Emerging Technologies You Need to Know
Matching: iphone X
JohnFeller 110000RUW6 Tags:  banking secondlife web2.0 ibm wiki rss mobiledevices communitybuilding blog myspace youtube socialnetworking google iphone qedwiki 4,589 Views
I spent the past week in Chicago discussing Community Building andMash-Ups with a half-dozen of IBM's Financial Services customers. Just as it is good to get-away from the familiar to recharge one'soutlook, this week travels were enlightening for me to get away fromthe daily stream of technology scholarship and have a look at what ourfield teams and customers read and discuss everyday. ITdiscussions may presently be more about business and less abouttechnology, but they are not about Web 2.0. Customers are awareof iPods and YouTube and MySpace, but not Mash-Ups and Ajax and Wikisand iPhones.
They ask: What is Web 2.0?, What are my company's options deploying these technologies? How do I get started?
We all pay attention when we can personnally relate to Web 2.0 (oranything else for that matter). Mash-up or Situational Apps orQED Wikis seem, at first glance, to be little more than the latestgizmo. Ditto for Community Building experiments or CEOblogs.
Mash-Ups interest customers, both IT & LoBs, as theyenvision accessing back-end data without the need for an ITproject. IT execs agree that 60% of their app-developmentprojects won't be needed for as long as the time it took to buildthem. And business execs agree that they can make plenty ofuseful decisions by mashing-up two fields of data to create a thirdfield of information. The Blog and Wiki discussions gain tractionwhen we discussed blogs as a lower cost, more personalized one-to-manymodel of communication; wikis are intriguing as a many-to-many model ofcollaboration. Both offer lower-costs for implementationand support when compared to web sites and email streams and otherelements of MarCom.
At this stage of awareness (low) and customer adoption (lower), Iam convinced that Web 2.0 is a useful topic for connecting IBM's visionfor Innovation, On-Demand (open standards & systems), and even ourSoftware Group's recent acquistions, to technology trends in themarketplace that can enable the business objectives of ourcustomers. We must be cautious in the speed of our approach ascustomers are not ready to be Second Life-like or even ready topurchase a package of Web 2.0 from one of our IBM brands.
First steps are to show customers how the tools and techniques ofpopular culture (RSS & Tagging, mobile phones, Social Networking)might relate to their businesses; then we must show them how to evolvetheir business processes to take advantage of these emergingcapabilities. Customers are interested in this approach as theysense by watching Google that Web 2.0 can level the playing field.
JohnFeller 110000RUW6 Tags:  ibm web2.0 mashups searchengines communitybuilding apple iphone mobiledevices youtube google 4,292 Views
1. Mobile Search with related advertising opportunities remains the investment rage amongst Google, Yahoo,
and Microsoft. Apple's iPhone campaign fueling this fire (stock up 80% since announcement in Feb. 2007).
2. How to get started, not Why is the theme of the customer discussion. A shift from the spring due to notable
F500 investments such as News Corp acquisition of Dow Jones (parent of the Wall Street Journal) and Microsoft
offering $300mm for just 5% of Facebook. Agreement that there is something to this notion of Community Building
or Social Networking. Starting inside the enterprise to harness collective wisdom of employees, with a goal
of improved innovation, is compelling. Existing business processes and right mix of staff are inhibitors to taking
advantage. Is the benefit in early adoption or fast-following?!
3. Not much of a wow factor in related tools: blogs, wikis, feeds etc as judged to be the basics but not project justifiers.
4. Positive reception to IBM's own related experiences: Jams, Think Place, Technology Adoption Program, and
quantity of internal blogs, wikis etc. A concerted offering would be valued by marketplace.
5. Mash-ups of enterprise data could be a big winner; need cohabitation story with portal capabilities.
6. Appear Bigger than You Are via Web 2.0 (YouTube, Community Building) is an attraction to mid-market customers.
7. Mid-sized firms attracted, increasingly so, to hosted apps by likes of Google (e.g. Google Pack, NetBooks)
8. Web 2.0, as the friendly face of service-enabled architectures (SOA), is not yet obvious to customers and to sellers.
Remains a tough, internal sell from IT to its business sponsors.
9. Information Security is top of mind, well beyond a traditional IT control point: 'If I move outside of enterprise
with Web 2.0, how would I handle InfoSec and legal hurdles?'
