In Ivor Macfarlane's most recent article, he (rightfully) points out that we should look beyond cost to improve service management. Cost used to be the major (if not only) factor in making IT decisions, but it isn't any more, especially when it comes to service management. IT services deliver a lot more than economic savings. They create new possibilities, generate new business advantages, empower new services and strategies, connect organizations with new customers and markets, and much more.
Ivor explains it much more eloquently than I, but here are a few things I took away from his article:
- The concept of "cost" as a way of assessing IT services should transform to "value," which is fundamental to ITIL at its core. Take these definitions straight from ITIL:
- "A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific cost and risks."
- "Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services."
- Instead of talking about TCO (Total Costs of Ownership), we should talk about CCO (Complete Consequences of Operation). As IT services become more and more pervasive, the consequences of problematic IT service management become more and more significant.
- There are other factors that should be considered as well,such as energy management/sustainability, public relations, human resource allocation and more.
In a nutshell, IT service management should address costs, value, consequences and benefits. Definitely food for thought. (Perhaps Curry in a Hurry?)
Signing off for now,
Your friendly roving Integrated Service Management reporter
In April 2010, IBM conducted an online survey of over 6400 adults working full- or part-time in office buildings in 16 major US cities. The survey showed that "US office buildings have failed to keep pace with the revolution in automation that pervades modern life. While cars, transportation systems, electrical grids and other systems are being instrumented and interconnected to be more efficient and user friendly, the majority of office buildings remain rooted in the past. As a result, this intelligence gap is taking a measurable toll in lost productivity and unnecessary spending."
So, how do you bridge this intelligence gap...or, in other words, how do you make buildings smarter?
It starts with a better way of managing those buildings: IBM Maximo Asset Management.
Maximo delivers holistic, end-to-end tracking and monitoring of all assets, at every point in their lifecycles. It helps make building facilities management simpler, faster and less expensive—thus essentially transforming buildings into smart buildings, capable of delivering their full potential to your organization. Specifically, Maximo can:
- Establish contracts for labor and materials across the entire enterprise, allowing for better cost control.
- Detect a shortfall in a cooling asset and automatically notify appropriate team members of the problem and create a prioritized schedule of corrective action.
- Provide vendors direct access to Maximo, allowing them to view assigned work, request direct updates and provide real-time status. Notifications are generated by Maximo and are automatically distributed via e-mail to any device.
- Manage vendor SLAs to monitor their overall performance. Should a vendor not be meeting specified service levels, Maximo can quantify the difference and initiate a suitable response.
Of course, there are many more examples of how Maximo can help you manage your facilities more efficiently and cost effectively, all of which enable a shift from facilities maintenance to facilities management, from a reactive stance to proactive stance, resulting in improved asset performance, longer asset life and ultimately more sustainable - and, dare I say - smarter buildings.
For more information on how Maximo can make your buildings smarter, read this Service Management in Action article.
Signing off for this week,
Your friendly roving Integrated Service Management reporter
It probably goes without saying, but service management means different things in different industries: Service management can help banks improve customer service, drive business model efficiency and manage operational risk. Service management can help government agencies reduce complexity and waste and deliver services more effectively to the citizens who rely on them. And communications service providers need innovative service management solutions to address the limits of the backbone, a highly competitive environment and customer loyalty.
The list goes on, but in all cases, rendering better service management in any given industry means weighing and balancing different complexities—as well as the leading solutions and strategies best suited to address them.
provides the perfect venue for you to not only learn about service management for your industry - but to actually see it. And seeing is believing, after all.
The Pulse Expo Center will offer demos in groups, designed to explore the most pressing needs service management professionals face in six different industries:
- Smarter Buildings
- Intelligent Site Operations
- Communications Service Providers
- Smarter Energy & Utilities
- Integrated Service Management for Banking/Insurance
- Smarter Healthcare
In addition to these clusters of industry demos, you'll also have access to industry-centric demos taking place elsewhere in the event. Not to mention tons of industry-specific sessions and activities - Check out the Pulse 2011 Sample Agenda Builder
and see for yourself. Choose "Search by Industry" and select your industry.
Learn more by reading the article Pulse 2011 Demos: A Visual Tour of Service Management
...And we can't wait to see you at Pulse!
