Forrester says perpetually connected customers demand Service @ Speed


The Forrester Forum event was held in Washington DC earlier this week and Forrester Research Chairman and CEO George Colony delivered the opening presentation on “The Business Demands Of The Perpetually Connected”.

So what is the Forrester Point of View?

Mobile Mind Shift

Josh Bernoff is senior vice president, idea development at Forrester Research and is responsible for identifying, developing, and promoting some of the company’s most influential and forward-looking ideas. Josh is the coauthor of the Business Week best-selling book Groundswell: Winning in a World Transformed by Social Technologies, a comprehensive analysis of corporate strategy for dealing with social technologies.

“adaptors, immersers and perpetuals form the top twenty two percent of consumers. These consumers typically young well-educated they have relatively high incomes and they spend the most money online”

Meet The Perpetually Connected Customer

How will the perpetually connected customer affect your competitive strategy?

What is the new role of technology is in our perpetually connected world?

“It is a change from looking for things to having those things made available to you whenever you want”

“it will accelerate every interaction and it will transform every relationship”

Serving The Perpetually Connected Customer

“Melissa Parris is a research director and principal analyst serving Marketing Leadership Professionals. As Forrester’s leading authority on mobile marketing, she has defined the stages of mobile marketing evolution, the best objectives for mobile marketing, and the always addressable customer”.

“what is interesting is that there are some specific circumstances where perpetually connected customers are willing to give you information about themselves so they tell us that they will reveal personal information to you in exchange for things like faster and better customer service

the perpetually connected customer really expect higher quality faster service they value experiences that save them time hassle and money

you really have no choice uh… this is your new mission you need to shorten the distance between what more perpetually connected customers want and what they get and you do this through utility based experiences”



Melissa Parris

Devices are proliferating, and we’ve all seen the data to prove it: More than half of US consumers now own smartphones, and nearly 20% own a tablet. And it’s not just device ownership that’s increasing. As we’ve been talking about for the past year, people are now connected to each other, to places, to things, and to brands more often and from more locations than ever before.

Increasingly, going online isn’t something we do. It’s something we are. Instant access to information and services isn’t just convenient — it’s how we live our lives. And it’s changing our desires, our needs, our demands, and our expectations. It’s changing how we experience the world.

As more and more of us become perpetually connected and the level of our connectedness deepens, these changes will come more rapidly and be more transformational so that soon people will:

  • Expect personal information of all kinds — financial accounts, health records, our kids’ school transcripts and extra-curricular activities, salon appointments, frequent-flier status, etc. — to be accessible from any device, in a specific device-friendly way, and in some cases to find us before we go looking for it.
  • Want objects and products to cooperatively predict what we’ll need, learn our preferences, and make us an offer to fulfill that need as quickly and cost-effectively as possible.
  • Lose the ability to manage our own calendars and agendas as we’re reminded, notified, alerted, and otherwise kept on track with anything that has deadlines whether they’re self-imposed or set by others.
  • Get lazy about keeping others up-to-date about our own changing circumstances as applications work together to anticipate and notice changes in our lives, schedules, and habits and spread the word and fix discrepancies without our having to ask or act.
  • Become increasingly impatient with longer lines, wait times, and delays as instant digital delivery of products and services become the norm.
  • Be constantly connected to those we care about through digital mechanisms that feel increasingly real, both emotionally and physically.

Make no mistake: This is not a shift that will affect a single budget, process, or department in your company. Failure to adapt to these new market conditions will result in a drop of profits at best and, at worst, will make your company irrelevant, erode your customer base, and ultimately force you to close your doors for good. Businesses that want to be successful in the world created by the perpetually connected will have to:

  • Overhaul their technology — all of it. From consumer-facing digital products, services, and enhancement or support for existing products to the technology all employees are equipped with to in-store technology to the sales process and delivery chain, technology will be the way to keep the business humming at the speed expected in the perpetually-connected world.
  • Hire people across the company who understand how digital interactivity affects their business role.
  • Evolve internal processes to incorporate new talent and technology in the most effective and efficient ways possible.
  • Restructure departments to implement these new processes in the smartest ways.
  • Rethink how and what they forecast, measure, and budget for.
  • Retrain their employees not just on these new processes and how to use the technology at their disposal but also on the speed and kind of service the new customer demands, whether that service is being delivered digitally, on the phone, or in person.

WDGLL specs

The requirements of the perpetually connected customers and their increasing service expectations reflect the new normal for any form of service provider who must deliver Service @ Speed

Leading IT Service Management thinkers have adopted terms like Outside In and itsmgoodness however Service @ Speed may become the new call to action for our industry.

Service providers will need to figure out how they become not optional in this new paradigm.

You can bet the bank that Service @ Speed will require more than just applying a go fast decal to your Ford.

Becoming Essential After the Mobile Mind Shift


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Navigating the Digital Storm @ TMF Forum expo


TM Forum, the global industry association with over 900 member companies from across the digital services ecosystem, is focused on removing roadblocks to delivering and operating all types of digital services, and supporting a vibrant open digital economy.

TM Forum announced that its newly formed Open Digital Steering Group has now expanded to include 11 of the world’s largest service and solution providers, including Accenture, China Mobile Communications Corp., France Telecom-Orange, Huawei, IBM, Microsoft Corp., Oracle, Telecom Italia, Telefónica Digital, Telstra and Vodafone.

In London, TM Forum brought the group’s members and other industry leaders together for a rapid collaboration-style ‘Hot House’ meeting where 35 participants from more than 20 companies took part in intensive collaboration to solve some of the most pressing industry challenges related specifically to digital services delivery.

Over two days, the group set in motion plans to deliver early versions of the following tools in time for TM Forum’s flagship conference and expo, Management World 2013 in Nice, France:

  • A digital services reference architecture to enable the standardized design of the critical architectural elements for the enablement of digital services
  • Outlines of critical Application Programming Interfaces (APIs) needed for the end to end management of key capabilities, such as identity, payment, balance checking, charging and billing and more
  • Definitions of B2B2X business models and their impact on service provider IT and operations to facilitate building rapid partnerships in the digital ecosystem, both for communications and other types of digital service providers such as cloud, content and information providers

Nik Willetts, TM Forum Chief Strategy Officer

“A lot of innovation is happening in the East”

“As growth of the digital economy continue to accelerate, the Forum’s Digital Services Initiative is putting a stake in the ground to solve the challenges of a vibrant, open digital ecosystem, and giving our members the tools to thrive in the digital world,” said Nik Willetts, chief strategy officer, TM Forum. “Based on the success of recent meetings, we plan to introduce a wide range of agile collaborative formats throughout the Forum’s R&D program to create a fast-paced development environment that can keep pace with the world’s largest digital services companies.”