10. Not much Web 2.0 budget in '07 and being budgeted for TBD projects in '08.
JohnFeller 110000RUW6 Tags:  google telcos mobiledevices yahoo advertising microsoft sport iphone 4,067 Views
Tomorrow is Mardi Gras in my hometown of New Orleans. On this day convention defers to imagination.
And plenty of conventional wisdom has stepped aside already this year: in sports, the seemingly unstoppablemastery of Roger Federer and that of the Patriots ended in startling fashion; in the presidential campaign, Obama seems to have surged into a dead-heat with Hillary; and John McCain, counted-out in October, is now the odds-on favorite for his party's nomination.
So what is the wisdom of Microsoft's bid for Yahoo and how might we benefit from this gamble asthey try to prevent Google from doing to them what they did to AOL (America on Line).
AOL's model was to capture the customer in the AOL-only experience. No need to ever leave the world of AOL, whether you wanted to or not. Monthly fee revenue model.
Yahoo trumped this model by providing a portal where Yahoo aggregated content developed by others around the Internet. 'No need to leave, we'll bring it to you.' Banner ad & pop-up revenue model.
Google trumped Yahoo by using their search engine to take visitors all over the Internet where Google would keep track of their searches and visits to deliver related advertising. Advertisers, not visitors, pay Google.
Let's imagine what this merger might imply for our organizations aside from the reminder of the recent,sour history of such mega-merger attempts: e.g. HP & Compaq, AOL & Time Warner, Chrysler & Daimler.
The Internet's emerging technologies and uses are evolving rapidly to being about:
Innovation not Integration by connecting like-minded people regardless of location or employer. This is a design point for our systems and services.
Information not Application by connecting those who need to know with the content that they require.
Mobility and Advertising on the mobile device. Remember AOL and its garden wall approach? This is what the iPhone is doing to the garden walls of the Telecom companies. Google, Yahoo, and Microsoft spent $10b here in 2007.
As Tuesday's Rex parade circles Canal Street, the costumed crowd will shout the conventional "throw me something, mister!" Let's imagine what other opportunities are in store for them.
Laissez les bon temps rouler! cperrien
I've shown (my wife describes it as 'Chris's unsolicited product pitch') my iPhone to about 150 people in the past month. My test market of neighbors at the pool, IBM colleagues, customers, fellow travellers, diners in restaurants, and anyone else who shows an interest reveals that this device will explode in adoption when one or both of two events occur:
A 2x monthly email that I send to customers:
- Please don't ask about the extent of the aftershock of foolish borrowing and
careless lending. On so many fronts in our globalized marketplace, at both the individual
and enterprise level, we're probably going to have to heed the advice of Tancredi in The Leopard:
"If you want things to stay as they are, things will have to change."
Meanwhile, other engines maintain their hum and will move closer to the center stage of
widespread technical adoption in 2008. Two examples that I track are video as a story-telling device
and the elevation of the 3rd screen to our 1st screen.
- Last Christmas season my high school son and two of his classmates won a contest at the local
upscale mall by producing a sixty second video to promote the shopping season. They won
$400 in equipment for the school and $600 to split three ways. The recently concluded 2007 contest
enjoyed a threefold increase in participation and and a tenfold increase in prize money: $6,000 in
equipment and $4,000 to split. Clearly, the mall, the merchants and the aspiring film-makers see
solid business value in consumer generated, good-enough, easy to deploy video to tell their stories.
- So much is happening on the mobility front that it may not be obvious, although GPS features
and related acquisitons (Navteq by Nokia and Tele Atlas by Tom Tom) are getting plenty of press.
With the $10b that Yahoo, Microsoft, and Google spent in 2007 to acquire search and advertising
related companies and the popular reception to Apple's iPhone, we will soon have the sort of mobile
computing capabilities that consumers in other parts of the world have enjoyed for several years.
The driving force behind all of this activity is control of search on the mobile device. The
revenue model is that Location Awareness facilitates Search and Search enables targeted Advertising.
Curious is our notion that the 1st screen is the TV and the 2nd screen is the PC,
yet we all carry a 3rd screen nearly everywhere we go. "Can you hear me now?" will rapidly
migrate to "We know where you are and can help you to find and to pay for what you want.
