Topics of Interest Archives: Virtualization

At Bustling, Heavily Attended SAPPHIRE NOW 2014, SAP Intros its Own Take on KISS

SAP_1KISS – you know, Keep it Simple Stupid…is a directive that is usually quite appropriate whenever technology is involved. And now thanks to SAP AG we can rejigger that a bit to read, “Keep it Simple SAP.” More specifically “Run Simple” is now officially SAP’s new tagline, a new marketing strategy, and the company’s new cornerstone for its product development strategy. It is a very interesting move for SAP for various reasons and on a variety of levels.

The obvious ones are what SAP’s now sole CEO, Bill McDermott, emphasized during his SAPPHIRE NOW 2014 keynote address last week. There are a number of things simplicity brings to the game for both SAP and its customers: decreased complexities (of course), ease of use, far better UIs, increased productivity, speed to market, lower TCO, and increased strategic advantages – which more often than not equates to non-trivial increases in top line revenue. Increased top line revenue + lower TCO lead of course to non-trivial increases in profitability. That is the business side of things.

On the technical side SAP is essentially engaged in, to paraphrase SAP Chairman Hasso Plattner from his SAPPHIRE keynote, “a full scale exercise of radical, disruptive innovation” of SAP’s core platforms (that amounts to tackling over 400 million lines of existing code!). Keeping things simple is a hugely complex undertaking. Plattner and various guest speakers deliver lots of compelling insights in his keynote. In particular, Plattner also shared the stage with Harvard Business School Professor and author of “The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail,” Clayton M. Christensen – the two of them together make the keynote a must watch.

The other day my research colleague Scott Pezza (@scottpezza) – a braver soul than I – provided great insights into the Run Simple mantra, and used SAP’s own Simple Finance (SFIN) on HANA to illustrate the Run Simple possibilities. Make sure to read it! In truth it would take roughly 200 blog posts to cover everything SAP delivered on but Scott’s attempt to captures it is right on the money. My goal is to capture the somewhat more amorphous issue of what underpins Scott’s post and the other 199 posts we could write had we but world enough and time, and why I believe SAP will pull it off.

The issue of simplicity – to put it as simply as possible – has at its core SAP’s full-throttled move into cloud computing, and the continuing success and adoption it has found for its in-memory database HANA (3200 SAP customers and rapidly growing).

I consider HANA one of the seminal IT developments of the decade and Scott provides some useful HANA insights from Plattner’s keynote in his post as to why it is seminal and critical to SAP’s future. Let’s just say that real time, on the fly analysis on terabytes of data is non-trivial and an absolute requirement for any business to succeed going forward. HANA is a platform I will keep a very close eye on going forward – especially as it has numerous implications for mobility, but for now we’ll leave HANA for the rest of this post.

A Head in the Clouds
It is important to touch on the cloud computing end of things. SAP is clearly headed to an all cloud, all the time model. This is in fact a good thing and over the long term it will begin to pay dividends for SAP and its customers as it continues to invest in its cloud computing initiatives, especially its HANA in the cloud initiatives.

Just how much SAP is diving in cloud computing has been fairly apparent for some time. But perhaps the first real indication of how important the cloud is becoming (or will become) was the announcement SAP recently made back on May 6, 2014 that it is teaming with virtualization software and budding mobility vendor VMware to offer SAP’s software platforms and HANA as cloud-based services in pre-configured ways. Instead of buying separate SAP and VMWare software packages and running them on dedicated servers, customers will be able to load their data and analyze it at a much lower cost, and with a greater operational flexibility, in the cloud.

EMC (which owns a majority stake in VMWare) and Oracle have both already announced similar cloud moves and the idea should certainly not befuddle any SAP customers. It is the necessary next step for SAP to become a fully 21st century software player. In working with VMWare directly, SAP will take the issue of its customers having to find a virtualization partner off the table – call it operational simplicity, which is a permutation of Run Simple. Of course. The VMWare partnership begins to demonstrate how SAP’s Run Simple future will manifest itself.

There is one significant gap in the SAP cloud computing storyline…while SAP did an excellent job of detailing what it intends to accomplish through its cloud computing initiatives, it is clear from the SAPPHIRE NOW attendees that they would like to have seen something more than vague promises on the timelines for when SAP hopes to actually deliver on the various components of its cloud initiatives. SAP no doubt knows that it needs to put real timeframes in place and I am certainly sure that it will do so.