TM Forum’s Digital Services Initiative focuses on overcoming the end-to-end management challenges of complex digital services, enabling an open, vibrant digital economy.

There are five core principles of the Initiative:

OPEN – Enable a vibrant open digital services ecosystem

The Forum’s Digital Services Initiative aims to accelerate the transparency, efficiency and agility needed to enable the next wave of enterprise-grade digital services.

With global presence, the Initiative will bring together the world’s largest enterprises, digital service providers and suppliers from multiple industries, to overcome the common end-to-end business and service management challenges of enterprise-class digital services.

Enabling an open ecosystem, the Initiative will provide a safe-harbour for collaboration among prospective partners, overcoming common challenges while protecting competitive differentiation

INFORM – Provide market intelligence and insight

Clear, concise and impartial information is critical to a successful digital services strategy. That’s why we offer our members a comprehensive set of research, analysis, news and informed opinion to help you keep track of the market.

Insights Research Reports

A series of research reports focused on emerging enterprise digital services market and examining the associated service management challenges and emerging issues. See the latest Insights reports.

Digital Life

Launching in December 2012, Digital Life is a new annual publication that puts the digital services market under the microscope. Featuring primary research with leading service providers around the world, Digital Life combines industry research with expert analysis. Click here if you’d like to be informed when Digital Life is released.

Digital Services Channel

In a world of information overload, the Digital Services Channel offers all the news, analysis and independent opinion you need to keep track of the digital services market. Click here to visit and subscribe today.

INNOVATE – Support rapid and successful innovation.

The Forum has a long history of providing the ecosystem for enterprises, service providers and suppliers to develop, and bring creative and innovative solutions to market.

The Digital world requires a new level of disruptive thinking, and that’s why we’ve launched a series of new programs designed to bring innovative ideas to life.

Innovation Accelerator

This program is designed to bring together small innovative companies, innovation labs, investors and customers to showcase innovation. The program helps disruptive thinkers get to market faster, partner effectively, find customers and build a lasting brand. Learn more

Digital Services Catalysts

Digital Services Catalysts address critical common challenges standing in the way of a vibrant, open digital economy. Many of the Catalysts at our forthcoming Management World conference focus on the opportunities in the digital services economy. Learn more

ACCELERATE – Enable efficient and effective Service Delivery

Building on TM Forum’s considerable assets and experience in complex service management, we’re developing tools and best practices to help our members overcome management challenges associated with delivering enterprise-class digital services.

Multi-Cloud Management

The first set of guidelines and tools will help business managers and developers overcome the challenge of monitoring and managing service quality for enterprise grade digital services delivered in a multi-cloud environment. Learn more

OPTIMIZE – Automate and optimize with tools and best practices

Finally, we focus on driving optimization and efficiency of digital services as they scale both within your own business and at points of touch with your partners. As value chains mature and become more competitive, the ability to automate and deliver services and maintain a healthy margin becomes key to future growth.

Montgomery “Monte” Hong

Extract from his TMF Perspectives 2013 yearbook article


Game changing technologies will unlock potential growth in communications

“It is the framework which changes with each new technology and not just the picture within the frame,” said Marshall McLuhan, a Canadian philosopher of communication theory.

For the communications industry, in particular, the environment has certainly evolved and will continue to do so. Few could predict that communications service providers would contend with a global economic crisis, only to face new opportunities and challenges that transcend the more obvious ones, such as mobility.

Today’s technology trends are hitting at the core of service providers’ ability to recognize and quickly address opportunities, and drive growth generated by some of the most promising trends.

Several challenges communications service providers faced last year are enduring into 2013. For example, average revenue per user will continue to decline and non-traditional competitors to rise.

Inexpensive or free text messaging, low-cost voice, data and media bundles, and the proliferation of all sorts of devices – from phones, to gaming consoles, to health monitors – will continue to tax network capacity and its management. New research1 found that more than half the people who aren’t using the mobile Internet now are thinking of doing so in the near future.

Simultaneously, providers’ enterprise customers are still shifting voice traffic onto data networks, and adopting fixed mobile convergence technologies to create a seamless mobile experience.

There are some key, ‘game-changing’ technology trends that will affect the communications industry over the next three to four years. As a result, providers should:

Keep an eye on context- based services. Imagine a scenario where a provider identifies roaming subscribers and offers them special promotions on travel, accommodation and other helpful services in the city where they’ve just arrived.

To be players in this arena, providers should gather and use specific contextual information – shopping environment, location, social context, usage patterns and shopping preferences – and embrace new sources such as geographical location, time of day and information from social platforms, while balancing convenience with privacy laws and customers’ privacy expectations.

Embrace and manage big data. As customers interact via voice, email, instant messaging and social platforms, and new devices proliferate, data demands continue to grow.

Providers have started to harmonize network operations across technology and service functions. For example, for ‘quadruple play’, customers with voice, video, media and data services, the rating portion of the billing application needs different rules to combine different data types to properly bill subscribers.

Kenya’s Safaricom’s mobile banking operation, M-PESA, integrates services such as remote money transfer, cash deposits and withdrawals and billing services for utilities. Clearly, ‘industrialized’ data management will be required, and data governance teams will be needed to sort out the data sprawl, create new architectures, data policies, interfaces, validation, and management.

The problem is not the absence of enough data, but the absence of the right data, and how quickly it can be utilized to make real-time decisions that can impact infrastructure investments, service management, network policies and premium offerings”.

WDGLL specs

The TM Forum industry association is the exemplar of collaboration between peers who come together physically at one of the six Management World events across the globe to fix real business problems. It is a not for profit organisation so these events are not vendor led as in the typical expo.  

How is this different? well this ethos is brought to life through a series of initiatives such as described below:

“Rapid Technology Innovation Catalyst Projects Demonstrated at Management World

TM Forum’s Catalysts feature service providers and other end users as project “champions” — guiding collaborative vendor teams to bring innovative, not-seen-anywhere-else ideas and solutions to life.

