Creating business agility convergence competitive 889 pdf

WEBFFIRS 08/20/2014 12:52:47 Page iv WEBFFIRS 08/20/2014 12:52:46 Page i Creating Business Agility HOW CONVERGENCE OF CLOUD, SOCIAL, MOBILE, VIDEO, AND BIG DATA ENABLES COMPETITIVE ADVANTAGE Rodney Heisterberg Alakh Verma WEBFFIRS 08/20/2014 12:52:47 Page ii Cover Design: C Wallace Cover Photograph: Sparkling Network Connection  iStockphoto/Jamie Farrant Copyright  2014 by Rodney Heisterberg and Alakh Verma All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-ondemand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Cataloging-in-Publication Data Heisterberg, Rodney J Creating business agility : how convergence of cloud, social, mobile, video, and big data enables competitive advantage / Rodney Heisterberg, Alakh Verma online resource Includes index Description based on print version record and CIP data provided by publisher; resource not viewed ISBN 978-1-118-72456-9 (hardback); ISBN 978-1-118-86931-4 (ebk); ISBN 978-1-118-86945-1 (ebk) Technological innovations–Management Information technology–Management Organizational effectiveness Strategic planning I Verma, Alakh, 1963- II Title HD45 004.68–dc23 2014018188 Printed in the United States of America 10 WEBFFIRS 08/20/2014 12:52:47 Page iii I humbly dedicate this book to my parents, without their blessings I could not have reached this stage; to my lovely wife, Kavita, who constantly motivated and supported me; and to my children, Akshay and Akshita, who always encouraged me in all my endeavors In addition, I also dedicate this book to my academic mentors and colleagues at Oracle who have helped and nurtured throughout its lifecycle of ideas to completion —Alakh Verma To Claire: my partner, my best friend, and my love of all the years Your patience and passion makes the world fun! —Rodney Heisterberg WEBFFIRS 08/20/2014 12:52:47 Page iv WEBFTOC 08/20/2014 13:15:57 Page v Contents Foreword: How to Survive in the Jungle Preface Chapter Chapter xi xv Bridging the Digital Divide Business Agility Concepts Digital Business Organization Business Ecosystem Strategic Concepts Stages of Business Ecosystem Coevolution Digital Business Stakeholders 10 Ecosystem Hub Concepts Ecosystem Hub Implementation Concepts 11 15 Ecosystem Hub Roadmap for Business Agility Readiness 17 Balanced Scorecard Delivering Business Value Change Management Imperatives 25 27 Customer-Centric Business Strategy Business Agility Alignment Issues 27 29 Business Agility Readiness Roadmap 29 Sonoma County Tourism Sneakaway Marketing Campaign Leverages Hybrid Cloud Deployment as Platform for Ecosystem Hub 31 References 32 Disruptive Innovation and Evolving Business Model 35 Disruptive Innovation Creates Business Dilemma 35 v WEBFTOC 08/20/2014 vi 13:15:57 Page vi Contents Disruptive Innovation Introduces New Paradigm Service-Oriented Architecture and Business Process Management Drive Systems of Engagement Chapter 36 36 CIO-CMO Alignment via Business Process Management and Balanced Scorecard Business Agility Readiness Transformation 43 49 Business Agility Circle of Influence What Is Multidimensional Scoring (MDS)? 49 50 Measuring Relationship in Systems of Engagement 51 Listening to Own Conscience: Fourth Dimension in Driving Agility 52 Video: New Disruptive Technology for Digital Content Travel Industry Disruption by Force Tornado 57 66 References 67 Hyperconnectivity Drives Innovation 69 Paradigm Shifts: Mainframes to Client-Server to Cloud Computing 72 Next Evolution: Large Data Center—Grid Computing—Cluster Computing Defining Cloud Computing 73 73 What Is Cloud Computing? Key Business Drivers for Cloud Services 74 80 Business Value Propositions for Cloud Computing 81 President Obama Election Campaign Leverages Cloud to Win 82 Concerns and Risk Assessment of Cloud Computing 83 Understanding Cloud Architecture Cloud-Based Solutions to Meet the IT Needs of Multiregional Branch Offices 85 87 Advantages of Cloud Computing-Based Solution 92 Design and Deployment Strategy for Cloud Services 95 WEBFTOC 08/20/2014 13:15:57 Page vii Contents Chapter vii Five Steps in Cloud Apps Deployment Obstacles and Opportunities for Cloud Computing 100 Driving Growth More Efficiently 104 Database Services on a Private Cloud Security Considerations in Private and Public Clouds 104 Virtual Machine