Irving Wladawsky-Berger

Reflections on Cloud Computing

Over the last year, I have become intrigued by the rise of cloud computing.  An increasing number of articles are being written on the subject, as a quick online search of the term will attest.  More and more companies are taking a serious look at cloud computing.

Last summer, IBM launched a study of cloud computing sponsored by the IBM Academy of Technology and led by our top experts in the area.  The study was very positive about the opportunities of cloud computing for the IT industry.  But it also highlighted the many challenges to be addressed in deploying cloud computing, especially in existing data centers.

So, what exactly are we talking about?

Lou Gerstner at MIT

Leadership was the overriding objective of the graduate seminar I taught at MIT last Fall, - Technology-based Business Transformation, - which I will be teaching again in the Fall of 2008.  I told the students at our first meeting that I hoped the course would help them develop or enhance their leadership skills, so they can better deal with the complex systems, complex markets and complex organizations they will likely encounter throughout their careers.

In the course, we used Lou Gerstner's book "Who Says Elephants Can't Dance", which all students read and we discussed extensively in class.  Given my professional relationship with Lou, with whom I worked closely in his nine years at IBM, I invited him to come lecture to the class. He accepted, but due to health problems we had to postpone his visit. 

Lou’s visit to MIT took place on March 12.  While my class was not in session this semester, we scheduled a breakfast meeting with all students in Systems and Design Management (SDM), the program that most of my students belong to, a public lecture as part of the Dean's Innovative Leader Series at the Sloan School of Management, and a few smaller meetings.   

SDM is an interdisciplinary program between the School of Engineering and the Sloan School of Management, whose graduates receive a master of science in engineering and management.  To kick off our discussion, I read a paragraph from Lou's book, which I had used in the section on organizational culture in the class:

"I came to see, in my time at IBM, that culture isn’t just one aspect of the game – it is the game.  In the end, an organization is nothing more than the collective capacity of its people to create value.  Vision, strategy, marketing, financial management – can set you on the right path and can carry you for a while.  But no enterprise – whether in business, government, education, health care, or any area of human endeavor - will succeed over the long haul if those elements aren't part of its DNA."

An Exciting New Challenge

At the beginning of March, I started to work with Citigroup as strategic advisor for innovation and technology.  This is a part-time position, which I will take on while continuing my current activities with IBM, MIT and Imperial College. 

When I retired from my full time position at IBM last May, my intent was to continue working pretty much full time, but instead of doing so at one company - as I had done for 37 years - I wanted to now do so by working closely with a few different institutions.  In particular, I wanted to split my formerly one-company job roughly three ways:  one third with IBM; one third with MIT and other universities; and one third doing something entirely different.  In addition, I wanted to continue my participation in various boards and committees.

The first two thirds of this equation has worked out very nicely since I started my post-retirement life in June, perhaps because they were essentially a continuation of activities I was already involved in.  The final piece of the puzzle took more time, but I believe it is now in place with my new relationship with Citigroup.

There are multiple reasons why working with Citigroup is appealing.  At the top is innovation, and in particular, how technologies are transforming whole businesses and industries.   This was, after all, the subject of my recent graduate seminar at MIT, which I will be offering again this coming Fall.

It is one thing to talk about how disruptive technologies are transforming an industry - it is another to be part of that industry, see it happen from the inside, and get personally involved in helping to formulate the proper strategies to take advantage of the disruptive transformations taking place all around us.  So, when the recently appointed CEO Vikram Pandit offered me the opportunity to come work at Citigroup - it did not take me long to accept.

Social Pheromones and X-Reality

The MIT Media Lab is launching a new research initiative - X-Reality.  Broadly speaking, X-Reality will focus on the integration between the virtual and real worlds at several levels.  The new initiative aims to bring together related Media Lab projects in this new area, to share their diverse viewpoints and research approaches, and hopefully accelerate progress.  A series of weekly seminars has been organized, and I was invited to speak to the group a few weeks ago.  Let me share some of my comments.

I have believed for a while that the killer apps for new interactive, immersive, visual interfaces will be virtual meetings, and distance learning.  Everything else being equal, physical meetings and classroom learning are much preferred over their virtual and distance counterparts.  But, as we well know, this is not always possible, or even desirable.  That is why telecommunications and networks have been among the most successful technologies in history - from the telegraph and telephone, to the Internet and mobile devices.

It is stating the obvious to point out that many meetings cannot possibly be held in person, especially when the participants are in geographically distant locations, and when different meetings in the same day involve different people in different locations.  Moreover, many workers consider it a godsend not to have to travel hours just to attend a short meeting that they can more efficiently handle electronically from their homes or offices. 

So, the real research question is not which are better, virtual or physical meetings, distance or classroom learning.  Rather, the key question is: what is the right balance of physical and virtual interactions needed to have really effective working meetings and learning experiences?  We all pretty much agree that even though you often have to work with people that you have never physically met, it is far better to work with people that you have met physically at least once, and even better, that you continue to interact with them physically from time to time.

Technology, Innovation and Social Action

A few months ago I received an e-mail inviting me to come talk to the Provost Council at St John's University.  St. John's "is one of America's leading Catholic universities – recognized for its superb academic programs, diverse student life, BIG EAST excitement and New York vitality."  The talk would be in their main campus in Queens, so it would be easy for me to drive there from my home.  Given that I like to visit and give talks in universities, I quickly accepted and we settled on a late February date.

They wanted me to talk on the applications of technology and innovation for social action -- in particular, how technology and innovation might be leveraged to eradicate poverty and to help those who do not have the basic needs of life.  St John's, they explained, was founded by the Vincentian Community in 1870.  The Vincentian Family is known for championing the needs of the poor.  They take their name and inspiration from St Vincent de Paul, a priest who lived during the 17th Century in France.  After learning of the hunger and the plight of the poor in the French countryside, he devoted himself to ministering to their needs.  He died in 1660 and was canonized in 1737. 

St. John's has launched a new initiative, the Vincentian Institute for Social Action (VISA).  They are reflecting on what it means to be a Vincentian institution in the 21st century.  They want to "become known worldwide for addressing issues or poverty and social justice."  They want to do so through "innovative teaching, research and service in a distinctively Vincentian approach, i.e., action and service with impact.”

As I have been repeatedly writing in this blog, I really believe that technology and innovation are now enabling us to address the most complex problems in science,  business and society.  What is more complex, - and more important, - than to consider how to best leverage technology and innovation to address the critical issues surrounding poverty and social justice?

So, I put together a talk on Social Action Innovation in the Knowledge Age.  After first discussing the new technologies and capabilities we now have at our disposal, I talked about their potential applications in four key areas that I have been writing about in this blog - lifelong learning, social business entrepreneurship, corporate social responsibility and soft power.  I will focus this blog on the first area – learning, - as I have recently posted entries on the other three and drew heavily on those entries in my St John’s talk.