Just text me." regards, christopher perrien
JohnFeller 110000RUW6 Tags:  mobiledevices apple telcos gadgets google widgets iphone 3,946 Views
Google announced on Friday July 20 that it would be up to $4.6 billion for the premiere chunk of the wireless spectrum (700 mhz) that will become available next year. Their stated intentions are consistent with their investments in mobile search capability and their support of the iPhone. Just as the iPod organized the inefficient and uninteresting market of portable mp3 player, Google and the Apple iPhone seek to add coherence, hence value, to the take-it-or-leave-it world of current mobile phone offerings ('this phone comes from this carrier with this set of features. Period). Google intends to turn cell phones into commodities, like televisions or land-line telephones, where a customer buys the device and contracts a carrier such as Verizon or Sprint and adds the software in the form of widgets and gadgets that the customer desires (my iPhone for example, has access to dozens of these small applications in addition to those pre-loaded such as weather, stock prices, address book). There are plenty of regulatory and entrenched competition to overcome (meaning lobbyists at the FCC), but Google has the deep pockets and my teenage son has no interest in his primary screen (cell phone) being only a phone. He wants a true mobile, upgradeable device that he is able to customize to suit his lifestyle. cperrien
Returned from London on Saturday, an unintended World is Flat tour. Saw Roger Federer at Wimbledon;
learned how Osmosoft uses the Twitter web tool to constantly connect the members of its Open
Source innovation team; and observed Belgium banks joining others in Chapter 3 of Web 2.0.
Chapter 1 began for me in mid-2005 when our team spoke about the 10 Emerging Technologies
You Should Care About: podcasting, google maps, video over IP etc. Most considered this George Jetson-like
speech to be an entertaining two hours out of the office. Chapter 2 was written when News Corp.,
owner of MySpace and Fox News (and now bidding on 2 satellite networks in Europe), made its ultimately
successful bid for Dow Jones in the Spring of 07 encouraging managers to conclude that ‘maybe Facebook
is not just for kids?!’. Chapter 3 describes the variety of Web 2.0 projects that are being tested in a wide
range of companies, e.g.video on YouTube or wikis for project collaboration or rudimentary social networking -
all in an effort to improve the customer experience. These enterprises acknowledge that something potentially
game-changing occurs and ask how their initial projects compare to what others are doing. They're moving
beyond the starting line in the pursuit of associated variety and depth.
One my favorite Community Building examples is IKEA. I learned last week that IKEA now sponsors a series
of customer workshops in both Europe and the USA where customers meet to discuss business matters:
leadership, sales and financial management. A professional, social network stemming from furniture purchases.
Soon we’ll have version 2 of the iPhone. For fun on any mobile device, have a look (did I tell you that I
just returned from England?!) at 1-800-Goog411 or Chacha.com. Ask either one a specific question and
receive a specific answer, Goog by voice and Chacha via text. These are carefully crafted efforts to control search
on the mobile device so that related advertising may be controlled. These services are easy, entertaining and fun
to use so be mindful of how they can influence your own customer relationships.
The brilliance of Roger Federer is his variety, his graceful movement and his courage to succeed. He trusts the
breadth of his talents and is not content to continue only with what is working for the moment. This is how
he stays ahead: purposeful movement in search of an opportune moment to challenge himself. You could almost
consider this a formula for constant innovation.
Best for the July 4th holiday.
Internet Strategist, IBM jStart Business Development Manager
So much is going on in nearly every direction everywhere that it's hard to get a bearing on
what is really going on anywhere: the US presidential election represents more than the
selection of the 44th president; the Beijing Olympics revealed more than quadrennial
athletic achievements (now we know that 1/100 of a second can create alot of space);
Georgia is now known to Americans as more than the favorite to win a college football league.
A few Web 2.0 notables from the summer:
- Mobility: I like my new 3G iPhone. I am offered over 800 Internet-based applications
from the related Web Apps store which range in price from free to $39.99. Two of my
favorite are Remote which allows me to control my home stereo from my iPhone as I stream
iTunes music via our wireless network (if I can do it , you can too!) and Netter's Anatomy
Flashcards which offer 900 intricate views of the human body to help doctors advise patients.
