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What the ‘ell kind of brand does Ello think it’s building?

selloI awoke recently to an email with the news from the latest social media darling Ello, the startup that’s being called the Facebook killer, had converted to a Public Benefits Corporation . A Public Benefits Corporation (PBC) is new kind of for-profit entity that exists to produce a benefit for society as a whole. Regardless of whether or not you feel a social media site could actually be considered a public benefit, the move garnered a lot of media attention.  With Facebook’s recent privacy mis-steps, many welcome Ello’s arrival on the scene as the anti-Facebook. However, there are repercussions for building your brand, as Ello is doing, based heavily on ethical superiority.

To begin with, Ello’s email communication is anything but humble. The email, laced with a tone of smug hubris stated, “With virtually everybody else relying on ads to make money, some members of the tech elite are finding it hard to imagine there is a better way.” The email went of further to explain that “the Ello PBC charter states in the strongest legal terms possible” that: Ello shall never make money from selling ads, user data, or if sold the new owners would have to comply by these terms as well. The email concludes with, “There is a better way.”

Ello is implying that advertisement based business models are, by nature, morally inferior to their yet to be implemented add-on freemium model. However, this is a very simplistic and limited perspective on competing business models. There is nothing inherently deviant about an ad-based model. You could just as easily abuse selling add-on services to end users – for example by making them pay at every turn, as you could with ad-based based models. To say that one is superior over another is ignorant. To claim that yours is better could prove fatal.

While, in principle, its sounds good that Ello is taking a moral stance against the “evils” of ad based revenue models, they are doing so by claiming a non-existent moral high ground that their model somehow rises above it all. This is a position that no business can live up to over time.  The demographic that will have emotional loyalty to the Ello brand now based on that kind of sentiment will bring that same sort of criticality when evaluating Ello later.  One slip up in the eyes of their demographic, however slight, and those same users who love Ello today will judge them with the exact moral harshness that they are currently riding high on.  They will be crucified and loyalty in their service will quickly erode.

Ello isn’t the first company to endorse their brand from some sort of ethically superior position. A quick stroll down corporate memory lane shows the moral shrapnel of companies whose brand had a better than others sentiment attached to it. Google’s “don’t be evil” motto has been derided by many, including Eric Schmidt himself.  Whole Foods has also come under attack  for their glossing over the troubles of producing organic products.

While these brands and customers initially feel justified in their positions, they can quickly become mocked due to the untenable mix of perfect ethics and economic realities. The issue isn’t that they are attempting to operate ehically. Many companies do this and do it well. The issue is that they are developing their brand as somehow rising about others morally. They are betting too heavily upon their moral correctness.

The notion of a for profit business that is also a public benefit is a farce. For profit businesses are in business for just that, profit. Mistakes will be made, profits will drive decisions, and eventually your consumers will be disillusioned by your actions. Better to be humble than to shout to the world that you are better. Sure people will be drawn to you at first, but they will be the first to abandon you when you falter. No one is perfect and the backlash can be brutal.

Business and public benefit are at odds. From a short term perspective it may work. But as news departments of the major television networks, which were once considered a public beneft, found out over the last few decades that as the business climate changed, you need to turn a profit to survive. Business that succeed live by Darwinian rules of engagement. They Adapt or die. Business necessitates kill or be killed.  This is the reason that the non-profit designation exists. It is near impossible to create a for profit organization and serve the public at the same time.

Before you get wound around the axle and suggest I am advocating for a laissez faire approach to business ethics, I’m not. There is plenty of room for business ethics, just not as part of building your brand. You should stake your brand on what you do rather than how your business ethics are beyond reproach.  As it’s been said, pride goes before the fall; don’t let your brand take the road to ‘ell(o).

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Keynoting at Mastering SAP for Mobility in Melbourne Australia

I am excited to announce that I will be delivering the opening keynote, Monetizing Mobile – Mobile Strategy and Beyond, at the Mastering SAP for Mobility conference in Melbourne,  Australia September 19th 2013. Mastering SAP for Mobility features an international lineup of exciting speakers and mobile influencers discussing some of the most requested and challenging mobile topics of today. In addition to the opening keynote I will be leading one of the track sessions on the mobile app development cycle.

