IVIS-37; KISS-able Innovation, today’s Pandora example

Next Step: Innovation sometimes may seem daunting but the key is to focus on the “adjacent possible,” and to make the innovation KISS-able. Mentioned many times previously in this blog, adjacent possible is best described by author Steven Johnson as:

“…a kind of shadow future, hovering on the edges of the present state of things, a map of all the ways in which the present can reinvent itself.”

Simply stated, Keep It Simple S*****-able.

A great example came my way today via a Pandora (music streaming service) email ad; a big production about a minor improvement.  I’m not sure how technically complicated it was to get this accomplished, but as a Pandora user, this enhancement (radio alarm clock app) is “easy on the consumption.”  Basically, it’s easy for a consumer to understand what it is, what its benefits are and how to use it.

Being KISS-able in innovation requires a focus on the  adjacent possible for both supply and demand.  These parallel concepts don’t only apply to the development of a new product or service;  the new product or service must be KISS-able for potential users too.

To view the Pandora approach, visit Wake Up with Pandora.

IVISInnovate, Validate, Implement, Sustain

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