Turbotodd

Ruminations on IT, the digital media, and some golf thrown in for good measure.

Archive for the ‘leadership’ Category

Talking Through The Cosmos

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What day is it again?

Oh, yes, Wednesday.  Hump day.

I’ve been so busy this week on back-to-back phone calls that I’ve hardly had an opportunity to lift my head and see what’s going on in the world.

I finally took a few moments this morning to do so, and discovered a couple of tidbits on the mobile front. One, the new Samsung Galaxy IV is now available, and two, the QWERTY keyboard version of the new BlackBerry, the Q10, is also available.

On the former, it’s a mixed bag according to the Verge, though a mostly positive bag but one that suggests Samsung Galaxy has plenty of “good enough” competition not to warrant the steeper price of entry for the IV.

And on the latter, TechCrunch writes the Q10 is “a QWERTY keyboard smartphone comeback worth waiting for,” which I’ll consider at least a semi-positive endorsement.

Me, I’m sticking with my LG Cosmos 2 feature phone.

Being a social and digital media guru of sorts, people look at me like I’m from another planet when carrying this phone.  That alone is a good reason to do so, as it’s a great conversation starter: “What the hell are you doing with that phone??!”

The other is, I like having a phone that works as a phone.  I have an HTC Android device, a Kindle, an iPod Touch 5th gen, an iPod Touch 2nd gen, and an iPad 1st gen for all my tablet needs. But for all the time I spend on the phone, good battery life and strong signal reception are key, and the Cosmos 2 continues to deliver day after day without fail.

“Can you hear me now?” are words rarely spoken through the Cosmos.

Speaking of the cosmos, in the social media realm IBM just announced that for the fourth consecutive year that IDC ranked them number one in worldwide market share for enterprise social software.

Yay team.

Fact is, social networking adoption continues to soar as businesses look to transform their organization into a smarter enterprise that is capable of empowering a global workforce and transforming client experiences.

According to IDC, the worldwide enterprise social market segment reached 1.0 billion in 2012, representing growth of 25 percent over 2011.

As this demand grows, organizations are looking to introduce social capabilities into all key areas, from marketing and research innovation to sales and human resources. The challenge is that many lack the ability to capture and share the unique insights from each employee and use it to help drive real value to the business.

IBM’s social business software and services pair powerful social networking capabilities with analytics that help companies engage all key stakeholders whether an employee, customer or partners in order to accelerate innovation and deliver results.

Today, more than 60 percent of Fortune 100 companies have licensed IBM’s solutions for social business, including eight of the top 10 retailers and banks.

IBM’s social networking platform, IBM Connections, allows for instant collaboration with one simple click and the ability to build social communities both inside and outside the organization. We live by it inside IBM these days, and it’s available both on premise and in the IBM SmartCloud for Social Business. IBM currently has three IBM SmartCloud for Social Business facilities based in North America, Europe and Asia Pacific.

You can learn more about the latest version of IBM Connections in the video below.

Live At IBM Pulse 2013: NFL Quarterback Peyton Manning On “Getting Back To Zero”

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NFL quarterback Peyton Manning explains to the IBM Pulse 2013 audience in Las Vegas the importance of effective decision making in football and in life.

NFL quarterback Peyton Manning explains to the IBM Pulse 2013 audience in Las Vegas the importance of effective decision making, in football and in life.

Peyton Manning has earned his way into NFL history, playing for the Indianapolis Colts for 14 seasons before making his way west to the Denver Broncos, where he had to learn a completely new playbook and offense.

The backstory: After undergoing extensive neck surgery in May 2011, he was forced to miss the entire 2011 season with the Colts and was released in March 2012, at which point he visited with and worked out with several NFL teams during a two-week period before settling on the Broncos.

Along the way, Manning developed his own personal playbook for cultivating leadership and effective decision making, the points of which he shared in the IBM Pulse 2013 day three general session.

The four-time MVP quarterback hit the stage running, explaining he’d just returned from a USO tour overseas where he’d been visiting the troops. He began by explaining that he “hope what happens in Vegas stays in Vegas, because I don’t need the Ravens and Patriots to hear some of what I’m telling you today.”

Manning then segued into his key theme, the art and science of decision making and “how quality decision making leads to resilience.”

Manning explained to the gathered Pulse audience that “people make decisions every day,” but that there are those who “make good decisions habitually,” and acknowledging that “it’s easier to practice a skill when the heat is off and when there’s nothing important on the line.”

But unlike most people, Manning explained, “my decision making is instantly judged by 80,000 fans in the stadium and millions on Twitter” — and that he wouldn’t have it any other way.

In fact, Manning explained, “I savor being on the front line,” and that “you can’t wait for someone else to make or execute the plan — you have to be willing to take the risk, even when you have doubts.”

“If not you,” Manning queried, “ then who?”

The key, he went on to explain, is that you make key decisions without hestitation and no stutters, because “when you demonstrate 100% confidence, your team will follow.”

Manning acknowledged that he’s become known for “making audibles,” calling plays ad hoc once his team is lined up in reaction to “something I’ve noticed on the field.”

Manning claimed that his teammates have to trust those instant, snap decisions, and “that if they hear it in my voice that I believe in my decision, that they’ll believe in it, too.  They’ll run better and they’ll block better.”

But to get to that level of confidence, Manning explained, it requires an enormous amount of preparation.  Days of practice, of watching and analyzing game and practice film on his iPad, talking with his teammates.

“Usually there is no one right answer,” Manning conveyed, “but you can’t build decisions on hope. You need a strong and more stable foundation, and thorough preparation is absolutely essential.”