Signing off for now,
Your friendly roving Integrated Service Management reporter
In his keynote address yesterday, Al Zollar talked about how customers are leveraging Integrated Service Management. Capital Region of Denmark in Copenhagen, is in the process of leveraging Integrated Service Management to track missing assets, improve maintenance schedules and get their company back on track.
Capital Region of Denmark is a conglomerate of hospitals with data distributed across three different storage tiers and four sites, with an online disk capacity of 500 Terabytes and backup and archive data exceeding 1.5 Petabytes.
They have solved their storage complexity issues with Integrated Service Management and are managing their entire storage infrastructure with only four people.
He also talked about how the U.S. Air Force is leveraging Integrated Service Management. The U.S. Air Force defense and intelligence network manages the operations of nine major commands, nearly 100 bases, and 700,000 active military personnel around the world. They are leveraging Integrated Service Management solutions to design and deliver a cloud infrastructure with unprecedented levels of security and resiliency.
It's not just a vision for the future--it's happening now. Integrated Service Management can help your company get past the complexity and risk you deal with on a daily basis.
In every walk of life we see the components in things:
- In football it is - Strikers, defenders, midfield (some of you may need to translate from the English: ‘football’ to ‘soccer’ to understand that one)
- With vehicles it might be - Engine, transmission, chassis
- Service management is held to be - People, process, technology
Wherever we are we, we break thing up into components.
Take the first two and it’s clear – however good the parts are – if they aren’t integrated then it isn’t going to deliver what you need and excellence in just one area is all but useless as far as the required end product is concerned
In real life the secret is delivering value because value is what makes it a service – without value it is just a way to pass the time, not a service.
In soccer the benefits of interaction of the parts is important and very visible – and many years ago the Dutch showed the world it could go to a higher level with what they called ‘total Football’. I think a better name – for the generic concept at least – is ‘Integration’. Seeing the parts and getting each as good as possible is important – seeing the synergies between the parts and making them all fit is the differentiator.
In service management terms, it seems to me, the differentiating piece of integration is the one that marries a customer need (some kind of value that is wanted) with the ability to deliver it. Now writing that down, it seems trivial, obvious and simple. As is often the case it seems to be harder in practice – perhaps because the customer need is something that has to exist when the delivery is possible – and indeed one may create the other. By that I mean that many of the most impressive pieces of service delivery we see in this rapidly changing 21st century are about seeing what value new technological possibilities could deliver. You might even call it creating a requirement that the customers hadn’t dreamed they needed until it became available.
One of the advantages of working for a big company – like IBM – is that you get to find out about some of the really smart stuff our customers are doing – and so it was exciting to read an inside view on GM’s new Volt electric car. You can read elsewhere about the car itself and of course from an IBM perspective the favourite focus is on how they have used IBM products to help it all happen. Now I am sure similar things are happening throughout many industries but this one was in front of me and it illustrates nicely something I have been talking about for so long. Although IT underpins this innovation – the integration is everything.
Of course there is GM’s clever recognition of the ever increasing green agenda and spotting – in time to actually create it – the demand for a kind of car that would have been unwanted in earlier times.
But there is another integration going on too – apparently the Volt carries with it some 10 million lines of code that are all invisible to the driver – it might have more IT than most IT projects but – apparently – it feels like a car. So it is a great example of integration all round. It relies on software – its own software, the software it was developed on (Rational of course J) and because it is also an engineering programme the reality of delivery rests upon asset management and coordination. So – a wonderful instance of what I keep saying – integration is everything – getting the components working together to deliver the whole. That is true within service management – where things like people, process and technology ALL have to work and work with each other.
It is also true about integrated service management as one part of a bigger whole – with integration layer upon integration layer – and all integrated together. Manage it and you get services delivering real value – often a value that the customers didn’t even imagine they would need before it became possible – that they consider worth paying for. Get the integration wrong and you have impressive parts - of interest only to a very few.
By the way – this particular stream of ideas is also the subject of a webcast I have just recorded – anyone masochistic enough to want more can find it at http://event.on24.com/eventRegistration/EventLobbyServlet?target=previewLobby.jsp&eventid=266980&sessionid=1&key=29C93F8FD093E54988959855346B29A6
Buildings have always been a source of both pride and frustration to many of our customers.