Introspection Service-Level Agreement 109 110 Intellectual Property Rights References 111 111 Breaking the Barrier of Physical Infrastructure 113 Effective Use of Technologies 113 Reduce Cost to Your Advantage Amazon and eBay Business Models: Breaking the Barrier of Physical Infrastructure 114 Education: Going beyond Physical Boundaries Massive Open Online Courses: Breaking Physical Boundaries in Education Khan Academy: Making a Great Impact in Education Health Care Services Leveraging Outsourced Services Assembly: Outsourced by Apple in China Manufacturing Outsourcing: Levi Strauss & Co Travel and Hospitality Sectors: Breaking Physical Boundaries Software Development Leverages Global Resources AEC Industry Removes Barriers Converging Technology: Inside the Force Tornado for the Perfect Storm Transformation, Synergy, and Innovation through the Cloud References 98 106 116 120 121 123 124 124 125 125 126 127 128 128 138 WEBFTOC 08/20/2014 viii 13:15:58 Page viii Contents Chapter Power of Collaborative Management 139 Collaborate for Better Execution and Effective Decision Making 140 Use of Wiki in Enterprise-Wide Team Collaboration Central Desktop: Powerful Tool for Effective Team Collaboration Chapter Chapter 143 145 Mindjet (Spigit): Great Tool for Collaborative Ideation 147 Oracle WebCenter: Enterprise-Wide User Experience Tool 150 Oracle Social Network: Cloud-Based Enterprise-Class Collaborative System 153 CIO-CMO Collaborative Alignment 156 References 165 Mobility Drives Agility 167 Convergence of Consumer Electronics into Smart Devices Mobility Strengthens Ecosystemism 168 177 Location-Based Targeted Customer Outreach Mobile Development Framework 180 181 Next Generation of Applications Leverages Mobility Platform 183 Enterprise Mobility Platform Mobile Deployment Framework 184 184 Smart Devices Protection Is Important Mobotory: Business Agility Strategy in Action 186 189 Listening to the Voices 195 Social Media: A New Disruptive Revolution Mobility: Enable Agile Relationships 196 202 Customer Engagement: Key Business Challenge Personalization: A Key Tenet of User Engagement in Business 205 210 3GBINDEX 08/13/2014 17:46:36 Page cccxlix Index Database services on private cloud, 104–106 Data-driven marketing and big data, 208–210 Decision phase, 11 Decision process reengineering (RPR), 2, 281 Decision support system (DSS), 319–320 Dell’s direct sales, 55–56 Deming, W Edward, 131 Demographics, 132 Denial of service (DoS), 106–107 Desai, Kalpesh, 200–201 Design, 224–225 Destination development, 304 Destination marketing: industry trends, 301 organizations, 304–305 Destination Marketing Association International (DMAI), 300–301, 304 Destination marketing associations (DMOs), 298, 300–302, 304–311, 314, 316–318, 321–322, 324–325, 328, 331–332 Destruction, 109 Digit fingerprint, 130–131 Digital business: organizations, 3–4 stakeholders, 10–11 Digital divide: balanced scorecard delivering business value, 25–27 building agility concepts, 1–2 business agility alignment issues, 29 business agility readiness (BAR) road map, 29–31 business ecosystem strategic concepts, 4–7 change management imperatives, 27 customer-centric business strategy, 27–28 349 digital business organizations, 3–4 digital business stakeholders, 10–11 ecosystem hub concepts, 11–13 ecosystem hub implementation concepts, 15–17 ecosystem hub implementation concepts road map for BAR, 17–25 hybrid cloud as ecosystem hub platform, 31–32 stages of business ecosystem coevolution, 7–10 Digital media, 305–306, 309, 313, 319 Digital relevancy map creation, 83–87 Digital strategy, 39 Digital video: in marketing, 58–59 in media and entertainment, 59 DIMO challenges and opportunities, 305–306 Disruptive innovation: and business dilemma, 35–36 introduces new paradigm, 36 Disruptive innovation and business dilemma, 35–36 Disruptive innovation and evolving business model: and business dilemma, 35–36 CIO-CMO alignment via business process management, 43–49 inner conscience in driving agility, 52–57 new paradigm, 36 relationship measurement in systems of engagement, 51 service oriented architecture and business process, 36–43 travel industry disruption, 66–67 video as digital content technology, 57–58 3GBINDEX 08/13/2014 350 17:46:37 Page cccl Index Distributed denial of service (DDoS), 88, 106–107 Distributed virtual