I can imagine similar applications on mobile computing devices for nearly everyone of our businesses.
- Mobility II: if the trend of cell phone purchases begun in 2005 continues through 2009, on
average, nearly every person on the planet will have bought a cell phone in this period. Each
of our businesses require a mobile strategy as these devices outnumber PCs 3:1.
- Which is why Microsoft purchased Greenfield and Google launched Chrome, it's open source browser.
Microsoft is not conceding the battle for advertising on the mobile device. Internet Explorer
may be the browser of choice on the PC and Chrome is a framework intended to convert the browser
to a desktop by enabling us to populate our browsers with applications of our choice (see Web
Apps above). Then such a desktop could easily be shared on our mobile devices which outnumber
- Batman with The Joker and Wall-E with Eva were favorite films (insert your own presidential
campaign comparison). It's worth noting that Wall-E was produced by Pixar and Pixar is owned by
Disney and Disney's largest shareholder is Steve Jobs. Now consider video on the mobile device.
- Closer to home, one son headed to college armed with converter boxes to watch Internet TV and to
play his PS3 on his 23" monitor. Attending school in Colorado, he researched and transferred his
banking, savings and investment accounts from North Carolina to Texas solely via the Web. In our
basement, or command center as we call it, I watched his brother so much enjoy on-line PS3 games
(it is almost like being in your own movie) that have I've almost given up on the battle over screen-time.
We've come a long way from Pong.
Internet Strategist, IBM jStart BusinessDevelopment Manager
Headline in 12/11/07 Wall Street Journal, Section B4: Web Surfing on iPhone erases doubts
of mobile devices' future online role. iPhone users accounted for 1 of every 1,000 Web page
views last month due to two factors: iPhone has full browsing capabilities (note to minders of
the garden-wall mentality) and the increasing popularity of mobile computing for more than
just telephony. Even though Apple has sold fewer phones (1.4mm thru Sept) than competitors
using Microsoft mobile operating system (3mm shipped with its mobile op. system in 1Q 07 alone),
iPhone users are browsing the web more than MS users by 50%. If you'll check-out the
Facebook format for an iPhone, you'll see that the younger users are interested in texting and
networking from their mobile devices more than email and web pages from their PCs.
JohnFeller 110000RUW6 Tags:  web2.0 google myspace iphone wallstreetjournal walmart ebay banking 3,528 Views
Five paragraph article in the July 4th New York Times, C8. Two thoughts: eBay marches-on providing an ever widening range of services to its large customer base. Please recall that eBay is America's 2nd largest employer when second and third sources of income are considered. Certainly, it is nearly impossible to keep up with Google and its daily announcements and eBay seems to be nearly as active with announcements via its Skype and PayPal related partnerships: chartered banking in Europe one day, Wal Mart partnership the next, now head-to-head with Craigslist (partly owned by eBay, btw) with its Kijiji service meaning 'village' in Swahili. Kijiji is already the market leader for classified advertising in Canada, Germany, Italy, and Taiwan.
In parallel, the Bancroft family continues to agonize over the future of its Wall Street Journal and the acquisition offer made by Mr. Murdoch's News Corp., owner of MySpace. What will newspapers do when the last bit of their advertising flees to the web? Every young couple that we know only buys and lists their homes and cars on Craigslist.
Second thought: I'm invited to deliver an web 2.0 briefing to a mid-sized enterprise. The request is for an overview of Web 2.0 and specifically for examples of what customers could be doing to take advantage of these emerging capabilities. Are the roars of Google, eBay, iPhone, and the wailing of traditional media, etc. just too loud to be heard?! cperrien
You heard it here first! Well maybe. Showed my iPhone to my long time friend who is a senior telephony engineer partnered with a large consumer electronics company. Was his first hands-on with the iPhone. Filled with praise for the device, especially the no-keyboard interface, he suggested that this interface of hi-resolution touch screen could easily be adapted to a tablet-like computer and that he would not be surprised to see such a product from Apple in the near future. cperrien
I was in the Apple Store on Park Avenue last Wednesday, the day of the announcement of Apple's partnership with Deutsche Telekom. This plus the $1.4 for 1 Euro exchange rate drew at least 1,000 people into this largest of Apple retail stores. A sweeping view of the store gives one the impression that there is more of a trade show going on than sales being transacted. People are talking, testing, laughing, calling their friends over, surfing the web. There is little product in sight and the sales assistants mainly provide info and advice on products. I've never had a big-box type of sales pitch in any Apple Store. This reminds me of my friend JP's obsevation (his blog is confusedofcalcutta.com) that first we have Conversation, then Relationship, then Transaction. BTW, the 10 check-out registers at this Apple Store were occupied, with a long queue, for the entire hour that I was there.