Pride: when you look at something like Nataktomi Plaza and how it is an icon of the city.
Frustration: when you see how much money it takes to run the darn thing (and that's before the whole "McClane incident of '88").
Regardless. Buildings, as I mentioned in a prior post (see "Smarter Than The Average Building"), are one of the largest costs on any company's budget.
To requote Dave Bartlett:
Buildings are a significant line item on any company's expense sheet. In fact, for many, they are second-largest expense, after payroll. On average, buildings consume 42% of all electricity worldwide.
Which is why there's a lot going on with Smarter Buildings at IBM and today in Manhattan, we are conducting a customer event to talk about the new IBM Intelligent Building Management.
It is the same solution that Karl Helbig just wrote about on the Asset Management blog (see "Facilities Friday (a day early): IBM's new solution for Smarter Buildings").
He's got a fantastic write-up of the new solution and there's also some great information about it in the press release as well.
The press release has information about, "... three unique projects in New Orleans, New York and Minnesota that show the potential of applying advanced analytics and automation to buildings."
Read up about it in his post and stay tuned to this blog, where we'll have a wrap-up of the event and even more discussion of IBM Intelligent Building Management in the near future.
In the meantime, feel free to post comments below about your strategy for Smarter Buildings. What are the critical aspects you're looking to change in your current building strategy?
To close, I will say: Welcome to the party, pal. (you thought I was gonna say "Yippee-ki-yay," didn't ya'?)
I recently booked
my travel for a business trip to the US
at the end of February. I will
be talking at several itSMF USA Local Interest Groups and – of course
– be attending IBM’s big
service management spectacular – Pulse in Las
February. I’m looking
forward to the trip, and not just to escape the British winter weather. I am
delivering our simulation ‘game’ on the Sunday at Pulse and Atlanta
in March - they are always fun, especially
our new one with added cloud features. But the best part is getting to meet
people, customers and suppliers, both at Pulse and in the itSMF meetings. There
really is no substitute for meetings with grassroots practitioners to keep up
to date. And always fun too, you do still meet such nice people in this
If there is
anyone out there actually reading this stuff, and is in Vegas for Pulse, or at
the LIG is San Francisco, Fort
Lauderdale or Atlanta
– do come and say hello. And if you would like to be part of our
cloud-flavoured SM simulation at Pulse please visit our landing page, and
then RSVP to firstname.lastname@example.org
But – not
unusually – I have distracted myself a little from where I thought I was going
when I started writing this. So … I booked some flights: from London
to Las Vegas and back to Europe from Atlanta about two weeks
later. As we all know, we live in the information age so immediately I started
to receive information. And I do admit it was information –I had booked a
flight to the US
and I got information about the situation in the country I was going to.
Let me divert
again a little bit and remind you – because you are all experts and know this
stuff – about a basic knowledge management concept; the spectrum that runs
data->information->knowledge->wisdom. At the beginning data is
extensive but not too helpful. If it ever reaches wisdom
it actually helps you survive and thrive.
But back to that
travel information I was getting. Remember I had booked a flight in late
February to the Nevada desert; what I received
by email was warning me about traffic disruption in downtown Washington DC
in late January. I have subsequently been advised of snow problems in New York. Now this has good conversational value,
allowing me to sound knowledgeable and sympathetic on calls with New Yorkers,
but I suspect that was not the intention.
I interpret it
–this may be grossly unfair of me, but I am the customer and customer
perception is what matters – like this: travel advice is being planned and
delivered by someone who goes to the same desk in the same office everyday, and
rarely puts foot on an airplane. Of course the real culprit behind this is ease
of programming – data is cheap and plentiful, applying some basic ideas to turn
that into information is quite fun, sounds good and means you can despatch all
sorts of travel notice updates to people who will be travelling sometime in the
future. But it is – sorry but it really is – just using data because you have
it. Maybe they bill on the number of messages? Maybe they really think I want
to know? The real consequence is that I delete these emails unread now – so if
they were by some miracle to send me something useful, I would miss it
last year this system showed the kind of silo thinking that comes from not
knowing the customer’s environment – the kind you often see in service
management reporting. I spoke for itSMF Sweden
in Malmo, getting to Malmo is really easy – you fly to the nearest
airport and take the train direct from airport to town centre. But two factors
combined to deliver me information even less useful then usual. One, the system
thinks only in terms of flights and rental cars – I think it rather looks down
on train travel as a bit common. Those of us who use trains mostly have to buy
the ticket when we get to the station. Second factor is that the nearest
airport to Malmo is Copenhagen
– a lovely and convenient airport with great direct train services – but it
just happens to be in Denmark.