center (vVIC) concept, 311–314 incremental implementation, 314 modularity, 313 scalability, 313–314 DMO ecosystem, 308–309, 311 DMOs (destination marketing associations) See Destination marketing associations (DMOs) Domain naming systems (DNS), 106 Dynamic Host Configuration Protocol (DHCP), 106 Dynamic itinery services for travel life cycle management, 321–322 e-commerce (collaborative commerce), 299, 301, 313, 318 Economic denial of service (EDoS), 107 Ecosystem: of an expansion, pioneering on, 8–9 Ecosystem hub, 318 concepts, 11–13 implementation, 21–22 implementation concepts, 15–17 road map for BAR, 17–25 Ecosystem hub content management services, 314–316 Ecosystem hub implementation concepts road map for BAR: business agility gap analysis, 20–21 business agility readiness (BAR) assessment, 19–20 ecosystem hub implementation, 21–22 engagement value chain analysis, 21–22 strategic system of engagement architecture, 21–22 visioning via the strategic framework, 17–19 Ecosystem hub problem, 302–303 Ecosystem hub via simpleview platform, 322–324 Ecosystemism, 177–181, 280–281 See also Mobility strengthening ecosystemism Edelman, David, 292 Educate phase, 11–12 Education vs physical boundaries, 120–121 The 8th Habit (Covey, S.), 52 EIP (enterprise information portal), 13, 47, 314–315 Ellison, Larry, 52–53, 70–71 Email marketing, 172 Engage stage, 27–28 Engagement value, 106–107 Engagement value chain analysis, 21–22 Engagement value scale (EVS), 107–108 Enterprise data warehousing (EDW), 244 Enterprise information portal (EIP), 13, 47, 305–306 Enterprise mobility platform, 184–186 Enterprise Operating System (eOS), 190–193 abilities of, 190–191 accomplishments, 193 features and benefits, 191–192 keys to success, 193 modular architecture feature, 192–193 Enterprise resource planning (ERP), 42, 47, 73, 105, 232–233, 245 Enterprise-wide user experience tool, 150–153 3GBINDEX 08/13/2014 17:46:37 Page cccli Index eOS (Enterprise Operating System) See Enterprise Operating System (eOS) ERP (enterprise resource planning) See Enterprise resource planning (ERP) Essential characteristics, 75 Evaluation as success and results or ROI, 217 Evans, Bob, 70–71 Exact, transform, and load (ETL), 241, 244 Examples, patterns and trends, 287–288 Execute via balanced scorecard, 44–45 Execution, 216–217 Executive buy-in lack, 64–65 Executive insights, individuals: Cabrerizo, Javier, 232–234 Dash, Jnan, 239 Desai, Kalpesh, 199–201 Halleck, Ross, 221–228 Harbinder, Khera, 179, 250–251 Patel, Jeetu, 169–172 Sowa, Christowa, 207–210 Srivastava, Amit, 205–206, 288 Upadhyay, Shashi, 246–248 Vaidyanathaswamy, Ramasubramanian, 243–244 Zafar, Naeem, 173–177 Zim, Markus, 245 Executive insights, topics: big data and traditional data, 243, 245–246 big data on technology platforms, 250–251 change management and business agility for social media, 221–228 cloud computing, defined by NIST, 79–80 cloud computing-based solution advantages, 93–94 351 collective intelligence role, 232–234 convergence of consumer electronics into smart devices, 169–172, 174–177 customer engagement, 205–206 mobility strengthening ecosystemism, 179 social media’s disruptive revolution, 200–201 2020 foresight, 288–289 Expansion of an ecosystem, Experience analytics requirements, 110–117 Experiment and risk, 159–160 “Faster” (Hildebrand, C.), 275 Federated cloud, 91 Fischang, Ken, 300 FK Distribution (case story), 93–94, 124–126 Forbes, 71 Force Tornado, 299 convergence, 273–275 technologies, 66–67 Frank, Malcolm, 15 Friedman, Thomas L., 114 Future, Future Study (DMAI), 300 Gap realization, 229–237 Geolocation independence, 96–97 Get Bold (Carter, S.), 197 Glass Development Kit (GDK), 288 Goals, 216 Google, 313 Google Glass, 288 Growth driven efficiency, 104 Guerra, Peter, 189 Hadoop and big data problems, 251–252 Hadoop Distributed File System (HDFS), 251, 255 3GBINDEX 08/13/2014 352 17:46:38 Page ccclii Index Halleck, Ross, 221–228 Harbinder, Khera, 179, 250–251 Harvard Business Review, 14 Hazare, Anne, 197 HCM (human capital management), 49, 53 Health care services and outsources services, 124 Health Insurance Portability and Accountability Act (HIPAA), 101 Hedges, Michael, 182 Heuvel, Jill Vanden, 300 High definition (HD), 237, 274 High Performance Computing Cluster (HPCC) Systems, 252 Hildebrand, Carol, 275 HIPAA