Check out the full agenda and register today to not miss out on this opportunity to hear from leaders in enterprise mobility as well as learn how to fully leverage mobility in your organization.

Here are the hot topics the conference will cover:

Creating the Mobility Strategy – the Business Case, the Project & Technology

Hear case studies of companies who have demonstrated cost comparison vs. cost benefitsUndertake a benefi t analysis – evaluating mobility as an investmentQuantifying the benefits and how it can be measured in dollarsTips and tricks to build a solid business case for investment into a Mobility strategyEnsure your mobility solutions fit into the Business & IT PlansConstantly align the business drivers with the solution – ensuring “Mobility drives business change”Implementing the best structures to drive the projectHear tried and tested approaches from successful companies already down the trackInvolving the projects, business roles and technology in the overall strategyEvaluate native, hybrid and HTML5 – what are their merits in meeting your business requirements?Hear from those who have chosen their vendors and consultants – how they evaluated their decision 

SAP Mobility & the Road Map

Understanding what SAP offers in the mobile space. How has the acquisition of Sybase and Syclo affected this and what is the roadmap for the future?What is SAP’s recommended deployment path and the costs and efforts involvedStandardised mobile asapps – what apps? What capability? What quality? Consumers used to a level of quality and interactivity, native vs. webThe development tools which are neededMaintenance across the SAP mobility landscape.

Effective Change Mgmt Strategies, Training & Support

Selling the system and gaining commitment and alignmentManagement buy-in generating top-down driveOvercoming fear of the system in the workforceBringing the business and IT closer together through an initiative that both are passionate aboutHow to handle changing a workforce that don’t (won’t) use smartphonesWho should support your mobility initiative, what skills are needed and how do you find them?Build a strategy to cope with the skills requirements and how to acquire themManaging the rapid training requirements of the changing technologySurviving the changing workforce issues of 24/7 availability and work/life balanceHow to support your mobility initiative, building the skills needed

Designing Your Native, Hybrid & HTML5 Mobile Apps

Understand which style of app makes sense for your organisation, the business case and your cheque bookEvaluating the various styles to build and develop a coherent mobile strategyEmbracing open source mobile technologiesHow SAP supports HTML5 frameworks like Sencha, Appcelerator and PhonegapBuilding into your team the skill sets necessary to produce and support these approaches 

Integration

Use SAP tools (SUP, Syclo, NetWeaver Gateway), 3rd party tools or custom developed tools for middleware between mobile application and back-end systemsOvercoming potential performance issues caused by having mobile apps talking to the back-end systemDealing with data synchronisation issues with modifications in the back-end system and by mobile applicationHow you integrate SAP mobile solutions with NFC/M2M/GIS technologiesHow to handle security of internal systems being accessed by external mobile applications

Security Management

Creating a robust security strategy, inclusive of safety, HR and privacy policies and connectivity issuesThe approaches for securing data and authenticating usersEnabling single sign on approvals across multiple appsReal examples from organisations who have overcome very sensitive information issuesConnecting back to your corporate network – the security layer you implement and still have ease of access

Communications Infrastructure & Device Management

An overview from case studies on the infrastructure hardware/software requiredUnderstanding what the investment in infrastructure could be – pricing and licensingManage the impact of the platform performance on device response/performanceExamining SAP offerings vs. partner offeringsThe impact of the Cloud 

Device Selection & Management

Device management – which tools are available – what you need to know about device compatibilityChoosing the right device(s) for corporate rolloutDevice Management software – hear what’s out there such as SAP Afaria (Sybase) and alternativesChange control for device software – change control applicationsManaging the issues around BYOD – what other companies have chosenSecurity issues arising from BYOD policies

Mobile Business Intelligence

Defining the value and purpose of mobile BI in the workplaceDeliver mobile experiences on SAP BW from simple no frill models to comprehensive mobile strategiesUnderstand the generic components of a mobile solutionSAP and 3rd party mobile BI technologiesExamining native, cross-platform native, hybrid and HTML5 application frameworks 

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You Need a Digital Detox (Trust Me)

How is your work/life balance? Do you feel like you are beholden to your mobile device? If you do, you might want to check out Bzur Haun ‘s latest piece, “You Need a Digital Detox” on Inc.com. You might be surprised to read my take on it.