One key to HANA’s ongoing success has been SAP’s clear ability to compellingly demonstrate what it does. Over the last several years there have been very, very few instances where SAP was “all talk and no action” on HANA – I actually can’t think of any. The power of HANA has been easy for SAP to demonstrate both through customer deployments as well as through its own use of HANA within a variety of industry solutions SAP sells. SAP has even been able to get smaller businesses on the HANA train by partnering with Amazon/AWS to provide SMBs a way to access its power – no need to be a Fortune 250 business, a strong message on many levels.

SAP will be well advised to ensure that it moves quickly to also demonstrate the power of the cloud. That is, Run Simple cannot just sit out there as a marketing tag line that cynics and competitors can then attack. The tag line needs to immediately translate into actionable events for SAP’s customers. Yes, of course SAP knows this, but in case there are any members of SAP’s Supervisory Board team that think SAP will be ok to slide on announcing real timelines they would be very mistaken.

But let’s not make light of just how complex an undertaking this is for SAP and how complex it will be for SAP’s customers – especially the top 5,000 or so. There are enormous SAP on-premise implementations that will remain earthbound for years – if not decades – to come. IBM’s SAP Global Services teams (IBM is SAP’s single largest partner) will certainly not have to worry about seeing engagements suddenly come to an end. To put the overall challenge for SAP into better perspective, consider that SAP has somewhere in the neighborhood of 225,000 customers and roughly 2 million users.

It is indeed a long term project – the transition to cloud-based offerings is in truth 4 years old already, and HANA’s genesis goes back at least 7 and a half years – for both SAP and its customers to undertake – and clearly it will be SAP’s responsibility to ensure the Run Simple message doesn’t simply become a “throw away” marketing line. The truth is that for its massive customers it will be a very incremental process – that is fine as long as SAP is able to manage expectations and deliver the goods.

Interestingly, it will be the smaller SAP shops that will cash in sooner than later. In a sense, this is what cloud computing has always promised right? Can’t afford an IT staff? Go to the cloud. Don’t want to invest hundreds of millions of dollars in your own data center? Get on the cloud. Run Simple will be a grass roots endeavor but I believe it will quickly prove itself – SAP should be able to grow its cloud future quickly enough and become mature enough over time to finally bring the top 5,000 in line – maybe 5, 10 or 15 years down the road.

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SAP CEO Bill McDermott’s Star
I am a fan of Bill McDermott. As a co-CEO, which he became in 2010, he has successfully tread a fine line between helping to push SAP into stepping up its game looking forward, and ensuring that SAP’s old management guard wasn’t thrown for any loops. In the past there has always been a strong sense of SAP looking slightly forward while remaining tightly locked into its historic roots. I’ve long wondered if SAP would be able to make the transition to becoming a fully 21st century company.

When SAP finally announced that McDermott’s thoroughly home grown co-CEO Jim Hagemann Snabe would step down and that McDermott would become sole CEO in 2014 I was quite pleased to hear it. McDermott has a real fire under his feet and will, I believe, quickly push SAP (but remember that “quickly” is a very relative term here) into the 21st century.

This year’s SAPPHIRE NOW CEO keynote fully underscores this.

Interestingly, before McDermott took the stage SAP introduced three ridiculously young folk on the cutting edge of today’s technology world (watch the CEO keynote video, they are very impressive young people). One reason they were there was to underline the notion of the need for all of us – and especially SAP and its customers – to undertake “disruptive innovation.” Why is this important? Consider the following:
SAP_Disruption

These three charts – which Professor Christensen provided during his segment of Plasso’s keynote, together show the different types of innovation that are possible. It’s not my goal here to rediscover all of the notions and implications inherent in Christensen’s Innovator’s Dilemma paradigm, but it’s worth a very quick run through to understand where SAP and its customers all find themselves.

The chart on the left demonstrates “sustained (albeit incremental) innovation” – which in fact is nothing more than constantly improving an existing product. Think of it in SAP terms as SAP continuing to merely improve its on-premise-based platforms, with incremental improvements that merely lead to more of the same, if marginally improved, approaches SAP customers have traditionally taken. Note that the trend line sits at the very top of the chart, meaning that a lot of time is absorbed (typically as part of the process of “listening to customers at the top of the food chain”) in delivering minor improvements. Think of it as delivering slightly better versions of business as usual.