This year’s projects cover key business issues including digital services, cloud, cyber security, customer experience and revenue management.

These projects can be seen live at Management World 2013 in The Hub – your one stop shop for innovative demonstrations and everything TM Forum located on the 3rd floor of the Acropolis”.

I will leave the last word to Martin Creaner the TM Forum CEO

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Leslie Grossman says that everyone needs his or her own entourage

Link Out: How to Turn Your Network into a Chain of Lasting Connections

ISBN:9781118380581 – LINK

“Your “Link Out” journey begins by identifying your vision and then linking out via a new networking model with the goal of building trusted relationships that multiply and expand bringing you results and fulfillment.

Let’s move into the Collaboration Economy together!”

Everyone needs an entourage:

 Network  Entourage
 One- or two-time connection  Life-long relationship
 A stack of business cards  People you talk to regularly
 Forgets your name  Returns your calls and e-mails
 One-way support  Mutual support—people help each other
 Quick surface communication  In-depth, sincere communication
 Inconsistent follow-up  Reliable follow-up
 Call/e-mail only when they need something  Call/e-mail to make introductions and referrals
 Self-win attitude  Win-win attitude
 No interest in your personal life  Interested in your professional and personal life
 Lack of trust in the relationship  Trusted relationship

“Having an entourage puts each of us on the receiving end. An entourage offers us advice, new connections, recommendations, and referrals for clients and customers, too. As I’ve shared previously throughout this book, the link out process works only when you consider it a two-way street. An entourage not only provides, but it also offers a unique opportunity to give back. Giving back to your entourage and to others outside your entourage is a way for people to collaborate on behalf of one another’s success.

The more we link out, the more powerful relationships we will have and the more people we will have in our entourage. Of course, this increases the number of opportunities to make our vision a reality. The other side of the coin is that we also have many more opportunities to do good for others, and help their visions come true. I believe if all of us focus on building our entourages using the link out strategy, we could actually make a shift in the world.”

“The true test of whether someone will be a long-term member of your entourage is that they encourage you to achieve your vision and have a fulfilled life and successful business. Members of your entourage make introductions, give advice from their own experiences and offer support, and you do the same for them.

Once you get started, your entourage will not only support you, they will also connect you with new people who will come to believe in you as well, and together they will help you thrive. It’s important to realize that an entourage is not just about you. In fact, in building an entourage, the first step is to ask the other person about their vision and goals, and then share yours. Second, look for ways to help them. The more generous we are helping the other person, the more trust is built and the more willing that person is to want to help us. An entourage is a collaborative relationship. 

Here are five reasons to invest more time in linking out to build an entourage:

  1. Silicon Valley entrepreneurs, who create social media, connect with each other and with investors in person at breakfast meetings, association gatherings and events. That’s how they build powerful relationships which open doors to their newest start-ups, products, and collaborations. Surprisingly, they don’t make these valuable connections through social media.
  2. Customers buy products and services from people they trust or from referrals they get from people they trust. Trust is only gained through face-to-face relationships. An entourage can serve as a good referral source for business.
  3. Women who invest time in being active in nonprofit causes and business associations, build strong relationships with people who can open doors and make introductions in new circles of influence. Too often, women don’t see this as a priority to grow their business.
  4. Location is not an excuse for going it alone. With Skype, Face Time and Google Hangouts, we can still have face-to-face communications, no matter where we are based. My friend and entourage member Runa Magnus, executive coach, speaker and trainer, and I have regular conversations on Skype. I would almost swear she is in the same room with me, yet she is in Iceland.
  5. It’s never too soon or too late to launch or grow your entourage. Whether you are a new business owner or have been an entrepreneur for many years, once you start, your connections and relationships will flow. In fact, consider evaluating your current business relationships – are they collaborative or a one-way street? It may be time to make a shift to a new entourage.

WDGLL specs

I have been very fortunate in my career to attend several high impact personal development courses.

Two stand-out; Art of Thinking Together [Dialogos]  and the Leadership Trust

Both courses were way ahead of their time and I still maintain enduring connections with my fellow attendees.

Do I call this my personal entourage? maybe but I definitely buy-in to the Link Out philosophy as espoused by Leslie:

“Hearing is listening to what is said. Listening is hearing what isn’t said.”

“The 3 Cs of leadership = Communication, Courage and Collaboration”

“Beyond Networking : Link Out for long-term relationships that deliver results”

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BMC says that the End User has taken control


David Williams VP Strategy BMC Software

A path to improving the end user experience

“The consumerization of IT has contributed to a sharp rise in the expectations that end users have for IT services. They want their technology at work to be as unobtrusive and effective as the technology they use in their personal lives.

Increasingly, they also bring their own devices to work. As end users become more empowered, their influence on how IT services are chosen, delivered, used, and evaluated will continue to grow.

IT organizations need to understand how their end users use IT to help the business become more effective and productive, as well as to provide quality services. What does understanding the users really mean, and what needs to be done to make them more productive?

Most IT organizations assume that making the IT infrastructure more reliable, higher performing, and agile will result in higher end-user satisfaction, yet this is not how end users evaluate their IT experience. They want access to IT services when they need them, no matter where they are located or what device they are using.

Enabling the business requires having an understanding of the end user’s IT experience and then plotting a path to improvement. For many organizations, this is a challenge, as there is little insight into how people actually use IT beyond the limited visibility provided through the lens of the service desk. However, end-user productivity requires a lot more than problem management and incident management.

What does it take to keep end users happy and productive? You need an understanding of how IT is consumed and the tools to make the user’s involvement with IT as seamless and productive as possible. To help with this challenge, we have established a set of IT management goals, objectives, and associated end-user values.

There are five levels on the path to end-user enablement: undefined, reactive, proactive, service, and business. These levels provide clearly defined objectives, allowing IT organizations

to assess their current end-user environment and plot and measure improvement. Measured against the levels are support, social enablement, and security and resilience, as well as productivity”.

Here is the example for Productivity:

Service – IT Operations Perspective

  • Bring your own device (BYOD) is fully implemented (coverage of all leading mobile devices).Leveraging service catalogs/ marketplace tools, the users are able to choose what applications are needed, updated, or changed to support their specific job function. Content locker provides access to business documentation and Web applications, no matter what devices are used.