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Mobile and Big Data – My Guess is Better Than Yours!


How is the enterprise of the future going to succeed? Businesses that take their queue from the creative use of mobile and Big Data demonstrated by retail organizations will not only crush their competition, but leave them wondering what magic is behind their success. Check out this week’s Mobile-Only post, Mobile and Big Data – The Enterprise Crystal Ball to learn why enterprises that adapt to deliver predictive results to employees via their mobile devices have a bright future ahead of them.

Benjamin Robbins is a Principal at Palador, a consulting firm that focuses on providing strategic guidance to enterprises in the areas of mobile strategy, policy, apps, and data. You can follow him on Twitter or connect on LinkedIn.

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Seek Peek – Galaxy Note II Just Arrived!

Here’s a teaser of the second gen phablet…more to come. Love it! Should be available in the states in a few weeks.

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Video Sneak Peek for the 9/19 Dell Webcast!

Be sure to register at: http://event-aggregator.marketvine.com/index.php

September 19th at 1PM ET (10 AM PT)

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For Fun: Oh the Places You’ll Go with the Bzur Bow!

I figured since my buddy Bzur Haun (that’s Beee Zur like Geezer) is running around the country with his shiny new pink case that I’d finally watch that how-to-tie-a-bowtie video and take my parting prize for a spin. Bzur definitely wears it better!

In case you missed it -My convo with Bzur in the offices of Visage Mobile in San Francisco- Bzur and Benjamin talk fun and phablets

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Service Based IT – Connecting the Dots

This is the second half of my conversation with Ben Haines at MobileConnect in Boston last month. Check out part 1 if you missed it.

Ben Haines, CIO of Pabst (Yes, the ‘PBR me, ASAP’ company) is on a mission. Haines is not only transforming the data center from on-premise to cloud-based, but he is also transforming minds at Pabst. This transformation starts at the top with the senior leadership and goes all the way down to the administrators. Haines is augmenting IT from a technical delivery company into one that delivers services.

“When I started [at Pabst] there was no project manager and no business analyst. That blew me away.” Haines recounted regarding the state of IT department. Haines noted that without those roles the IT team was just keeping the lights out. There was no strategic analysis or management of deployments. Haines decided that hiring those roles should be one of his top priorities. “I need these roles first, and then I need to build out the infrastructure so I don’t need so many infrastructure roles.” By adopting a cloud-based approach to the network, Haines is able to switch infrastructure for analysis roles on his team. According to Haines the capabilities the cloud brings is just the foundation. “The cream on the top is that I’m able to change the makeup of my team replace tactical roles with strategic ones such as business analysts and project managers.”

Haines views the business analyst role as critical in transforming the IT department into a service delivery organization.  As he told me, “I want my BA’s to be the most knowledgeable business person about services. So when the business comes with questions the BA’s are not saying ‘we can start this server up here’, they’re saying ‘this is how you use the product’ and able to really start helping the businesses.” For Haines, this business/product expert is just the first step. He went on to say “then you have to start joining the dots, that’s the integration part of IT which we are moving to. I want to have my team make sure the business is utilizing those tools and training and helping the team.”

Knowing that this is a big change for the team, both in terms of skillset and culture, I was curious as to how he presented this vision to the team? “The reality is it is a bit of brute force at the end of the day.  My first presentation was ‘this is where we are going – jump on board or let’s talk.’ I was very clear.” Haines explain, “It’s going to take us a while to get there.” So how did the team receive it I asked? Haines replied, “The feedback I got was surprising. They were cautious, but very receptive. I think you are better off to throw it out there and deal with the fear than not have everyone know.”