Innovation becomes disruptive only when it causes wholesale changes in how a given market (in this case SAP’s customer base) does business. Christensen’s belief (as detailed in his book) is that successful companies (in this case SAP) more often than not put too much emphasis on customers’ current needs (sustained innovation), and fail to adopt new technology or business models that will meet unstated or future needs (in a sense this echoes Steve Jobs, whose mantra was that customers don’t know what they want, it’s our job to tell them). When companies fail to adopt these new technologies and business models they will eventually fail.

In the case of SAP the disruptive new technology is cloud computing, where the fastest growing competitors to SAP operate. To its credit SAP has not only fully embraced cloud computing but has delivered disruptive innovation of its own on top of it with its in-memory and cloud-based HANA database.

The middle chart demonstrates the introduction of new technology delivered much more quickly than would be the norm under sustained innovation. The problem here is that for very large companies it is often very difficult to move as quickly to adopt as the new technology itself becomes available. Recall our point above that SAP’s largest customers will very likely take decades to move away from older on-premise platforms. Ah, there is the rub, or the dilemma.

The third chart essentially states the obvious – enough customers need to be able to take advantage of the new/disruptive technology or the new innovations simply won’t matter. As a majority of customers do adopt the disruptive technology, those at the top of the food chain will have no choice but to follow and adopt as well – or per Christensen they will ultimately fail.

This brings me back to Bill McDermott. As detailed in his keynote, McDermott’s strategy for ensuring that his customers, whether large or small, can adopt, absorb and utilize SAP’s new cloud and HANA platforms, is to ensure that it will not only be simple for them to do so, but that in turn adoption will lead to major simplifications in the numerous customer business and technical processes involved in using SAP’s platforms, services and products. Hence Run Simple. Scott Pezza’s blog post noted earlier provides useful examples of this.

SAP_McDermott

Run Simple strikes me as a uniquely Bill McDermott strategy. It is forward looking and seeks to unshackle SAP from its past, so to speak. I am not convinced that SAP would have been able to put such a strategy in place under the old co-CEO structure, and it is the main reason I’m glad to see McDermott firmly in sole possession of the role.

Yes, there is the Supervisory Board to contend with, but it is McDermott’s responsibility to ensure that SAP finds the right singular voice with which to preach, and the right message to preach with it. Run Simple is the message and from what was demonstrated at SAPPHIRE NOW 2014 I am convinced that the entire company has that singular voice in place to move forward. I recommend watching McDermott’s video – there is much there to take in.

Roadblocks?

There certainly are a few.

One that comes to mind – the biggest in fact – is the SAP sales force, especially those on the elite end of the force who have traditionally focused on huge on-premise platform sales to perhaps a single company. How does such a collection of uber-SAP salespeople transition to selling a cloud-based subscription model? How do they go from one-off sales of premise-based platforms and the typically huge professional services revenue that goes with them to a model that revolves around recurring revenue and a Run Simple strategy that suggests a major drop in professional services revenue?

Next, I found it disturbing to learn that Vishal Sikka, who was not only informally known as the father of HANA but in fact thought of HANA as his child, recently resigned (for personal reasons – but sometimes that is merely a code for something else, perhaps a clash with McDermott as he took on his new role). And a mere few days later, Shawn Price – who had been the outspoken evangelist and leader for SAP’s cloud initiatives, departed as well. Perhaps the two of them, despite working on SAP’s disruptive efforts, were too “old school SAP” for McDermott. Are the departures an internal SAP roadblock or do they open the road up? Hard to really say.

We noted this earlier but it is worth repeating – SAP needs to add real timelines to its product delivery plans. Customers need to know.

Finally, as impressive as the Run Simple message is and as impressive as what it all promises is, only time will tell if SAP will indeed deliver on all the promises. There are significant customers already on board with where SAP is headed – for example, ConAgra and John Deere are both moving ahead with new and quite complex implementations (both of them provided insights during Plasso’s keynote). SAP will need many more of these types of customers to come on board at the high end of the customer spectrum. And SAP needs to demonstrate that tens of thousands of its smaller customers will very quickly get on board.

The irony of course is that Run Simple is an incredibly complex undertaking for SAP. The hardest thing to accomplish in technology is to keep things simple. There is invariably an inverse relationship between overt simplicity and the complexity needed to make it happen.
I believe SAP has the right CEO in Bill McDermott to pull off all of SAP’s grand plans. I will be keeping watch on SAP’s doings – primarily as those doings relate to enterprise mobility, but then, mobility now touches everything in the enterprise…

My money is on SAP (and its customers) to succeed.

