“What do you think will happen when every home is connected to the internet via 100 or 1,000Mbps Ethernet or fiber?”
He goes on to give an answer that is yes, under the assumption that the 100Mbps is symmetrical.
“At some point in the not-so-distant future, then, we’re all going to be connected to the web at LAN-like speeds — 100 megabits per second up and down — and this, just like the advent of the telephone, will change the world as we know it. … ”
“Instead of your entire life being represented by a handful of bytes in amongst Facebook’s faceless sea, symmetric connections will enable the web to becomemetropolitan. Your presence on the web will be your home. ”
“The end result would be a truly decentralized internet that closely mimics human settlement and society. There will still be nodes on the internet where more people congregate — the bars, clubs, and McDonalds of the real world — but for the most part, a symmetric web would let people hang out and connect with the people they care about, and ignore everyone else.”
This is my definition of real cloud computing – something way beyond the standard view which is not much more than a new marketing twist on the old time-sharing data centers.
Although federal agencies have made tremendous progress in reversing a sustained decline in telework participation, the objective of creating a more productive, inclusive, sustainable, and resilient federal workforce remains a work in progress.
The U.S. Telework Enhancement Act of 2010 dramatically improved the odds of success by creating Telework Managing Officers (TMOs) responsible for telework policy development and implementation in every agency. The first cadre of TMOs faces an exciting-and daunting-opportunity to create lasting impact in their agencies. They should interpret their roles broadly, to include not only the promotion of traditional telework arrangements, but also the development of mobility strategies that contribute meaningfully to agency business objectives such as productivity, inclusion, resilience, and sustainability.
Doing so will require engaging agency leadership on a range of different topics to develop an integrated plan.
Mobility and cloud computing are colliding. So, what does this mean for the future of mobile devices? How soon will video-conference calls on our mobile devices become commonplace? How can service providers enhance their competitive position by delivering cloud and managed services?
While research has been conducted on mobile and cloud computing as separate trends, to date very little data has existed on the impact of mobility and cloud together. To understand this dynamic market better, Cisco IBSG surveyed more than 1,000 business users to understand their current and future needs with regard to the mobile cloud. Read More »
As you can see from some of the other posts here, at the request of the US Conference of Mayors, I’ve been focusing on an economic development strategy that will work in the future. As a result of that work, I’ve been presenting my ideas in many places and before many audiences, generally including mayors or other senior officials of local government.
Without going into the whole line of reasoning, I discuss the combined effects of (1) a future with ubiquitous high quality communications and (2) the shift of the labor force to providing ideas and other intangible services. One implication of these trends is the disaggregation of the monolithic big company that would concentrate jobs in a city and, as an alternative, the empowerment of fluid teams of individuals.
To drive the point home, I argue that the true measure of the economic success of a city is the sum (or the median?) of the income and wealth of its residents — and not the total sales of companies that might have a local postal address there. Read More »
Earlier this week, I participated in the Financial Services CIO Summit, which brought together CIOs and other senior technology business leaders from global as well as regional financial services institutions to share insights on the industry’s evolution. The dialogue was rich, compelling, and creative. The leaders grasp the challenges before them and see solution pathways that will help their banks capture new opportunities. So what was on their minds?
Four main forces are driving change in the banking industry: 1) rapid technology development that is providing a new business reality; 2) increasing customer demands that require banks to rethink how they have historically approached customers; 3) heightened competition, not just among financial institutions, but from companies outside their industry; and 4) burgeoning regulation that will require banks to track and store data disseminated to customers, including text messages, emails, and other interactive forms of digital information.
Overwhelmingly, the CIOs agreed that their challenges are not about technology per se; they have a plethora of technology choices. Instead, the main challenge is how to apply technology to maximize business benefits. The role of the CIO is no longer to serve primarily as a transactional technology guru. Management now expects CIOs to identify business problems and apply the right technologies to drive new business and serve customers better—while at the same time helping the bank become more productive and cost efficient.
One of CIOs’ biggest challenges is serving new customer segments with tailored approaches. Banks want to appeal to the younger generation of customers in a more differentiated and adaptive way. Gen Y consumers expect banks to use the web, social media, interactive games, and ubiquitous mobility in their customer interactions. CIO Summit attendees agreed that they need to create greater brand presence in social media circles to stimulate conversations with this key customer segment regarding home ownership, retirement savings, and other personal finance issues.
For high-net-worth clients, CIO Summit attendees pondered two “virtual expert” scenarios based on two-way high-definition video: (1) utilizing virtual advisers in wealth management branches to broaden availability of subject-matter expertise; and (2) home-based solutions that enable clients to reach their financial advisers when it is most convenient.
The CIO Summit offered a glimpse at several great opportunities. To capture them, I think CIOs should consider three steps: 1) conduct research and analysis to identify and prioritize strategic options; 2) define the appropriate business architecture (business strategy, people, processes, and organizational structure); and 3) create the technology architecture that enables successful implementation.
Financial services CIOs face some interesting battles. However, they now have the opportunity to become even more business-critical to their organizations than ever before.