BTW2 - Apple stock at $149.00 today; up from $86 on the day in February when the phone was announced. 10 shares purchased at announcement would have paid, with the profits, for the iPhone and a lunch to celebrate.
BTW3 - my retail clients ask about Web 2.0. I tell them that I've been in Apple Stores in Durham (NC), San Francisco, San Antonio, Chicago, and New York. The experience is the same: conversation, relationship, transaction and meshes perfectly with the experience of iTunes and the devices themselves. There is presently no better model. cperrien
JohnFeller 110000RUW6 Tags:  mobiledevices apple google yahoo searchengines ecommerce microsoft iphone 3,443 Views
To engage the audience for my Web 2.0 overview, I usually pose a quiz to win an iTunes card. Among the 4 or 5 questions are: If Skyp were measured as a Telcom Carrier, what would be its size worldwide (answer #3 with China Mobile as #1) and What does the phrase 'third screen refer to? (#1 is TV and #2 is PC and #3 is the cell phone, altough every one of us carries one of these around). North Americans are not quite yet tuned-in to the adoption and usage of mobile devices in other parts of the world, especially Asia, for any number of tasks such as vending machine payments, product ordering, and large scale web browsing.
Google, Yahoo, and Microsoft are eager to own the search function on our mobile devices as this capability (7% of all web site requests are for Search) will elevate this 3rd Screen into first place.
As we've observed the decimation of the music distribution industry by the iPod & iTunes (100,000,000th iPod sold earlier in this month) and observe the stuggle of print media to balance its traditonal revenue stream of classified advertising with its foray into online print and ad-related revenues, I believe that the iPhone, due in June, will show North Americans the disruptive power of this Third Screen with location awareness via Googlemaps; web surfing and Search; music, email without a mini-keyboard; and, of course, a communications device or phone. Mobile commerce in many forms will follow.
Not much to say given that David Pogue, Walter Mossberg and even USA today reviewed favorably this device. My hope is that other carriers (Apple is partnered with AT&T) and other device manufacturers will follow Apple's lead in providing easy to use, reliable, upgradable, and useful mobile computing devices. North Americans are far behind our colleagues in Europe and Asia in the adoption of mobile devices for web browsing and convenient commerical transactions.
A personal desire of mine is that the stampede to the iPhone might improve customer service across all carriers. In the past 3 weeks my run of bad luck with my telecom provider included not being able to purchase a replacement battery because my 16 month old phone is no longer in their sales inventory and the temporary discontinuation of my cell service for lack of payment by me (so I was told). Truth discovered is that my cell bill was suddenly being mailed to the wrong address in another state. Incredibly, my other two bills from this carrier continued to arrive at the proper address)
We all have some version of such a story. Let's hope that the iPhone can provide the energy and foresight to return American telecom to its once proud and inventive days. Here's hoping that Apple takes on the airline business next. cperrien
Today's New York Times Section c2 article about marketing / advertising on the cell phones. Certainly not a interest-item of my own yet several related statistics intrigued me: 76% of cell phone owners in US, Britain, France, Spain, Germany, Italy have phones with web access; about 1 billion phones will be sold worldwide this year; and there are more cell phones on the planet than PCs.
Conventional thinking is that the cell phone is the 3rd screen behind the TV and the PC. Maybe not says Bob Greenberg of R/GA, a digital advertising agency, "... I think about it as the first one. It's with me all the time."
Once again, I think about the impending release of Apple's iPhone with a Unix-based OS, terrific web browsing capability, easy access to Googlemaps using the GPS capability of all phones. Location awareness plus useful, meaning easy to view, Web browsing might be a platform for customer acceptance of mobile advertising.
There will be more to the iPhone than calling home. It's what I had hoped for from my Newton ($750 in 1995!).