Posted in Analytics, Banking & Finance, Blog, Communications Service Providers (CSP), Enterprise Risk Management, General Industry, General Management, Government, Healthcare & Biotechnology, High-Tech, Insurance, IT & Infrastructure, Legal Technology, Manufacturing, Mobility, Operations, Security & Risk | Tagged , , , | Leave a comment

Mobile Enterprise Security - It's What You Don't Know That Will Get You

Mobile Enterprise SecurityI am pleased to welcome Tony Rizzo into our Entrepreneur-in-Residence (EIR) analyst program. Tony brings a 20-plus year pedigree in enterprise mobility to Blue Hill, including editorial leadership roles at Mobile Enterprise, Internet World, Ernst & Young, NetGuide, Network Computing Magazine, and Microsoft Systems Journal.

As Blue Hill expands its market focus and global reach we desire to invite seasoned entrepreneurs and creative analysts to write insightful blogs and key market research in their area of expertise.  Our goal is to enable the EIR to help drive our market and coverage strategy as well as to take our ability to listen to our readers and act on what customers need to know as actionable next steps to guide them to the next level. ~ Ralph Rodriguez

I speak all the time with both the mobile security vendors and the enterprise mobile world – which includes enterprise IT of course but also CMOs, CTOs, the occasional CSO (Chief Security Officer), CIOs and (perhaps surprisingly – though it shouldn’t be) to CFOs as well. Each has a unique perspective on mobility within their own companies but two things are common: everyone knows mobility is now critical to the business, and pretty much most of them cannot answer a fundamental question I always ask about enterprise mobile security.

I’ll come back to the fundamental question in short order. But first I will say that it is good to see the rest of the world is catching up to my long held enterprise mobile perspectives.

I got my start with enterprise mobility back in 2000. It happened in a MicroStrategy conference room while visiting with the company’s CEO Michael Saylor in my then role as editor in chief of Internet World Magazine. He had just gotten himself a new BlackBerry “messaging” device and push e-mail service, and to say the least, he was excited. To demonstrate its value and importance to me he sent his admin a wireless e-mail message – and moments later a young lady came dashing into the conference room we were sitting in with a glass filled with ice and a can of Coca Cola that she popped open when she got there. Saylor turned to me and said, “Isn’t that cool?!”

As much as I immediately understood that had I tried that with my own admin that can of Coke would have ended up being poured on my head, I nevertheless became a mobile enthusiast right then and there – to the extent that back at my own offices I began considering launching a mobile mCommerce magazine (keep in mind this was in 2000). I did launch an Internet World column dubbed mCommerce and then drew up plans for the mobile magazine launchbut then the Internet bubble burst, along with Internet World Magazine and what had been its huge trade show. C’est la vie.

Mobile security wasn’t much of a concern at the time – although there was constant chatter and concern about tapping into the wireless data airwaves and capturing wireless data streams – a different and no longer extant kind of security issue than those we face today.

Through it all and on into 2003-2008, BlackBerry built up an enormously secure mobile infrastructure and a huge set of security certifications that made it the darling of enterprises and government agencies. Back then Morgan Stanley, for example, had 40,000 die-hard – and secure – BlackBerry users. And enterprise IT people all the way up the ladder to the CIO and CTO lived a mobile life of comfort and restful nights of sleep relative to enterprise mobile security.

Then the iPhone came along and everything changed on the mobile enterprise security front. Executives made demands and enterprise IT found numerous ways around formally strict security policies to allow them use of their iPhones. The iPhone revolution evolved of course into the BYOD revolution – and the rest is now history I certainly don’t need to revisit for anyone.  BYOD is the new law of the land and I consider it to be inherently included in all mobile security discussions.

What I will say is that it is assuredly not hyperbole to claim that BYOD has turned enterprise mobile security upside down and has created a serious mobile enterprise issue in need of thoughtful and immediate attention. Let me state a simple fact: Today we live in an inherently unsecure mobile business world – but most enterprises don’t really know it or understand its implications.

The Fundamental Mobile Security Question

So let me get back to that fundamental question I always ask enterprises about mobile security: “Do you honestly believe that your IT organization is fully aware of every potential risk and security hole lurking within your mobile infrastructure?”

The fact is that most businesses, no matter what size they are, naively believe they are taking all the necessary measures to lock down and secure their mobile apps and the sensitive data those app touch, their BYOD mobile hardware, their BYOD workforces and partners and their back-end technologies. Dig a bit deeper however and it turns out the vast majority of businesses cannot honestly answer yes to my fundamental question. This isn’t the case across the board of course, but the problem is that for every company IT team that is intensely aware of most of their mobile security issues I estimate that there are at least 15 that do not.