Haines had support from senior management at well. Haines pragmatic approaches to delivering services help keep an even keel in the board room. “I try to avoid the hype, the buzzwords, in any exec meeting. Initially I had to say we are moving to cloud and put a little context around it so they understood it. But now I don’t go into a meeting and say ‘this is the cloud service we’re going to use,’ now it’s ‘this is how we are going to solve this problem, and oh yeah it’s cloud based.’” This type of rapport gives Haines the backing that a CIO needs to make significant changes in an organization.

One of the big changes that Haines implemented at Pabst was to put in Google Apps and switch out Microsoft Exchange.  At first, this caused some consternation with not only his team, but also the user base. The most concerned individual on his team was the Exchange engineer. As Haines explained “I came in a put in Google Apps and he freaked out. With Exchange that is half your job; just making sure stuff works. Now I have him doing Goggle Apps. But he doesn’t really have to do anything; just make sure a user is set up. So now he can focus on MDM, iPhones etc. It really broadens their experience from keeping the lights on to the new technology.” And not only is Haines more strategically using the people on his team, he is making them more strategic as well. “We are putting in Identity Management. What I want to get to is configuring users straight from the MDM solution. That is the integration piece that I want to get my team doing.”

The move to Google Apps also caused issues with some end users. Haines recalled some of the emotion that the move evoked. “If you ever want to tick someone off, take away their email client (in this case Outlook). Luckily, I had management support.” That support helped give him the backing to work through the conflict. “It was pretty rough. I had half the organization saying ‘this is amazing, why didn’t we do this earlier?’ That was mostly the marketing and younger crew. And then I had the ones who just hated me.” But again Haines solved the issue though a more business focused team. “It was more training and figuring out where IT could lend a helping hand. We have to have the skills there to bring users on.

Haines isn’t at his end goal yet of a service delivery IT organization, but he has made huge strides. I wondered if he wanted to build a purely strategic organization. Haines told me, “it’s a balance between strategy and tactics. I’ve put that analysis layer on top, to deliver the right solutions; putting that analysis and strategy layer on top and augmenting the team to deliver on that.” Now that’s a change that most every IT organization could use.

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Getting Out of the Infrastructure Business

Arguably the purveyors of the coolest hipster beers available on the market today, Pabst Brewing Company is also leading the charge on the avant garde of technology under the visionary guidance of Ben Haines. It’s not every day I get a chance to sit down and talk with a CIO who can just as easily speak to BYOD as he can BYOB, so I was excited to have the opportunity to talk with Haines in Boston last month at MobileConnect. Haines, with a keen sense for looking at the big picture, is transforming IT at Pabst to a pure cloud-play though connecting business needs with hosted/cloud-based solutions.

Haines believes that IT needs get back to understanding the business they are part of; IT exists to serve the business and not the other way around.  “IT’s value to the business isn’t making sure the server light is green, its making sure the business has the services they need.” Haines stated.  This attitude is a surprisingly rare quality in a technologist, even at the CIO level. It is easy for those of us in technology to get caught up in the technology and wanting to bring it in-house. While Pabst isn’t 100% cloud based today, Haines is steadily driving the organization there. “Nothing needs to be on-site. I don’t see any need. I’d dump everything off-site if I could.”

Haines has experienced first-hand how the in-house approach to technology can have you running in circles. Haines described how at his prior position at Red Bull he spent two years and several million dollars putting in a WebSphere portal. “By the time we finished deploying it, we had to upgrade it. The upgrade was a nine month episode as well. By the time you get done with that you totally lose focus on the business,” he stated. Besides losing business focus, he also saw that the world around him had evolved as well. “At the end of the install, social was getting started, how do you fit that into the deployment?” His reply drove home the challenge with in-house enterprise technology deployments,   “More SKUs from IBM, with another eighteen months to two year installation and training.”