Business – IT Operations Perspective

  • End-user activity is understood, enabling highly effective service support, change planning, and change impact analysis.Integration with non-IT systems allows end users to interact with their office environment more efficiently. Business and business-sanctioned applications are provided through a corporate marketplace.

Service – End User Perspective

  • Applications are provided on-demand/request.Location enablement allows resources to be found and identified with users automatically gaining access to IT resources local to them (e.g., printers, wireless networks). Business and personal applications are segregated, allowing the end user to easily separate content.

Business – End User Perspective

  • Users receive live updates on the health and availability of their business applications with their location and device taken into account.Users are able to interact with the facilities systems (including non-IT), which provide map-based office information (e.g., office locations, office occupancy status).

One area where BMC has improved the end-user experience is with MyIT which gives users the ability to access and view their status, as well as to interact with apps and services and report issues. Employees have easy access to the services they need — anytime, anywhere, and from any device”.

What is MyIT?

Suhas Kelkar CTO APAC talks about MyIT

WDGLL specs

I recommend that you read the full report – A path to improving the end user experience – LINK specifically for the excellent examples of Service and Business End User Perspectives.

BMC with the launch of MyIT in the UK is addressing the increased Business End User expectations for frictionless service. LINK

BMC also has a Concierge Bar offering and It will be interesting to see how much customer demand there is for this End User solution.

“In January, BMC forecast a lower-than-expected profit for 2013 after reporting third-quarter results below Wall Street estimates due to lower license bookings at its two main divisions: enterprise services management and mainframe service management businesses”.

BMC like other Software Vendors must rethink the existing product licence model in light of their Remedyforce and Remedy OnDemand Software-as-a-Service subscription based solutions.

Just before Easter buyout rumours, that a consortium of private equity firms are joining forces to take BMC Software Inc. private, sent the stock price up c. 10% so there is perceived value in the company and investment opportunity.

Find Your Fit – ITSM Re-birth at BMC

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Can Instant Payments service Dwolla dent the big Banks?


This week Forbes named Dwolla founder Ben Milne as one of the “12 most disruptive names in business.”

The list is made up of people “less content to improve the status quo than to blow it up,”

“Milne, 30, turned a vexation with interchange credit fees into a new business that would make sending money cheap and easy. Dwolla, an online and mobile payment system, lets users pay for bar tabs or dog walkers via e-mail, text or social networks like Twitter. Consumers love the service. Merchants pay just 25 cents in fees for amounts over $10, instead of up to 1.9% of a transaction, plus a quarter, as Visa charges.”

Ben Milne has started a mobile payment network that challenges Visa and Mastercard. Charges small flat fee and moves $1 million daily.

In this video clip Ben Milne has a rant about Banks and building this thing called Dwolla.

Interchange is a $7 trillion global problem.  Interchange fee is a term used in the payment card industry to describe a fee paid between banks for the acceptance of card based transactions. Usually it is a fee that a merchant’s bank (the “acquiring bank”) pays a customer’s bank (the “issuing bank”)

ACH is the platform that connects Banks. The Automated Clearing House (ACH) is an electronic network for financial transactions. ACH processes large volumes of both credit and debit transactions which are originated in batches.

Money doesn’t move but ownership does.

Dwolla has implemented their FISync real-time [instant[ money transfer system which aims to replace the ACH platform and help reduce delays in Bank to Bank payments.

What is Dwolla?

Mission – “Allow anyone [or anything] connected to the internet to move money quickly, safely and at the lowest cost possible”.

Dwolla is a payment network that allows anyone to send, request and accept money. We’re not like those other big payment companies that rely on plastic cards and charge hefty fees. Instead, we’ve built our own network that securely connects to your bank account and allows you to move money for just $0.25 per transaction, or free for transactions $10 or less.

How does it work?

  • Transfer money between Dwolla and your bank or credit union anytime you want, for free.
  • Send money to email addresses, phone numbers, Facebook friends, LinkedIn connections, Twitter followers, and businesses that accept Dwolla.
  • Use Dwolla on the web or with the Dwolla mobile app.
  • No credit or debit cards here. That’s how we are able to keep our fees so low. Some businesses accept only Dwolla, but most accept Dwolla alongside credit cards and other forms of payment.
  • You can send money to someone even if they don’t have a Dwolla account. But, they will need to create one to claim the funds. Businesses need to set up a Dwolla account to accept Dwolla.
  • Only one party pays the fee. By default, the receiver pays the $0.25, but the sender can choose to pay the fee instead.

Dwolla at the Point of Sale

How much did your business pay in credit card fees last year? Stop losing money to transaction fees and start saving big by accepting Dwolla at your Point of Sale (POS).

WDGLL specs

Dwolla is establishing the online and mobile payments service offering and has plenty of road ahead before it generates a return on investment for backers of the start-up.

Dwolla must ensure their software is more robust whilst making it easier for software developers to build interfaces for example the GRID API which could make cash more secure than plastic.

The success of this service is predicated upon the number of Banks who will implement the Dwolla FISync platform.

Presently Dwolla is only available in the US and once the wrinkles have been smoothed out it has a huge potential for a global rollout.

Unfortunately Dwolla was one of the websites impacted by the Spamhaus DDoS attacks this week and must strive to ensure that customers have better protection from CloudFare to build confidence in the service.

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Gartner says get Gamification working for you

Gamification Rockstar Roadshow

Bunchball is the market leader and visionary in gamification here are some key messages from their recent Rockstar Roadshow.


Gamification: Engagement Strategies for Business and IT

Author – Analyst Brian Burke, Report ID:G00245563, Nov-12

Gamification is a powerful tool to engage employees, customers and the public to change behaviors, develop skills and drive innovation. As gamification moves from the leading edge to being widely deployed by more early adopters, now is the time to understand the trend and evaluate its opportunities.


Gamification has taken shape during the past two years to become a significant trend affecting many areas of business, government and society. Organizations are challenged to more deeply engage customers, employees and the public at large, and gamification provides a way to create more meaningful relationships with these audiences.

Gamification describes the use of the same design techniques and game mechanics found in all games, but applies them in nongame contexts, including customer engagement, employee performance, training and education, innovation management, personal development, sustainability, and health.