That is a number derived from my own ongoing conversations with enterprises over the last 18 months or so. The ratio may in fact be more, or even slightly less, but even one unsecure mobile-driven business can eventually cause havoc for millions of users and for business partners (Target immediately comes to mind, of course). Even a small business these days can have a million or more customers, and if one of these companies falls into the unsecure mobile category – well, from a both a consumer and business/customer perspective you can certainly figure out the rest.

These security holes may come through simple holes in your mobile security strategies, or more likely from more sophisticated and well-hidden holes in your mobile security defenses (or lack of proper defenses). If you happen to be on the business side of that equation, can you really risk potential harm to any of your customers or partners? It’s not what you know but what you don’t know about your security strategies that create significant danger – for your customers, partners and your workforce.

Companies such as Symantec have developed consulting practices that target the Fortune 500 to help them uncover mobile risks. Vendors such as AirWatch by VMware and MobileIron (among many others) initially focused efforts on securing mobile hardware and have since expanded to target security of mobile apps and data. But…

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Two More Critical Security Questions

When I speak to enterprises about mobile security the second question I always ask them is “whether or not they have active mobile security action plans in place.” The very next question I ask is, “Is your mobile security action plan complete?”

Most companies answer the second question with an often tentative yes. But most have no answer to the third question!

Why? Because most businesses simply don’t know the answer – even in those cases where a third party mobile vendor is on call. This is the huge mobile enterprise security issue of the day! In fact, any enterprise mobile security action plan needs to have that third question as both the very first and very last item on the plan’s checklist.

Let me be very clear about this: What you likely do not know about enterprise mobile security within your own business environment is a very dangerous thing.

I think about and explore this mobile security issue most days of the week and I am constantly dumbfounded (which is in fact rather hard for me to be given my 30 years of tech industry experiences) by stories from enterprises I’ve spoken to that “do not know” the true state of their mobile security capabilities.

If your organization’s IT team believes that you’ve got mobile enterprise security well-covered and that you have nothing to worry about and you believe your business is indeed protected, I welcome you to my growing list of companies that do not know what they do not know. Mobile security is an inherently shifting landscape and there is no such thing as a mobile security guarantee.

I urge you to create an actionable mobile enterprise security plan that requires a review every three months – uncover those mobile security holes and risks and truly keep your customers, workers and partners truly safe.

What state of mobile security do you think exists within your company? Let me know!

A Postscript

A blog is a great place to make observations – in this case about enterprise mobility, and to raise issues in the process. I do not view it however as a place to provide detailed solutions to any issues I may raise. For example, stating that you need to create a mobile security action plan is merely a suggestion – actually understanding how to create that plan and providing a real solution and taxonomy for doing so is another thing entirely.

Rather than within blog posts, detailed research, analysis and solutions will be found within Blue Hill’s rich collection of research offerings, where I will now be making ongoing contributions in my new role as a Blue Hill Entrepreneur in Residence (EiR). It is an honor to be invited by Blue Hill to do so and to join Blue Hill’s distinguished team of researchers and analysts!

I am hugely looking forward to doing so, and I am as well looking forward to beginning or in many – if not most – cases renewing conversations with both the enterprise mobile community and with the mobile enterprise vendors. Let’s connect and re-connect ASAP and get the Blue Hill dialog going!

Posted in Banking & Finance, Blog, Enterprise Risk Management, Finance & Accounting, General Function, General Industry, Healthcare & Biotechnology, High-Tech, IT & Infrastructure, Manufacturing, Mobility, Policy and Compliance Management, Research, Security & Risk | Tagged , , , | Leave a comment

Are Technology Predictions Any More Accurate than Tossing a Coin?

Implementation Fundamentals Coin FlipBlue Hill is conducting research on technology Implementation Fundamentals to better understand the factors that cause technology projects to fail or succeed. If you haven’t taken it, your answer to five questions will help us to identify the challenges that most often cause organizations to misunderstand the value of their investments.

This research is still ongoing, but a peek into the early results provides an observation about how well organizations are able to predict the impact of their technology investments (Figure 1). Fifty-four percent (54%) of study participants indicated that their most recent technology implementation met project goals. In other words, organizations are able to correctly forecast how an implementation will affect business a little more than half the time. That’s not much better than a “coin flip.”