regulations, 101 History, 133 Home utilities cost saving, 290–291 Hornblower, Inc marketing technology applications: CIO-CMO collaborative alignment, 156–164 current state, 158 experiment and risk, 159–160 marketing and information technology aligning, 161–162 plan of action, 158–159 problem, 157 technology pulled together, 160–161 lessons learned, 163–164 Hospitality Sales and Marketing Association International (HSMAI), 297 HPCC (High Performance Computing Cluster) systems, 252 Human capital management (HCM), 49, 53 Human resources (HR), 115, 132, 215, 233, 281 Hybrid cloud, 31–32, 92 Hybrid cloud deployment as ecosystem hub platform, 325–329 Hyperconnectivity drives innovation, 69–72 cloud apps deployment steps, 98–99 cloud architecture understanding, 85–87 cloud computing concerns and risk adjustment, 83–84 cloud computing, obstacles and opportunities, 100–103 cloud computing-based solution advantages, 92–95 cloud services, strategy for, 95–98 cloud-based solution to meet IT needs, 87–92 database services on private cloud, 104–106 growth driven efficiency, 104 intellectual property rights, 111 key business drivers for cloud services, 74–80 next evolution, 73 Obama election and cloud to win, 82–83 paradigm shifts, 72–73 security considerations in private and public clouds, 108–109 virtual machine introspection, 109–110 ICT (information and communication technology), 80, 89, 114 Identifying: content to match, 87–88 digit goals driving market objectives, 103–104 market objectives, 102–103 processes for engaging, 206–207 processes to nurture customers, 161–167 strategic objectives, 101–102 3GBINDEX 08/13/2014 17:46:38 Page cccliii Index Identity and access management (IAM), 108, 187 Identity-as-a-service (IDaaS), 188–189 Impact and alignment measurement requirements, 106–110 Impact and effectiveness balancing, 111 Incremental implementation, 312, 314 In-database analytics, 257–258 Industrial internet: 2020 foresight, 285 interface innovation, 287 wireless electricity, 285–286 Industry comparison, 35–38 Information and communication technology (ICT), 80, 89, 114 Information security components, 106–107 Information Technology Infrastructure Library (ITIL)-based processes, 120 Information technology (IT) See IT Information technology revolution, 129–131 Information Week, 273 Infrastructure as a Service (IaaS), 71, 76 Initiate stage, 23–24 Inner conscience in driving agility, 52–57 Dell’s direct sales, 55–56 Oracle fusion applications, 53–54 The Innovators Dilemma (Christensen, C.), 35 Inside Higher Ed, 122 Inside the Tornado (Moore, Geoffrey), 12 Inspiration workshop, 230–237 Instant messaging (IM), 61, 129, 133, 151, 155, 206 Integrate applications and plans, 99 353 Intellectual property rights, 111 Intent, 85–86 Interface innovation, 287 International Data Corporation (IDC), 128, 237 Internet of Everything (IoE): about, 286–287 examples, patterns and trends, 287–288 Google Glass, 288 self-driving cars, 290 Internet of Things (IoT), 242, 281–284, 287–288, 293–294 Internet protocol (IP), 283 Internet service providers (ISPs), 100, 102 In-the-movement behavior, 130–132 Investing where needed, 15 IT: architecture, 41, 96, 130 consumerism, 131, 281–282 consumerization root, 131 departments, 81, 105, 134, 137, 259 devices, 89 environment, 119, 187 infrastructure, 76–78, 82, 91–92, 119, 130, 135, 189, 191, 249, 252 initiatives, 18, 24 innovation, 66 manager(s), 15, 61, 165 needs, 87, 92, 163, 281 in new world, 132–133 organization, 43, 49, 130, 132–134 personnel unreality, 131–132 professionals, 70, 137 risk, 90 services, 82, 89, 91–92, 104, 124 solutions, 45, 92, 103, 203 staff, 81, 104, 118, 161, 182 structure, 134, 235 systems, 31, 40, 186, 238 teams, 82, 126, 150, 161, 176, 274 technology, 134 3GBINDEX 08/13/2014 354 17:46:39 Page cccliv Index Jha, Pankaj, 93–94 Jobs, Steve, 52–53, 125, 165 Journey towards customer experiences, 238 Kadin, Paul, 162 Key business drivers for cloud services, 74–82 Key characteristics on Big Data, 235–236 Key initiatives, 9–14 Key performance indicators (KPIs), 23–29, 45, 47–48, 164, 185, 196, 231 Key privacy concerns, 108 Keys to success, 193 Khan, Sal, 123–124 Khan Academy, 123–124 Khera, Harbinder, 78, 179, 250–251 Kim, Joshua, 122 Kleyhans, Steve, 280 KM See Knowledge management (KM) Know your customer (KYC), 38 Knowledge