So, yes you guessed it, I got lots of travel advice about visiting Denmark, there could have been civil
insurrection and rioting in the streets in Malmo and they wouldn’t have told me – why
that’s a whole different country!
Now of course Sweden doesn’t
do insurrection, I travelled easily and had a good time at an excellent event
without any issues. But all this useless information I get seems symptomatic to
me of measuring the wrong things – probably something we are all guilty of,
because – as I have said before in these blogs – measuring the right things is
harder, but if we can manage it then it drives us into doing the right things.
Maybe at the real heart of this though is the simple statement, if you don’t
know what you are aiming at, you are unlikely to hit it.
I suppose if
somebody were to ask me what I want notifications about, I would be happy to
work with them, and set up delivering something that goes beyond information,
starts delivering knowledge and gets me the wisdom I need to make the right
But if that is actually
ever to happen then those of us receiving all this useless information need to
realise it is – mostly – our fault. I could have responded offering to help
them improve, I could proactively tell them what I need – I could offer some of
my time as an investment in my own future knowledge and wisdom deliverables. But
It is easier (and more fun?) to carp and whinge – so maybe my New Year’s
resolution should have been around practising what I preach – doing what I
talked about in my itSMF conference presentations last year – and to start
being a good, committed constructive customer because it won’t get better
OK – I’m off to
find the ‘help us improve our service’ button on the web site. See you at Pulse?
a final reminder – For simulation information go to our landing page- for info
on LIG presentations go to http://www.itsmfusa.org/local-interest-groups
As far as holiday gifts go, a brand new shiny zEnterprise wouldn't be too shaby,* and there is enough of a lull in the beginning of the new year for planning that a webcast like Tivoli for zEnterprise – Speeding problem isolation and resolution makes a lot of sense to check out.
If you're new to zEnterprise or even if you've had your system for a while, this is a great opportunity to listen to speaker Randy Scott discuss this topic (and there will be a live question-and-answer session as well as a future replay).
Here's a brief description of the webcast and we look forward to you attending:
This in-depth look at Tivoli Application Management for zEnterprise can help you:
- Integrate end-to-end active and passive monitoring
- View and monitor workloads for composite applications, physical and virtual machines, groups and response times
- Use alerting capabilities for early detection of costly performance problems and outages
I set out do this blog as a pretty
shameless advert for my article in the latest issue of the itSMF International
magazine. So let’s get that bit out of the way first – it is here
– read it soon!
But actually thinking about the itSMF magazine leads naturally
on to talk about the itSMF International publishing and the recent success
stories – and success stories should be talked about, so I’ll do that now. It has been a while since the international
publishing committee of itSMF (IPESC) faded out – but while IPESC may be
dead, I felt its spirit, innovation and enthusiasm resurrected at our recent
chapter publishing meeting. IPESC was always full of good intentions, but the
difference now is the ability to take ideas forward to our itSMF’s own
publications – and to produce good things.
The magazine is one of those things. It may
not be exactly War and Peace – but it is the kind of things that professional
service managers might read, enjoy and then look for the next issue coming out
– exactly the positive reinforcement cycle we need to create a tipping point. Actually,
the meeting itself was another great thing. So far as we can tell this was the most
chapters ever represented at any kind of itSMF meeting – including all previous
IBM – along with TSO – sponsored the
meeting, and we also hosted it at the IBM Amsterdam office. That sponsorship
gave me the right (and from my management’s perspective, the obligation) to a
10 minute agenda item to address the meeting. Now, those of you who know me
will realise I don’t usually need the justification of an agenda item to talk.
But, given the nature of my audience, I wondered what to talk about in that
formal situation. The obligatory ‘IBM has something you might be interested in
seeing’ bit was easy – a quick demo of our new G2G3 developed virtual
simulators – plenty about those in other blogs on this site so go read them I won’t
repeat it here.
