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July 05, 2010


Chris Ward

A gripe I see increasingly is 'My .... does not work'. It can be anything from having dropped a laptop computer and broken its screen, to the machine on the desk being found to be running some unexpected software, and so on.

In the 'cloud' world, how do you keep up with a warranty responsibility ? How do you 'mend' what the individual has, so that they can be productive again ?

In one sense, you might do it by arranging for the item on the desk to be disposable; like an ink cartridge, when it stops working you buy another one to replace it, and keep on with what you were doing.

But that requires a significant shift from 'the way stuff works' at the moment. Certainly, domestic IT isn't like that, and much small business IT isn't like that either. Is that to be part of the "Age of the Cloud" ? Or is there another way ?


You are wisely stating that most people don't want to see hardware, software or applications. I think Cloud Computing is too much technology driven as an idea. What we need today is understanding the real implications on organizational culture. The real implications are embedded in the understanding of the changing nature of how we relate to each other.

I wrote recently about Cloud Company rather than Cloud Computing and made a video about some of these characteristics:

peter fingar

Hmm? "1. Information Over Process: Competitive advantage from information technology shifts toward customer experience, data analytics, and knowledge worker enablement; consequently, information management skills will rise in importance relative to business process design."-- The Corporate Executive Board, seems not to know what business process management "is." BPM is indeed all about "customer experience, data analytics, and knowledge worker enablement." Sure IM can give companies actionable information, but it's BPM that enables companies to "act" on that information. "Information Over Process" -is a problem of semantics, and BI and BAM and other forms of analytics are at the heart of the full BPM lifecycle. Perhaps The Executive Board only views back office recordkeeping processes, not front office processes where BPM centers on emergent activities such as adaptive case management and complex event processing.
(see http://www.masteringtheunpredictable.com)

Then check into the cultural aspects of the Cloud-Oriented companies where we will witness the "end of management as we know it" where command and control gives way to connect and collaborate, and we witness the rise of bioteams and human interaction management systems.

Then go on to learn about the transformation of what it means to be a business that's already occurred with the advent of Social Computing ...This is all about BPM in the Cloud ... not your father's "back office BPM."

Because the business and technology are fusing as one, the CIO is becoming the best positioned to be the next CEO, but it will be business leadership, and mastery of Cloud Services, Not Cloud Computing, that will set the next-gen CIO apart as companies are turned upside-down and outside in.

As described in the just released book Enterprise Cloud Computing, a discussion on Business Technology around applying technologies to new business requirements is easily grasped by a hard-pressed business manager. Accustomed to easy-to-use Consumer IT at home, business managers are becoming "accidental technologists." The leadership of an enterprise shouldn't turn a blind eye to this trend. The challenge for the enterprise is to integrate the two worlds of Consumer IT with Enterprise IT without creating chaos. To do that the expertise of IT staff is needed more than ever, but the role changes from being a back office sheriff to being a front office counselor, coach and mentor. see http://www.mkpress.com/ECC

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