I asked Haines if moving to cloud services made sense financially and could be easily justified. “From an overall cost perspective it may be a little more, but it depends on which segment. Email is half the cost. I went from $120 per year to $50 per year per user. If you look at point solutions, it is easy math.” But Haines admits that there are some capabilities that, on the surface, a cloud solution appears much more expensive. “If you purely look at your [on-premise] storage costs against a solution such as Box, your storage will win hands down. It’s cheaper to put 4TB in a remote location than use Box. You really need to look at the big picture. What are your software development costs? What is it going to cost to revive that functionality?” It is keeping the complete scope in mind, i.e. the total capability he is trying to deliver versus the total cost, that allows Haines to confidently make the transformation.

The shift from internally owned and maintained infrastructure to cloud services shouldn’t be a blind exchange either. Though he prefers to move as much as possible to the cloud, Haines is aware of the limitation of cloud services. Haines would love to move to NetSuite or force.com for CRM, but past experiences with customization of cloud services keeps his approach practical. In a previous role, after burning through a half million dollars, “I had the’ oh shit’ moment and realized I was creating a bigger beast then I already had. As soon as you start custom coding you are in this whole world of pain…you are still in this world of owning the code. When you move outside of their business model you have challenges.”

While Haines has been able to move many functions, such as email, to cloud services there are still legacy systems that are not a good fit for current cloud capabilities. For Haines, the best answer is to find middle ground, an intermediate step, while waiting for cloud services to evolve. “I have to own some systems right now,” he said. “Everything I own is legacy, so the baby step is going to rackspace. I’ve taken the server room and moved it to rackspace; from rackspace then to public and private cloud solutions.”

I asked him why he thinks IT organizations keep going down the same path of being in the infrastructure business, of needing to own and maintain all of the technology in-house.  Haines replied, “IT habits; the IT comfort zone. That is why IT exists in their minds. Don’t get me wrong, in the past I’ve seen some really cool hardware. I’m geeked-out buying all that stuff. I put in a virtual infrastructure back in 2006 and took fifty servers down to six.” But Haines learned a very pragmatic lesson from that deployment that allows him to be confident in his approach today. He continued on, “It’s fun, but even that took six months to implement. You don’t have that luxury now. It’s about speed and agility at the end of the day, making sure IT can do what they need to do for the business.”

Next up – how Haines is tranforming minds as well at Pabst.

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Turn Data into Answers with SAP Visual Intelligence

SAP today announced the release of Visual Intelligence, a tool that allows users to visualize and analyze information and then apply it to individual and group decision-making. Visual Intelligence is powered by the SAP HANA platform and empowers users to perform data discovery. An extension of the BusinessObjects Explorer application, SAP Visual Intelligence help users create sleek interactive visualizations giving organization the ability to ask questions of their data sets without the need for predefined queries, reports or dashboards.

“The category of visual data discovery has become a must-have component of the BI tool portfolio and SAP has upped its capabilities with its latest product, SAP Visual Intelligence,” said Cindi Howson, founder, BI Scorecard. “Ease of use, time to insight and business agility are key reasons for the rapid growth of visual data discovery that provides users with greater self service with minimal IT support. SAP BusinessObjects Explorer provided ease of use, but the release of SAP Visual Intelligence brings greater flexibility and richer analysis.”

SAP Visual Intelligence enables ad-hoc discovery on many different types of data sources from spreadsheets to sales, finance, marketing, customer, social, geo-location, third-party and other business data. Best of all, published reports are immediately consumable on a mobile device, such as an iPad, using BusinessObjects Explorer.

“SAP Visual Intelligence revolutionizes decision-making by offering every person in an organization a fast and extremely easy way of discovering answers from any data,” said John Schweitzer, senior vice president and general manager, Analytics, SAP. “SAP solutions for analytics empower people with precise information anytime and anywhere using beautiful visualizations, enabling rapid response to events as they unfold. SAP delivers a powerful and comprehensive analytics portfolio that helps companies adapt to constant change so they can achieve remarkable results.”

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