My main message – and one I feel strong
enough about that I want to repeat it here – was how important sponsorship like
itSMF is (also rightly) proud of its ‘owned
by the members’ and ‘not for profit’ nature – and so it shapes the community more
than any other organisation – or more accurately it helps its members shape and
develop that community. But being not for profit doesn’t stop there being bills.
We all share in this service management
community, and it seems to me both right and necessary that the key players in the
industry take seriously the need to also be key supporters of that community.
For many sponsorship is seen as a way to
keep conference prices low, or just about advertising leverage. The sponsorship
of meetings like the publications gathering in Amsterdam makes a real difference to itSMF
being able to work on initiatives (in this case publications initiatives) that
push the boundaries and develop our community – things that can take us all
forwards. That kind of innovation – like ITIL itself 22 years ago – cannot be proprietary.
Like ITIL though the proprietary players stand to benefit from the evolution
and development of the non-proprietary guidance.
So what I spoke about in Amsterdam, and what seems important enough
for me to say again, is that the community needs its big players to put enough
back in. IBM sponsored that event, I hope IBM will sponsor again – but I would
like it even more if we have serious competition from some other big names to
get the good sponsorship.
itSMFI is producing important parts of our professional future, and
there is the chance for all players in this community to support - big companies with big sponsorship through
to individuals getting involved and active. So get on board - please.
For most of last week I was attending and –
I hope – contributing to itSMF’s international publishing meeting. This was
held in Warsaw
in beautiful spring weather, while
was being blasted by wind and rain. That was nice but nowhere the most
important or most pleasurable thing that the week had to offer.
Now, first a little background, just in case
there is anyone who does not know what the itSMF is. The letters stand for IT
Service Management Forum – and that sums it up quite well: a place for those
interested in ITSM to talk, learn, teach, compare and discuss. Part of that communication
naturally involves publication – and our group focuses on that – from reviewing
others’ books through translation and dissemination to encouraging authoring
and publishing books. Crucial to its attitudes and success, itSMF is a
non-profit organisation, owned by its members.
OK, as you may imagine it is – as well as serious
working meeting – a chance to catch up with friends and colleagues of the ITSM
global village. And the active ITSM community really is like a village, except
that it spread across some 50 countries – we have all the relationships that
you would expect: friends, enemies and lots in between.
All of us have our day jobs, many of us
working for cut-throat competitors but that all gets set aside and we settle
back into our ‘all in this together’ mode. One of things that I came back from Warsaw thinking about was
that different set of attitudes we have while focused on itSMF business. Some
of that rests upon the different nature of not for profit organisations – at least
compared to the more usual owned by shareholder companies. It is hard sometimes
to make the switch, but a good lesson for anyone in the service management business
to realise the differences that do exist. Probably the best description I know
is this one: ‘Commercial companies need to do things to in order to make money;
not-for-profit organisations need to make money in order to do things’.
That makes the non-profit member owned
organisations a lot like government – and like governments today we are strapped
for cash. These are hard times and no-one has much in the way of spare money.
But we still strive to fight against what would be a sensible approach for an
organisation focused on shareholder value. We still need to deliver what the ‘right
things’. From our publishing perspective it would be tempting to look only at
safe books – rearranging established best practice into easier, shorter or
simpler reads. Instead though, everyone at our meeting sees that we need a
focus on innovation and stretching our industry.
Of course we need to be financially successful
with enough of our projects, and we have work to do on building a firm base to
take ourselves – and our industry – forwards. But I am proud that the books we
have already managed to publish contain real industry innovations and new
perspectives – both on service management as you would expect but also into wider
topics such as organisational change.
So, I came back feeling the need to write
down how much work people put in – for nothing – last week. I’m not claiming I did
that much, but lots of work was put in, and even more commitments made to keep
the momentum going and I felt that it was a few day’s work I was proud to have
been a part of and an effort worth recording
here. In some later blogs I might relate more about other aspects of the trip - like using budget airlines and the change in perspective of value that goes with that.
So – please go read about what we have
already managed (6 books published, quarterly magazine, whitepaper competition
etc.). You can find out about the books are – and read the magazines for free
by going to http://www.itsmfi.org/content/publications.
If that gets you interested in how you can get your ideas written up and out
there then get in touch. My portfolio responsibility is ‘Authoring’, so I would
love to hear from you. We are keen to find new authors, for whitepapers, books
or articles – and happy to offer any level of support you might need – from
final review through mentoring and even to co-authoring or ghost writing.