ecosystems cultivation, 261–275 Knowledge leveraging: about, 269–270 ORACLE TEAM USA adaptive decision making, 275–277 research time reduction, 270 resolution accuracy increase, 270–271 service thought creation, 271 service volumes management increasement, 271 Knowledge management discipline and technologies, 263–272 Knowledge management (KM), 16, 26, 44–47, 152, 186, 250, 261–265, 268–271 Knowledge process outsourcing (KPO), 124 Komar, Steven L., 189 KPIs (key performance indicators) See Key performance indicators (KPIs) Kubo, Jon, 172 Kumaraswamy, Subra, 101 Lack of control in the cloud, 107–108 auditing, monitoring, and risk management, 109 destruction, 109 identity and access management, 108 key privacy concerns, 108 privacy breaches, 109 retention, 108 storage, 108 Lack of resources, 63 Lack of ROI understanding, 62 Lack of strategic direction, 63 Lane, Dean, 128 Latif, Shahed, 101 Leadership and Strategy in the Age of Business Ecosystems (Moore, James F.), Levis Straus outsourcing manufacturing, 125 Lewin, Tamar, 122 Lifetime customers, 29–30, 214–218 Listening to the voices, 222–228 about, 195–196 change management and business agility for social media, 214–221 personalization, 210–213 sentiment analytics, 213–214 social media’s disruptive revolution, 196–201 Littlefield, Lauren, 50 Location-based targeted customer outreach: mobile development framework, 181 3GBINDEX 08/13/2014 17:46:39 Page ccclv Index mobility and crowdsourcing, 180 mobility and health care services, 180–181 Los Angeles Times, 201 M&E (media and entertainment companies), 54, 59–62, 99 MacAfee, Andrew, 142 MAM (mobile applications management), 167, 184 Managed interface, 95–96 Manager user access challenges, 99 Mapping to customers, 30 Market maturity barrier, 34–35 Marketers, advising and supporting, 304 Marketing, 70–73 approach for lifelong customers, 205–206 under attack, 70–75 automation, 41–42 content, 89 and forecasting recommendation to optimize, 212–213 impact and effectiveness, 110–115 improvement steps, 55–62 and information technology aligning, 161–162 level improvement, 89 level moving, 120, 150–151 success barriers, 16–17 taxonomy establishment, 142–146 Marketing optimization matrix (MOM), 115–117 Massive open online courses (MOOCs), 122, 176 Mather, Tim, 101 Maturity and how to break through, 62–65 Maturity prevention, 54–55 McGregor, Jim, 169 McLuhan, Marshall, 355 MDM (mobile devices management), 167, 184 Measure via business monitoring, 45 Media and entertainment companies (M&E), 54, 59–62, 99 The Medium is the Message (McLuhan, M.), Memory analytics, 259–260 Message integrity, 304 Metrics, 9–10 Mobile applications management (MAM), 167, 184 Mobile content management system (mCMS), 182 Mobile development framework, 181–182 Mobile device management (MDM), 167, 184 Mobile devices, 39–40 Mobile infrastructure needed, 175 Mobile technology adapting in enterprise, 176–177 Mobile transforming work flow, 175 Mobility: and crowdsourcing, 180 empowers the workforce, 177 enabling agile relationships, 202–205 and health care services, 180–181 implemented across the enterprise, 182 Mobility drives agility, 167–193 about, 167–168 convergence of consumer electronics into smart devices, 168–177 Mobility strengthening ecosystemism: business agility strategy in action, 189–190 3GBINDEX 08/13/2014 356 17:46:40 Page ccclvi Index Mobility strengthening ecosystemism (Continued) communication and customer interaction mode, 179 enterprise mobility platform, 184–186 executive insights, 179 location-based targeted customer outreach, 180–181 mobility empowers the workforce, 177 next generation of applications mobility program, 183 sales team enabling, 178 service team to get proactive, 178 smart devices protection importance, 186–189 Model, 19–20, 30–32 Model phases, 20–22 Model via dynamic simulation, 46–47 Modular architecture feature, 192–193 Modularity, 312–313 MOOCs (massive open online courses), 122, 176 Moore, Geoffrey, 12, 15, 37, 44, 49 Moore, James F., 4, Moving to higher level, 168–172, 193–194 Moving from unknown to known, 135–136 Moving from known to customer, 136–139 Moving from customer to advocate, 139–141 Multidimensional scoring (MDS), 50–51 Multivariate tests/testing, 142 National Australia Bank and cloudbased service, 90 Natural language processing (NLP), 214 Nelson, Fritz, 