Virtually all business areas can benefit from gamification, because its application achieves three broad objectives. In all contexts, gamification is being used to engage a defined audience to achieve one or more of these objectives:

  1. Change behaviors
  2. Develop skills
  3. Enable innovation

While these objectives are very broad, additional opportunities may emerge as the trend matures.

Changing Behaviors: The most common use of gamification is to engage a specific audience and encourage it to change a targeted set of behaviors. By turning the desired behavior change into a game, people become more interested and are encouraged to adopt new habits. For example:

  • Brands can leverage gamification to help consumers to better understand their products and become advocates for the brand to provide product endorsements; it can also be used to drive customer loyalty.
  • Utilities can use gamification to persuade people to reduce energy consumption.
  • Healthcare organizations can use gamification to encourage healthier lifestyles and promote more effective disease management.
  • Companies can use gamification to improve employee performance and to motivate the adoption of new business processes.

Developing Skills: Gamification is increasingly being used in formal education and corporate training to provide students with a more immersive learning experience. At their core, all games are learning activities. The days of dry classroom lectures are giving way to more engaging learning experiences in which students become players in a game. These many new approaches can generally be divided into two categories:

  • Building a game layer on top of the lesson material, where competition and/or collaboration between students is encouraged with game mechanics, such as points for actions, badges for rewards, and leader boards for competition.
  • Turning the lesson into a game where, in addition to the game layer of points and badges, simulation and animation are used to immerse the students in the video-game-like experience and allow them to practice new skills in a safe, virtual environment that provides immediate feedback. For example, simulation games are being used for aircraft marshal training and power grid operations.

Enabling Innovation: Gamification can be used to encourage employees or the public to participate in innovation. Innovation games are typically structured quite differently than games designed to change behaviors or develop skills. In the latter case, the outcome is known, with a scripted game employed to take the players through progressive levels until they have changed a behavior or developed a skill. The key difference with innovation games is that the outcome is unknown, so scripted play is limited. Innovation games use emergent game structures that provide the goals, rules, tools and play space for the players to explore, experiment, collaborate and solve problems. Innovation games generally use game mechanics to create a more engaging experience, but the key is to involve lots of players to solve problems through crowdsourcing. For example, innovation games are used by organizations to engage:

  • Employees in submitting innovative ideas, selecting the best ideas, and developing those ideas until they are ready to launch as pilots
  • Citizen scientists in solving scientific problems
  • Inventors in developing new and innovative products

Gamification: Why Now?

Gamification has been garnering increased attention for the past two years. As the Figure below indicates, the number of Google searches on “gamification” has been rising steadily. Gartner has been tracking this trend since its inception, and has been publishing research on gamification since November 2010. Gartner analysts have fielded more than 200 inquiries on this topic since January 2011. In the past 12 months, there have been more than 2,200 searches on “gamification” on Moreover, the nature of our discussions on this topic with clients has shifted, moving from a small number of organizations that were leveraging gamification primarily for marketing, to a larger number of organizations that are seeking to leverage the power of gamification across a wide range of business areas.


As gamification moves from being leveraged by a limited amount of leading-edge innovators to become more broadly adopted by Type A organizations (early adopters), it is important that business and IT leaders in Type A organizations start to evaluate opportunities to leverage gamification. Business and IT leaders in Type B (mainstream adopters) or Type C (laggards) organizations need to become aware of the trend so they can respond to questions about gamification while preparing to evaluate the opportunities for deployment in the next 12 to 24 months as adoption becomes more mainstream.

Gartner Predictions

The following predictions have ben gleaned from Gartner research:

By 2014, 80% of current gamified applications will fail to meet business objectives, primarily due to poor design.

By 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations.

By 2016, gamification will be an essential element for brands and retailers to drive customer marketing and loyalty.

By 2016, early utility adopters will use gamification to drive end-user, energy-efficiency improvements of 1% to 3%.

By 2017, 50% of Global 1000 organizations will use gamification in learning and/or recruitment processes.

A gamification program will be a key organizational enabler for 75% of enterprise-oriented DevOps initiatives by 2016, up from less than 1% today. (

More than 25% of games produced in 2017 will be emergent, not scripted.

More than 15% of games produced in 2017 will have been developed by workers on a gamification platform.

Expert Gabe Zichermann on using gamification to hire, innovate, recruit and create performance among your team.

Gabe is famous for his book – The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition

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I am working on a Transformation project and we will be applying Gamification techniques to embed change in ways of working and help shift individuals behaviours.

Get ready to embrace the “G-Word” to improve engagement and loyalty.

The Bunchball folk have produced a White Paper on Enterprise Gamification.

The “Big Guns” like SAP and the  Oracle Applications User Experience team are working on how gamification is influencing the next generation of enterprise applications.


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Is the joint EMC and VMware Pivotal Initiative a Disruptor or Last Follower?


At the EMC VMware Strategic Forum this week the companies announced a new joint-venture called Pivotal Inc. which will launch as a separate company on 01-APR-13.

EMC + VMware’s New Pivotal Initiative

“The new company is 1,250 employees strong to work on this new platform for Big Data, Fast Data and Rapid Application Development sitting on a cloud abstraction and application automation layer. EMC owns 69% of the company and brings Greenplum, Pivotal Labs, and about $400M over the next two years. VMware owns the remaining 31% and brings Cloud Foundry, Spring, Gemfire and Cetas to round out the offering.

The new company is targeting $300M in 2013 revenue with a goal of over $1B by 2017. That’s an aggressive growth rate for a new marketplace; in comparison, VCE is expected to surpass $1B in 2013 with a solution that is made up of mature components with existing markets. The full “Pivotal Platform” will be completed and introduced in the second half of 2013. A VMware-style IPO for Pivotal could happen in a few years if it hits the milestones that the parent companies have set forth”.  Source – Stuart Miniman, Wikibon Senior Analyst


Terry Anderson

VP of Global Corporate Communications for Vmware

Extract from an internal blog post last December.

Q: What is the Pivotal Initiative?

VMware and EMC are committing key existing technology, people and programs from both companies focused on Big Data and Cloud Application Platforms under one virtual organization—the Pivotal Initiative—led by Paul Maritz, Chief Strategy Officer of EMC.  The companies expect to formally unite these resources by Q2 2013, with a specific operational structure to be determined.*

Q: Why is this happening?