By my next blog, I will be back in successful
company mode, but it is good to remember that the commercial companies also
live in and benefit from the wider community. It is good to see that being
recognised through sponsorship and support. IBM sponsored the meeting last year - this time we had support from TSO and BTC. massive thanks to those companies. With more support next year we should have more people and achieve even more.
Tiffany Winman interviewed Judith Hurwitz, president of Hurwitz & Associates, at Pulse 2010.
In the interview, Judith talks about how customers are looking at both internal and external clouds as a way to optimize their use of IT technology from a real business perspective.
One of the initial areas customers are looking at implementing Cloud is test and development. Rather than investing in new servers and tools, it makes economic sense to use a Cloud infrastructure for pilots. Plus when you give developers temporary resources, you often don't get them back!
Check out this podcast to hear more of Judith Hurwitz's thoughts on Cloud computing.
Judith Hurwitz on Cloud
The good folks at El Reg have the article, "IBM plugs Netcool into Juniper's Space"
Big Blue said on Tuesday that it will license its Tivoli Netcool/Ominibus and Network Manager technology for Junos Space. The pact was announced during IBM's Pulse 2010 conference in Las Vegas and Juniper's Financial Analyst meeting in San Francisco.
Our partners are one of the most valued assets IBM has, both to the company itself and more importantly to our customers. Our partners carry the value of our integrated service management solutions to our customers and I am pleased that Juniper is now a part of our valued partner ecosystem.
For the official word on this partnership, you can check out the Juniper press release or the IBM press release.
If you are at Pulse, stop by the Juniper booth and check out their stuff.
I am just back from a week working in Tokyo
. For someone who
writes as much as I do about the need to understand customer culture and how
that affects expectations, it is always a good lesson to visit Japan, where the
culture is about as different (from where I normally work) as you get within
the service management world. (Of course culture does get even more different in,
say, certain Amazonian tribes or a primary school playground, but with little
formal ITIL adoption there as yet, Tokyo
is my extreme of difference.)
Although the shadow of the tsunami and very
real loss to the community endures, the human spirit carries on and people
still laugh and enjoy life. One of the pleasant surprises is how universal
humour can be. It is also easy to forget how quickly people’s behaviour adapts
and copies from those around them. You really only notice the extent to which
you adapt when you get back home. For example it took me a while to stop bowing
to people and also to stop smiling at people in the street, restaurants etc –
or certainly to stop expecting them to smile back.
I also got used to things that I would
expect not to cope with easily. Specifically after the first day or so I was no
longer bothered by how much my room on the 16th floor shook when one
of the steady stream of aftershocks wobbled Tokyo. That reminded me of how worryingly
quickly I had got used to seeing young men with machine gums patrolling the
streets while working in Belfast
in 1992. Seems we absorb new technology just as quickly, and it takes very
little time for what seemed new and so different to become everyday life.
People as old as me can remember life without a mobile phone, but already I
find it hard to recall how it felt to be out of contact whenever out of the house or office, let alone that it didn’t bother me to be unreachable.
But coping without things you have got used
to does happen – and it is clear there are some very direct lessons for service
management in Tokyo
today. Obviously in the light of their unfortunate experience and need for disaster
recovery and business continuity they are well placed to be the source of most
of the case studies for the next few years. It may well be a long time before
even the immediate effects stop being so visible – there is an obligation for a
15% reduction in electricity consumption that looks set to last a long while.
That kind of thing has so many knock-on effects you quickly realise how
dependent we are on technology. Not only because it is a shock to go back to
old ways – and waving a fan may be an ancient Japanese tradition but it much less
effective than air conditioning; but because we depend on so much that cannot
function without the technological infrastructure. The power reduction of 15%
has to applied carefully, because so many things – like data centre power –
must be maintained. So the power for things that drive mere comfort is hit very
hard – very little cooling in offices and, for example, my hotel had turned off
That made me think of just how complex our
everyday infrastructures have become, with so much more than electricity on our
critical list. It perhaps should be a compulsory occasional exercise to think through just how many things we
presume will be available – not just the obvious (utilities, access, people etc).
I am sure we would all be surprised at some of the things we tacitly depend on –
and equally sure there are good stories to be told about some of them – any offers?.