273 Netflix’s business models, 63–65 Network, 318 New ways to work, 176 New York Times, 121–122, 125, 214, 240 Next evolution, 73 Next generation of applications mobility program, 183 Non-Hadoop big data problems, 252–254 NoSQL (not only SQL), 235, 252–253, 256–257 Notable interactions, 217–221 Novel part of the state, 319 Nurture process identification, 169–170 Nurture stage, 27–28 Nurturing approach, 160–161 Obama, Barack, 125, 196–197 Obama election and cloud to win, 82–83 Objectives, 69–70, 86–87, 93, 124, 155, 178–179, 201 Oilstop and big data for driving: about, 221–222 challenges and opportunities, 223–224 design, 224–225 Halleck, Ross, 221–228 Oilstop business strategy, 222–223 social graph, 224–225 solution, 224 tactical game plan, 223 On-demand elasticity, 98 Online transaction processing (OLTP), 253 Onshore analytics, 276 On-site behavior, 130–132 Open online courses vs physical boundaries, 121–123 Operational expenditure (opex), 86–87 3GBINDEX 08/13/2014 17:46:40 Page ccclvii Index Optimize stage, 26–27, 152 Oracle advanced support and mission critical environments, 119–120 Oracle and big data challenges, 254 Oracle Big Data appliance, 254–256 Oracle event processing (OEP), 244 Oracle fusion applications, 53–54 Oracle Loader for Hadoop (OLH), 258 Oracle Magazine, 275 Oracle Social Network (OSN), 153–155, 186, 197 ORACLE TEAM USA adaptive decision making: about, 275–276 database management, 276–277 onshore analytics, 276 Race Cutter, 276 real-time analytics, 276 Oracle Webcenter, 150–153 Organization, 203–204 benefits, 96–97 change, 56–62 investing, 46–48 value, 23–29 Organizational barriers, 192–193 Organizational buy-in, 13–14 Original equipment manufacturer (OEM), 93 OSN (Oracle Social Network), 153–155, 186, 197 Outcomes, 59 Over the top (OTT) devices, 59 Overlapping use cases, 60–63, 65–66 PaaS (platform as a service) See Platform as a service (PaaS) Paradigm shifts, 72–73 Partner Extranet services, 297, 301, 323 Parviz, Babak, 291–292 Passoker online betting optimization, 256–257 357 Patel, Jeetu, 169–172 Payment Card Industry/Data Security Standards (PCI/ DSS), 38 People, 16, 45, 151, 214 People, process, and technology, 150–151 People barriers, 191–192 Personal information, 132 Personalization, 210–213 Personalization relevance, 41 Personally identifiable information (PII), 108 Personas, 76–77 Persuasive content need, 87 Physical infrastructure barrier: Amazon business model, 116–117 eBay business model, 117–118 Oracle advanced support and mission critical environments, 119–120 virtual support vs physical boundaries, 118–119 Physical infrastructure barrier broken: AEC industry minus barriers, 127–128 assembly of Apple in China, 124–125 cloud and transformation to innovation, 128–137 cost reduction advantage, 114–116 health care services and outsources services, 124 Khan Academy, 123–124 Levis Straus outsourcing manufacturing, 125 open online courses vs physical boundaries, 121–123 physical infrastructure barrier, 116–120 software development globally, 126–127 technology convergence, 128 technology use, 113–114 3GBINDEX 08/13/2014 358 17:46:41 Page ccclviii Index QoS (quality of service), 105, 185 Quality Care TM (case study), 155–157 Quality of service (QoS), 105, 185 Quick win approach, 150 Relational database management systems (RDBMSs), 252 Relationship measurement in systems of engagement, 51 Relevance, 301 Relevance and customer control, Renewal or death, 10 Request for proposal (RFP), 141, 224 Requirements, 97–106, 127–148, 160–167 Requirements for customers stage, 204–212 Requirements for engage stage, 183–187 Research and development (R&D), 11, 170, 287 Research time reduction, 270 Resolution accuracy increase, 270–271 Retention, 108 Return on investment (ROI), 50, 160, 176, 223, 225–226, 1015 RFP (request for proposal), 141, 224 Rich Site Summary/Really Simple Syndication (RSS), 114, 142, 145–146, 150, 203, 306 ROI (return on investment) See Return on investment (ROI) RSS (Rich Site Summary/Really Simple Syndication) See Rich Site Summary/Really Simple Syndication (RSS) Race Cutter, 276 Radiate stage, 24–25 Radio frequency identification (RFID) devices, 238 Random-access memory (RAM), 259 Real Time: Preparing for the Age of the Never Satisfied Customer (McKenna, R.), 14 Real-time analytics, 276 SaaS (software as a service) See