We are experiencing a major change in the wide scale move to cloud computing, which includes both infrastructural transformation and transformation of how applications will be built and used based on cloud, mobility and big data.

There is a significant opportunity for both VMware and EMC to provide thought and technology leadership, not only at the infrastructure level, but across the rapidly growing and fast-moving application development and big data markets.  Aligning these resources is the best way for the combined companies to leverage this transformational period, and drive more quickly towards the rising opportunities.

Q: Why is this good for customers and partners?

Customers and partners are looking for solutions that enable a new generation of increasingly mobile and data-centric applications that can exploit the datacenter of the future. The new organization will accelerate existing efforts in this area by the two companies, creating a primary, unified and focused endeavor around a common mission, roadmap and strategy.

Both companies remain committed to customer and partner success, and there is not expected to be any impact to existing agreements or committed support.  Customers and partners can continue to buy products and services as they normally would from both companies without interruption during this alignment.


“The Pivotal group also will carry Greenplum, a software company that EMC offers to customers seeking faster ways to analyze massive and often disorganized troves of data.

Other software providers such as San Francisco-based Splunk Inc. SPLK +0.24% have cashed in on soaring demand for the service with revenue growth that regularly tops 50%.”

Drew Fitzgerald – Wall Street Journal – LINK (subscribers only)

Why Splunk?

Splunk Q4 Results reported revenues up 51% year-on-year. Godfrey Sullivan, Chairman and CEO. “It is gratifying to see our customer relationships evolve to enterprise-wide deployments as organizations choose to standardize on the Splunk platform for their machine-generated data.”

Splunk Product Overview

The Splunk mission is simple: make machine data accessible, usable and valuable to everyone. Today, Splunk is the leading platform for real-time operational intelligence, used by thousands of organizations across the globe — to run IT better, to better secure and audit IT, to deliver powerful insights into customers, services, devices and sensors

WDGLL specs

My view is that the Pivotal Initiative is a last follower because EMC and VMware are responding to customer demand by bundling together a set of assets into an offering that is not built from the ground up to address a specific Business need.  Moreover it will be of interest to establish licensing against more nimble companies such as Splunk with their Enterprise and Storm (cloud based) offerings.

Splunk went public in 2012 and two [Erik Swan and Robert Das] of the oringinal three co-founders remain on the Exec Management Team. 

“over half of the Fortune 100, use Splunk Enterprise to gain new levels of visibility and insight from their machine-generated big data”

This week Splunk® Enterprise was selected as the winner in the Best Security Information Event Management (SIEM) Appliance for 2013.

“Splunk offers its main software in two license types: —an Enterprise License designed for companies and large organizations, and a Free License designed for personal use. The freeware version is limited to 500 MB of data a day, and lacks some features of the Enterprise license edition”.

Splunk is definitely a disruptor in the field of big data and analytics and the company tag line is “Listen to your data” to obtain operational intelligence.

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Is inMobi ready to exploit stellar growth in the Mobile Ads Market?

InMobi Named to MIT Technology Review’s 2013 50 Disruptive Companies List Recognizing World’s Most Innovative Companies

InMobi, the leader in mobile-first technology platforms, and the largest independent mobile advertising network has been identified in the field of Internet and Digital Media as one of 2013’s 50 Disruptive Companies, MIT Technology Review’s annual list of the world’s most innovative technology companies.  The honorees are nominated by MIT Technology Review’s editors, who look for companies that have demonstrated original and valuable technology over the last year, are bringing that technology to market at significant scale, and are clearly influencing their competitors. Spanning energy and materials, Internet and digital media, computing and communications, biomedicine, and transportation, the companies on the list represent the disruptive innovations most likely to change our lives.

Jason Pontin, publisher and editor in chief of MIT Technology Review, states, “The pace at which technology changes is astounding. This issue celebrates organizations at the forefront, displaying ‘disruptive innovation’ that will prove to surpass the competition, transform an industry, and change our lives. One of those companies is InMobi, which is challenging Google and Apple in the market for mobile ads. They sell, distribute and help make the ads.”

Naveen Tewari, CEO and co-founder at InMobi comments: “We are honoured to be listed on the MIT Technology Review’s annual list of most innovative companies. Since we entered the industry five years ago, we have continued to positively disrupt the mobile marketing industry. This accolade is a great recognition of our vision of ‘simplifying mobile’ and the hard work of each one of our employees.”

The Insider Track to Mobile Marketing

Zee Ahmad, Head of Business Development, InMobi UK

Overview of mobile advertising and the opportunities mobile marketing has to offer. Focussing on how exactly mobile advertising is evolving and how it can be used to really elevate your brand.

The Rise of Mobile Advertising

Global Mobile Media Consumption Study Wave 2

“The research team at InMobi is excited to have released our latest series of research reports dubbed the Mobile Media Consumption research at Mobile World Congress. This report is the second in the series to cover 14 countries on an on-going basis to keep abreast of how mobile devices have changed the way we consume media.

From our research results it clearly reinforces that the growth of the mobile media is immense throughout the globe and constantly reshaping how we interact in our everyday lives.

Here are a few interesting statistics from our second global release:

▪       Globally mobile ranks first in media consumption with 1.8 hours of the 7 hours spent consuming media —this is more than a quarter of time spent on mobile, outpacing TV (1.5 hours), PCs (1.6 hours) and any other channel.

▪       Internet access via mobile is no longer a niche activity and is increasingly becoming part of everyone’s lives. 50% of the average global mobile web users now use mobile as either their primary or exclusive means of going online

▪       In addition to mobile Web, study reveals the accelerated usage of mobile apps and found that the average consumer actively uses 6.5 apps throughout a 30-day period.

▪       Mobile has been thoroughly adopted among users largely becomes of its convenience & on the go factors

▪       Growth in mobile use in the coming year will be primarily driven by social media, search/download apps and search activities.

▪       Globally, 54% of users discover mobile ads via apps, 40% on a search engine, 27% on a retailer website and 23% on a video website.

▪       Mobile is now used largely as part of the consumer’s shopping experience:
- 75% say mobile advertising has introduced them to something new
- 45% say mobile ads have influenced their purchase in-store.
- 46% say mobile ads have influenced them to buy via mobile.