Boca Raton, Florida - February 28, 2011 - 11:00 am
The MGM Grand Garden Arena darkens, the roar of the crowd softens to a buzz, the orchestra appears on stage, dramatic music accompanying the video montage of customers telling their service management success stories... So far, this Pulse 2011 Day One General Session rivals what I saw from the Academy Awards last night (absent the evening gowns and tuxes, of course).
And I'm seeing this all from the comfort of my home office!
I was not one of the lucky 7000 people to attend Pulse 2011 in Las Vegas in person, but, for the first time, I can tune into Pulse as it is happening
. So, I did just that - I tuned into the Pulse Day One General Session via Livestream
...and it seems there were about 400 people doing that right along with me.
I won't go into each element of the Day One General Session in detail, but I wanted to share with you some of my thoughts and takeaways:
- One of IBM's clients, Bill Broughton, from Amtrak, kicked off the conference today, telling the crowd of clients, business partners (and yes, a few IBMers), this is "OUR conference."
- Our event host, Scott Hebner, Vice President, Worldwide Marketing, IBM Software - Tivoli, reiterated that thought, but from the opposite perspective, telling the crowd that "this is YOUR conference." 85% of the sessions at Pulse 2011 feature client speakers, and the ability to network and share best practices is more important than ever. "It's not just about technology any more...it's about the economic value that technology brings."
- Next came Madge Meyer, from State Street, who talked about the importance of innovating - and of executing flawlessly. She even quoted Charles Darwin, which I thought was particularly apropos: "It is not the strongest that survives, nor the most intelligent, but the one who is the most responsive to change."
- Madge was followed by Dr. Danny Sabbah, General Manager, IBM Tivoli, who talked about how the world (business, government, society) is facing an unparalleled rate of change. Companies need the velocity and agility to adapt quickly - and the basis of this will be producing honest data that is transformed by predictive analytics to produce smarter outcomes. And he reminded the crowd that IBM needs to move as fast as they do.
- Steve Mills, Senior VP and Group Executive Software & Systems, IBM, introduced the crowd - and the rest of the world - to the new era of Smarter Computing. He reminded us that IT operating costs is the core issue faced by clients around the world...and although there's significant increase on IT demands, IT budgets are flat. We need to fundamentally transform the economics of IT...and that is Smarter Computing. A couple of straight talk points: IT consolidation is pretty much a given. Get rid of excess IT Now. And he offered arguably the best quote of the morning: "People say stupid crap every day...you have to decide what to listen to."
- And finally, Dean Kamen, Innovator and Entrepreneur, wowed the crowd with his talk about innovation and FIRST (For Inspiration and Recognition of Technology). He described innovation as being failure, failure, failure...followed by surprise after surprise (mostly bad)...but every once in a while, you get a good surprise in there, too. I really enjoyed his story about Chuck and the DARPA prosthetic arm (got a little misty eyed, I must admit). And I was especially moved by his FIRST initiative and his absolute passion for turning science/math into a sport - making it something that you have passion for, that is aspirational, and that you want to participate in. Being a female and being a computer science major (and still often being the only female in a room of techies), that hit home with me. I was also proud to see my alma mater, Georgia Tech, was a sponsor of FIRST. Again, as he talked about the success of FIRST through the years, the eyes got a little teary.
Whew! What a great way to start! I encourage you to watch the Day One General Session in its entirety at your convenience - and to tune into the Day Two General Session tomorrow morning. My experience with Livestream is that that the technology was practically flawless (I only had one minor audio glitch when Dean Kamen was showing the Stephen Colbert video). Otherwise, the livestreaming went along perfectly. And it will well be worth your while to watch the whole session. It will get your mind thinking, and it will inspire you at the same time. Plus, it's like having a front-row seat!
New York reached 100 ºF yesterday and it is currently 91 ºF down here in Austin.
Which is why "inside" inside is the place to be.
And while you're inside, you might want to be sure to watch the newest on-demand webcast "IBM Service Management Jam- Long Term Evolution."
Here's the abstract on the webcast:
In this on-demand webcast, Simon McCormack, Tivoli Netcool Performance Manager and Technology Pack Product Manager, discussess different aspects of LTE and the work of IBM Tivoli in this field.