Software as a service (SaaS) Sacks, Daniel, 198 Sahai, Avanish, 79–80 Sales alignment, 118 Sales team enabling, 178 Sarbanes-Oxley Act, 101 Savvis deploys PaaS, 78 Scalability, 312–314 Schlough, Bill, 273–274 Pioneering on ecosystem, 8–9 Plan of action, 158–159 Platform as a service (PaaS), 43, 53, 71, 76–78, 83, 90, 104, 107, 111, 279 Porter, Michael, 39, 93 Position comparison, 50–51 Predictive analytics, 42–43, 258–259 Preferences, 132 Privacy breaches, 109 Private cloud, 89–90 Private community services, 316 Problem(s): destination marketing industry trends, 301 ecosystem hub problem, 302–303 strategic challenges, 157 strategic conclusions, 301–302 travel industry disruption, 300–301 Process, 16, 46, 50–51, 151, 215–216 Profile data, 132 Proof of concept (PoC), 243 Propriety member services, 318 Provisioning with identity manager, 99 Psychographics, 132 Public cloud, 91–92 Public portal services, 316 Public safety, 244 3GBINDEX 08/13/2014 17:46:41 Page ccclix Index Schunter, Matthias, 110 SCM (supply chain management) See Supply chain management (SCM) SCT (Sonoma County Tourism) See Sonoma County Tourism (SCT) Security considerations in private and public clouds, 108–109 data security and storage, 107 information security components, 106–107 lack of control in the cloud, 107–108 Segmented Email campaigns, 40 Self Power (Chopra, D.), 52 Self-driving cars, 290 Selling Sonoma County Wine Country, 297, 299, 331 Sentiment analytics, 213–214 Service models, 76–77 Service oriented architecture and business process, 36–43 Service team to get proactive, 178 Service through creation, 271 Service volumes management increasement, 271 Service-level agreements (SLAs), 38, 45–47, 102, 110, 185, 245 Service-oriented architecture (SOA), 13, 24, 36, 41, 245, 302 Share phase, 12 Shared services, 105–106 Short message service (SMS), 152, 192 Silos technology barrier, 63–64 Simpleview Social CM Partner Extranet, 301 Sitecore Marketing Optimization Matrix (MOM), 111–117 Situation, 59, 132 359 Six layers of customer engagement, 198–200 Skype, 118, 146, 180 SLAs See Service-level agreements (SLAs) SLATES, 142 Small and medium-sized businesses (SMB), 60, 81 Smart devices protection importance, 186–189 Smart electric meters, 241 SMB (medium-sized businesses), 60, 81 SMS (short message service), 152, 192 SOA (service-oriented architecture), 13, 24, 36, 41, 245 Social graph, 224–225 Social media’s disruptive revolution: about, 196–198 customer engagement, 205–210 executive insights, 200–201 mobility enabling agile relationships, 202–205 six layers of customer engagement, 198–200 SOE See System of engagement (SOE) Software as a service (SaaS), 13–14, 57, 62, 71–72, 74, 76–77, 88, 100, 102, 107, 111, 115, 134, 146–147, 158–160, 187, 281, 303 Software development globally, 126–127 Solutions: business agility creation, 310–324 distributed virtual center (vVIC) concept, 311–314 dynamic itinerary services for travel life cycle management, 321–322 ecosystem hub content management services, 314–316 3GBINDEX 08/13/2014 360 17:46:41 Page ccclx Index Solutions (Continued ) ecosystem hub via simpleview platform, 322 of social media, 224 virtual visitor information center solution, 314 visitor information center as differentiator, 310 vVIC architecture as ecosystem hub, 316–321 Sonoma County Tourism (SCT), 297–300, 305, 308–309, 312–313, 323–326, 328–329 Sonoma County Tourist Sneakaway Marketing See Business agility creation Sonoma Sneakaway, 297–299, 324, 326, 328, 331–332 SoRs See Systems of records (SORs) Source independence, 97 Sowa, Christopher, 207–210 Srivastava, Amit, 205–207, 288 Srivastava, Devesh, 288 Stages of business ecosystem coevolution, 7–10 authority in an established ecosystem, 9–10 expansion of an ecosystem, pioneering on ecosystem, 8–9 renewal or death, 10 Steps to take, 48–52 Stevenson, Jon, 189 Stoica, Ion, 260 Storage, 108 Strategic conclusions, 301–302 Strategic conversation, 324 Strategic objectives, 98–99 Strategic perspective, 304 Strategic system of engagement architecture, 21–22 Strategic themes, 99–101 Strategy and tactics, 216 Success: and arrival, 120–121 identification, 89–90 measurement, 38–39 requirements, 19 Supply chain management (SCM), 18, 22, 26, 47, 49, 53, 115, 232–233 System of engagement (SOE), 18, 21, 30, 43, 70, 189, 298–299, 329–330 Systems