▪       Mobile ads are also proving to be an effective medium for advertisers to reach consumers on go: After seeing an mobile ads,
- 80% of users downloaded an app
- 67% of users visited the website of the advertiser
- 52% of users visit the store/retailer/business to get additional information
-45% of users locate an advertiser on map
- 37% of users call the advertiser.

▪       Mobile commerce space is growing like no other and will quickly become a playground for innovative retailers. 80% of consumers plan to conduct mobile commerce in the next 12 months.

The Reality: Mobile media isn’t new, but continues to evolve and surprises with opportunities & innovations”. Shamala DN, inMobi 27-FEB

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Naveen Tewari, the co-founder and CEO of InMobi has been able to scale the company globally and is one of the rock stars of the Indian startup scene.

“Since we entered the industry five years ago, we have continued to positively disrupt the mobile marketing industry,” said Naveen Tewari. “This honour validates that we are disrupting the space of mobile advertisement. I think, over the next 10 years, the cumulative spend on mobile advertisement globally would be about $500 billion and we want to be part of this growth.”

To put this into context Gartner predict that mobile advertising revenues alone will reach $11.4 billion this year.

Let’s hear what Naveen has to say on the mindset change required to take his company Global.

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Are we in the Social Era or witnessing the emergence of Social Capitalism?


Nilofer Merchant on the Rise of the Social Era

Nilofer Merchant, strategist and author of “11 Rules for Creating Value in the Social Era,” explains the big paradigm shift that’s changing the way we do business.

What is “social”? (An Entymology of Sorts)

“With all of these definitions around, you might wonder why I even added to the terminology when I wrote a book, and coined the term #socialera. Social Era then captures two distinct power shifts:

1. Organizational

Connected individuals can now do what once only large centralized organizations could. This fundamentally alters the structural core and role of “the firm,” and of working people. As more and more freelancers and solopreneurs enter the market, work is increasingly freed from jobs (to the tune of 43M in the US and climbing to 70M by 2020). The shift is from “value chain” to “value flows.” (An earlier post of mine on this idea can be read here.)

2. Individual

Anyone can be a game changer by using the power of their ideas. They need not first be vetted or chosen to be powerful. These largely unheard voices are essential for solving new problems, as well as for finding new solutions to old problems. Without celebrating what anyone – quite possibly everyone can offer, people are simply cogs in a machine – dispensable and undervalued. By celebrating each person and the value they can create, economic power is unlocked. And it’s not that everyone will, but that anyone can. (See earlier talks and posts on this idea).

Sometimes it helps to see distinctions side by side


Here’s my recommendation…. Unless you’re talking about marketing specifically, don’t use the term “Social Media.” If you are discussing ways social tools can be applied to all parts of a value chain, Social Business is probably the term you are looking for. And, if you describing a reconstitution of work and institutions, then use Social Era”.

Source : extract from Nilofer Merchant Blog Post 20-FEB

Rules For the Social Era – HBR Blog 14-FEB

“Here, let me start with three major shifts that I see:

Lean, not big.

Most organizations operating today started when companies needed more operating capital. Being big was in itself a mark of success. And in fact, being big created a natural barrier to entry for competitors. The “big” mindset continues to form an organizational framework for many institutions. Take banking as a visible example. Bank of America recently considered a $5 fee for customers to get their own money via their debit card because they have to find a way to fund all those retail storefronts. But if they were launching today, banks would likely ask themselves how to accomplish the transactions (deposits, withdrawals, financial management) of banking without the physical commitment of banks. They might try what ING is doing with its café model. They might even reimagine what it is to lend money. Instead of competing with new startups like Lending Club or ProFounder, they might be the ones reinventing the space.

Conversations, not chains.

Many organizations still operate by Porter’s Value Chain model, where Z follows Y, which follows X. These linear models optimized efficient delivery of a known thing. But this doesn’t help us when faster, fluid responses are what we need. Fifteen years ago, The Cluetrain Manifesto taught us that markets are conversations and that was a great starting point. But “conversations” can actually go deeper if you allow them to become central to how you work, rather than leave them on the perimeter of the work. How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? Because that’s the point.

Mass markets were a convenient fiction created by mass media. Television and major magazines could only reach only very vague demographic segments like “women of child-bearing age” and “college students,” so a lot of organizations still think of that as “targeting” their offer. But real markets are much more precise.

Finding out where any particular customers hang out and talking with them directly is central to accurately understanding demand and building it into the business model. Case in point: Gap missed many of its performance numbers in 2011 by believing that their only interaction with their customers happened at the cash register.

Sharing, not telling.

When companies think of social media, they hope to get consumers to “like” them or “fan” them, as if that increased connection is meaningful. Again, that captures the marketing aspect but misses the strategic point. The social object that unites people isn’t a company or a product; the social object that most unites people is a shared value or purpose. When consumers “love” Apple, they are saying they love great design and the shared idea that “thinking differently” is valuable. By “loving” Firefox, the web community is saying that they believe an open web browser is valuable to the world. By loving TEDx, a volunteer army of people are saying they believe that smart ideas that get people to think more about their world is a cause worth putting energy into”.

Nilofer Merchant – Author of Social Era (TedX Houston)


Gartner Says Capitalism Going Social Will Require Organizations

to Build Two-Way Relationships with the “99 Percent”

“While capitalism won’t collapse, there are fundamental changes under way as it morphs to a new form that is more in tune with the technology and attitudes of the 21st century,” said Nigel Rayner, research vice president at Gartner. “The coming capitalist era is that of the Facebook generation, in which the values and behaviors that pervade the Internet and social media will also be adopted by innovative and disruptive businesses. With half the world’s population under the age of 25, this may happen sooner than many think.”

Gartner has identified a number of major shifts that will occur as capitalism goes social:

  • Businesses will move away from the hierarchical command-and-control model to a more democratic and meritocratic model. Employees will be judged (and granted decision rights) on the basis of their impact on and value to the community, rather than on job title, age or social background.
  • Businesses will adopt a more open approach to decision making, allowing anyone in the organization, and also people outside the organization, to have input into the decision-making process. Goals and objectives will be set by socializing strategic aims with employees, shareholders and communities of interest.
  • Social and mobile technologies will be used to build and manage two-way relationships between businesses and all their communities of interest. This use of technology will go way beyond the one-way, outward-looking, limited use of social media today. It really will bring the 99 percent inside the walls of the enterprise to become part of the organization.