 

Figure 1: Performance Impact of Most Recent Technology Implementation

Implementation Fundamentals Midpoint Review

Source: Blue Hill Research, November 2013

Encouragingly, in 71% of the cases, projects met or exceeded project goals. While these situations are generally better for the organization, they still constitute problems in investment planning. Even when results are better than expected, it indicates that the organization still misunderstood how the investment would affect performance. Of course, few will complain when an implementation provides more value than expected. Nonetheless, these sorts of misjudgments cause organizations to fail to properly allocate resources and priorities. Underestimating the impact of a solution also can result in decisions to forgo investment, causing organizations to miss opportunities.

The more concerning takeaway from Figure 1 is that when companies misjudge the impact of an implementation, the ultimate impact falls below the mark more often than above. Seventeen percent (17%) of implementations exceeded project goals. Just as often, the improvement falls below expectations. In another 12% of cases, the investment caused performance to worsen or made no change at all.

Blue Hill will return to these findings as it completes its Technology Fundamentals research. If these results remain consistent, they will paint a story about organizations’ ability to successfully predict the impact of technology. Any given investment has a roughly fifty-fifty chance of providing the value forecasted. This failure to predict accurately will mean one project in ten is a wholly wasted investment, with no impact or negative impact.

In part, this is not a problem of technology assessment, but project execution. The challenges that emerge in the course of an implementation can play a major role in eroding the impact of a deployment. As we complete our research, Blue Hill will isolate the most common challenges organizations encounter as well as the challenges that most often correlate to project failure.

 

 

Posted in Analytics, Blog, Enterprise Risk Management, General Function, General Industry, Mobility, Policy and Compliance Management | Tagged , , , , , , | Leave a comment

Ophelia and the Future of Mobility Virtualization

Ophelia represents the future of virtualizationIn January Dell announced “Dell Wyse Project Ophelia,” a USB drive that turns your monitor into a “window to the cloud.” In short it is a Bluetooth and Wi-Fi enable device that runs on the Android platform and turns your screen into a virtualized computer. Ophelia makes a bold claim, that it is the future of mobility.

The immediate benefits of a device like Ophelia are obvious, but the true weight of this innovation is a bit more nuanced. On the surface, it seems to be an easy way to watch videos and consume media with the advantage of a larger screen. In this way Ophelia would be a more portable tablet or a gateway to a more capable smartphone – a nice but certainly not revolutionary innovation.

But rest assured there is more to this puzzle. The true potential of Project Ophelia will be unlocked when Dell (or someone else) introduces complimentary hardware. As it stands, Ophelia’s practicality is limited when it comes to doing actual work. Sure it’s nice to display an Android OS on a TV, but good luck getting any work done if you don’t happen to be carrying around a keyboard or mouse. But, if it were combined with something as simple as a “docking station” consisting of a screen and keyboard (Microsoft Surface style) then the true genius starts to break through.

Virtualized workstations could be easily transferred from video conferencing to presentations. In this world, work would become as easy as plug-and-play and mobile computing would reach its next level.

However, even this view of the future for Ophelia may be too limited. If we start to imagine beyond the constraints of our traditional keyboards and touch screens, we may be able to get a glimpse of what the future of mobility has in store for us. Technological progress is about breaking down barriers, and Ophelia has the chance to once and for all end our dependence on using mobile devices within the confines of their tiny screens. Expanding the user interface through 3D projections and holograms is a start, but if combined with the hand motion sensing technology of something like Leap Motion, we may soon find ourselves manipulating our data like a maestro conducting his orchestra. To boot, technologies such as Disney’s AIREAL promise a tactile experience where we can feel our virtual interactions. Imagine a workstation that you can easily bring anywhere and one that allows you to interact with it in a limitless way. That is the promise fully integrated hardware- this is Ophelia’s promise to the future of mobility.

For Dell, this presents an opportunity to become the leader in end-user virtualization. Dell has the chance to relegate other vendors to merely the role of supporting cast. The question remains though, will Dell seize the moment? You can be sure that VMWare, Citrix and Microsoft all operate in a space where Ophelia has very real consequences. Smart money says that it will be a race to see who can solve the puzzle first.  In the end, the solution will be a single piece of hardware that exists somewhere along the intersection of mobility, cloud and virtualization.

Email: Reserach@BlueHillResearch.com

Twitter: @BlueHillBoston

Posted in Analytics, Blog, General Function, General Industry, Mobility, Research | Tagged , | Leave a comment

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