of records (SORs), 49–50, 151–152, 178, 188–189, 297, 314, 329–330 Tactical game plan, 223 Tactics, 24–30 Target, 240–241 Technologies, 16–17, 216–218 Technology, 43–45, 151 barriers, 192 convergence, 128 needs identification, 170–171 pulled together, 160–161 Tesla, Nikola, 285 Testing to optimize experience, 141–142 Time expectations, 151, 172–173, 194, 218 Tools, platforms, and applications, 249–250 Top-line recommendation, 237 Total cost of ownership (TCO), 81, 86 Touch points, 86 Touch points personalized, 210–212 Tourism industry, 300, 306 Transmission Control/Internet Protocol (TCP/IP), 248 Travel industry, 297–298, 300, 306, 316–317, 321, 325, 328 Travel industry disruption, 66–67, 300–301 Travel life cycle management scenarios, 306–310 decisions, 309–310 3GBINDEX 08/13/2014 17:46:42 Page ccclxi Index Trust as currency, 3–7 Trust step, Turissini, Daniel, 189 TV Everywhere (TVE), 59 2020 foresight: about, 279–280 bionic contact lenses, 291–292 customer-centric business expectations, 292–295 ecosystemism, 280–281 executive insights, 288–289 home utilities cost saving, 290–291 industrial internet, 285 information technology (IT) consumerism, 281–282 Internet of Everything (IoE), 286–290 Internet of Things (IoT), 282–284 UGC (user-generated content), 306–307, 309, 318 Undercover approach, 238 Unhelkar, Bhuvan, 172 “United Breaks Guitars” (Carroll, Dave), 197 Upadhyay, Shashi, 246–248 U.S Patriot Act, 83 USA Today, 214 Use phase, 12 User scenarios, 133–141 User-generated content (UGC), 306–307, 309, 318 Vaidyanathaswamy, Ramasubramanian, 243–244 Value, 236 Value chain, 21–22, 298–299, 302–303, 311, 314–315, 320, 324, 332 Value proposition, 301 Variety, 236 VEI (virtual enterprise integration) See Virtual enterprise integration (VEI) 361 Velocity, 235–236 VEM See Visitor experience management (VEM) Vertical industry applications libraries, 320 Video as digital content technology, 57–58 digital video in marketing, 58–59 digital video in media and entertainment, 59 Netflix’s business models, 63–65 overlapping use cases, 60–63, 65–66 Video on demand (VOD), 308–310, 324 Virtual enterprise integration (VEI), 5–6, 11, 17–18, 21–22, 46, 49, 65 Virtual machine introspection, 109–110 Virtual machine (VM), 72, 75, 85, 98, 102, 109–110 Virtual private network (VPN), 89, 106, 133 Virtual support vs physical boundaries, 118–119 Virtual visitor information center solution, 314 Virtual Visitor Information Center (vVIC), 11, 31–32, 298–299, 305–314, 316–317, 321–326, 331–332 Virtualism and cloud development, 85 Virtualism and server consolidation, 86–87 Virtualization platforms, 87 Visibility, 301, 304 Visioning via the strategic framework, 17–19 Visitor, 304 total experience, 304 Visitor experience management (VEM), 307, 322, 331 3GBINDEX 08/13/2014 362 17:46:43 Page ccclxii Index Visitor information center as differentiator, 310 Visitorsegmentationcreation, 78–79 Visitor-centric strategy, 304 VLAN, 106 VM (virtual machine) See Virtual machine (VM) VOD (video on demand), 308–310, 324 Voice over Internet protocol (VoIP), 115, 118–119, 274 Volume, 235 VPN (virtual private network), 89, 106, 133 vVIC See Virtual Visitor Information Center (vVIC) Web 2.0, 302, 306–307, 316, 319–320, 324 Web content management (WCM), 206–208 “Why Every University Does Not Need a MOOC” (Kim, J.), 122 Wiki use in enterprise-wide collaboration, 143–144 Wireless electricity, 285–286 The World Is Flat (Friedman, T.), 114 Zafar, Naeem, 173–174 mobile infrastructure needed, 175 mobile technology adapting in enterprise, 176–177 mobile transforming work flow, 175 new ways to work, 176 Zaharia, Matei, 260 Zahner, Tim, 300 Zim, Markus, 245 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley's ebook EULA ... for Business Agility Readiness 17 Balanced Scorecard Delivering Business Value Change Management Imperatives 25 27 Customer-Centric Business Strategy Business Agility Alignment Issues 27 29 Business. .. needed to enable a sustainable competitive advantage 3GC01 08/20/2014 8:30:33 Page Creating Business Agility The recognition of the business value of business agility is not new It was articulated... relationships via Business for Businesses supplying Businesses delivering to Consumers (B4B2B2C) Figure 1.2 Business Ecosystem 3GC01 08/20/2014 8:30:33 Page Creating Business Agility ecosystems,