“These changes won’t impact all industries and businesses in the same way. Some will use them to create incremental business opportunities, but others may find their business model directly threatened, because they are seen by the 99 percent as the worst cases of exploitative business practices,” said Mr. Rayner. “However, some innovative organizations will use capitalism going social to create new business models and disrupt their industries.”

Gartner calls these businesses “social capitalists.” Not every enterprise can follow a social capitalist model, but those that can will be the most admired companies in the next 10 years. Business and IT leaders must understand the impact of these changes on their industries and organizations, and ensure that their business and IT plans have the appropriate focus on social media technologies. They should also identify whether management practices need to change to make the best use of these investments.

A key aspect of capitalism going social will be the use of social and mobile technologies by business to change the way it interacts with the 99 percent, bringing them inside the four walls of the enterprise to become part of the organization’s processes, rather than keeping it at arm’s length.

Social technologies are also central to improving employee engagement and rebuilding employee trust, but only if they are deployed with the intention of enhancing open communication and employee participation in decision making. This approach is based on the premise that engaged, motivated and empowered employees will deliver better customer service and value.

“Capitalism going social is a reflection of the wider societal changes that are happening in the 21st century. These changes cannot be ignored, although their impact will vary by industry and organization. IT and business leaders must identify how soon their industries and companies will be affected by these changes,” said Mr. Rayner. “Ideally they should seek out a senior executive in the organization that faces the greatest threat from capitalism going social who will be a strong ally. Once this person is on board, they should use the IT department to trial social technologies, and use the results of these experiments to advocate wider adoption across the organization.”

Source : Gartner’s Maverick Research Special Report Sparks New, Unconventional Insights 03-DEC

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Nilofer Merchant states that to create value in the Social Era “organizations don’t operate like the powerful “800-pound gorillas” of yesteryear—but instead act more like a herd of 800 gazelles, moving together across a savannah, outrunning the competition”.

“people started giving her monikers like “The Jane Bond of Innovation” because of her ability to guide companies through impossible odds”.

The Gartner “Maverick” Research findings state that capitalism going social is about flatter more open structures with genuine two-way dialogue.  Although these are not breakthrough findings they do represent a positive step forward from normally conservative Gartner.

At the start of last year Haydn Shaughnessy wrote an excellent article for Forbes entitled the Emergence of Social Capitalists. here is a quote:

“The way we set about creating wealth is undergoing a significant transition. Many leaders may not get it. Some might not know how to catch up. But it is happening.

It lacks a resonant label and I don’t see social business having powerful resonance over time, not like the word capitalism”.

Whether we tag the rethinking and reimagining of Business as the new Social Era or capitalism going social is not the strategic exam question it is about how structures are evolving to imitate nature and symbiotic relationships.

Today it is not possible to envisage what half of the worlds population which is under 25 will build with options like crowd funding and micro financing to give 3rd World businesses a jump start.

In closing I love this clip where Nilofer holds a closed fist and open palm to explain the Power of Open Ideas.

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Can US / EU Cyber Security plans protect cyber citizens?


Deloitte – Cyber security. Evolved

“The rapid pace of change in technology has provided huge opportunities for organisations to develop new models, services and products. But while the digital revolution has evolved the way we do business, it has also created a sophisticated and complex set of security issues. Assets that were once physically protected are accessible online; customer channels are vulnerable to disruption; criminals have new opportunities for theft and fraud”.


Obama Cybersecurity Executive Order

President Obama released a long-awaited cybersecurity executive order Tuesday night along with his fifth State of the Union address, outlining new policies aimed at stemming the tide of cyber espionage on American companies and government agencies, as well as shoring up the defenses for American critical infrastructure vulnerable to cyber attacks.

“We know hackers steal people’s identities and infiltrate private e-mail.  We know foreign countries and companies swipe our corporate secrets.  Now our enemies are also seeking the ability to sabotage our power grid, our financial institutions, and our air traffic control systems,” Obama said. “We cannot look back years from now and wonder why we did nothing in the face of real threats to our security and our economy”.  Source-Forbes

On Wednesday Mike Rogers, chairman of the House Intelligence Committee, along with other members of Congress resubmitted the Cyber Intelligence Sharing Protection Act.

Proposed EU cyber security law would require notification of attacks.

New rules on cyber security across the European Union were presented in early February after weeks of speculation and leaked drafts.

The main part of the European Commission’s Cyber Security Strategy is a proposed Directive on Network and Information Security. If approved by the European Parliament and member states, this would become E.U. law”


WEF – Cyber Resilience Partnership

“Partnership for Cyber Resilience (PCR). This partnership asks chief executives and government leaders to personally sign a set of cyber principles, setting the tone for their organizations and regions.

As cyber security comes to the fore, the biggest risk companies face is losing the trust of their stakeholders. While the dangers loom increasingly large, too few companies understand the specifics of the threats they face or what to do about them. These dangers relate not just to doing business today, but to the smooth operation of products and services already out there – from power plants and large buildings, to transport networks and energy exploration.

WDGLL specs

Tom Clancy, in his book Threat Vector, describes how Chinese cyber-warfare experts launch attacks on American infrastructure, for example by taking control of US military unmanned aerial vehicles (drones).  This level of attack means that the threat level has increased significantly.

Obama Cybersecurity Executive Order – Gregg Housh, an internet activist associated with the hacking collective Anonymous, said that while the executive order is broad, “of everything we’ve seen so far, this is about the best we could hope for”. One thing Housh is concerned about is the way the government aims to protect citizen privacy and civil liberties. The order says the Department of Homeland Security is set to provide recommendations for how to minimize and mitigate privacy and civil liberties risks in a public report to be released February of next year. source – Guardian

To what extent will the 30 person EU cyber crime central capability be able to address the known and unidentified security threats?

The implications of these US / EU cyber security plans on personal privacy and civil liberties will be one of the most discussed topics for the remainder of this year.

For me there should be much more concern about personal and private information held about citizens and consumers.  With Big Data stored in Private, Public and Hybrid clouds, Analytics capabilities and Mobile intrusion there is less chance for an individual to retain a level of personal privacy. I would like my own Personal Cloud (pCloud) lockbox.

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