Every week, Manning said, “I gather every piece of relevant information about my opponent, and I study every tendency a defense has. I know exactly what coverage to expect and how to counter it.”

But once on the field, he simply “blots out both the spotlight and the noise and then just decides. It doesn’t matter what the situation is. I can eliminate options before the ball is even snapped.  That allows me to take more calculated risks more confidently.”

Because at the end of the day…or perhaps more appropriately, at the end of the fourth quarter, “If you’re the boss or the quarterback, that’s what you’re paid to do.”

And even with all that preparation, Manning acknowledged, “it’s important to recognize that you can thoroughly prepare and still be hit by a thunderbolt.”

“Some decisions in life,” Manning explained “just aren’t yours to make.”

Manning explained his own decision making philosophy as “getting back to zero.”

“We have seconds to pick ourselves up off the field after we’ve been hit and immediately focus on what’s ahead. You can’t dwell on what just happened, because if you do, your head just won’t be in the game.”

Manning then channeled that great American writer, Ernest Hemingway: “The world breaks everyone and afterward many are strong in the broken places.”

After his injuries in 2011, Manning related that “I’ve learned to savior what resilience can do for people.” His first pass after his rehabilitation “went literally about ten feet,” and he explained “it’s hard for most people to understand the magnitude of changes and the elasticity needed” after such an ordeal.

He had to take his rehab slowly, that the healing had to “happen at its own pace. And no matter how painful it was, I had to accept that.”

Once he arrived in Denver, he explained, he also had “to get my team to trust that I could lead the Broncos. I was now one of them and I was going to put the work into making us a winner.”

Despite taking a brutal hit during a preseason game that year, he bounced up for more. “Resilience was the reward for more meticulous preparation and strategic decision making.”

Written by turbotodd

March 6, 2013 at 7:08 pm

Turbo Slidecast: Organizing For Social Business

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I mentioned in a post recently that I was to speak at the annual WOMMA Summit (WOMMA standing for “Word Of Mouth Marketing Association”) about IBM’s efforts to better organize itself to take advantage of the social business opportunity.

After lumbering through the SlideShare “slidecast” capability and learning my way around (and no, it really wasn’t that difficult — I’m just a slow learner), I was able to create a slidecast of the presentation I gave in Las Vegas for those of you who may be interested.

As I noted in that blog post leading up to my talk, the general theme of my session there centered on the challenges and opportunities larger organizations face as they go about building their social strategies, and sharing particular insights and experiences we’ve had inside IBM on this front.

At IBM, our social business strategy has very much centered around one of our best market-facing emissaries, the IBMer! If you’ve kept pace with any of our marketing initiatives in recent times, you know that the IBMer is front and center in those communications, most notably in our TV advertising, but also extensively in the digital and social media as well.

But their participation doesn’t end there.

We’ve featured subject matter experts extensively across a wide range of topics and across a range of venues in the digital and social media space, as well as in other public and sometimes private venues (think conferences, events, customer meetings, etc.).

This direction is very much in keeping with IBM’s high-touch sales heritage, but builds on that legacy by making our people more accessible via social venues as well.

So, please, take some time out of your busy day if you’re interested in learning more about IBM’s social business efforts, and hopefully you’ll walk away with some of the actionable insights we’ve garnered that can help you and your organization in your own social business journey.

Just click on the arrow to play, kick back, and relax!

IBM’s 2012 Tech Trends Report: Skills, Skills, And More Skills!

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Across the four technology areas covered in the 2012 IBM Tech Trends Report  – mobile, business analytics, cloud and social business – only one in ten organizations has all the skills it needs. These shortages are not trivial or isolated. Within each area, roughly one-quarter report major skill gaps, and 60 percent or more report moderate to major shortfalls.

Across the four technology areas covered in the 2012 IBM Tech Trends Report – mobile, business analytics, cloud and social business – only one in ten organizations has all the skills it needs. These shortages are not trivial or isolated. Within each area, roughly one-quarter report major skill gaps, and 60 percent or more report moderate to major shortfalls.

Okay boys and girls, it’s that time of year.

No, not the time for Saint Nicholas to come shooting down your chimneys to deliver lots of tablets and smartphones for Christmas.

That time will come soon enough.

No, I’m referring to the results from IBM’s third annual Tech Trends Report, where we talk to an extended sample of technology decision makers to find out what’s on their minds.

In 2010, I explained from the results that it was all about mobile and the cloud.

Last year, the headlines centered on IBM’s Watson technology and business analytics.

This year…while we wait for the drum roll, let me first tell provide you with some background about this year’s study.

About the 2012 IBM Tech Trends Report Study

The 2012 Tech Trends Report is based on a survey of more than 1,200 professionals who make technology decisions for their organizations (22 percent IT managers, 53 percent IT practitioners, and 25 percent business professionals), and who come from 16 different industries and 13 countries (which span both mature and growth markets).

IBM also surveyed more than 250 academics and 450 students across those same countries in order to better understand how tech trends are impacting future IT professionals.

The Headlines This Year: What’s Old Is New, And What’s New Is An Emerging Skills Gap

According to this year’s survey, what’s old is new. Mobile technology, business analytics, cloud computing, and social business continue to be emergent key themes. What’s new is this: Though new and exciting business possibilities are emerging from these new capabilities, significant IT skills shortages, combined with lingering security concerns, are threatening adoption and business progress.

By way of example, the survey revealed that only one in ten organizations has all the skills it needs, and within each of the four areas previously mentioned, roughly one-quarter of respondents report major skills gaps, and 60 percent or more report moderate to major shortfalls.

The skills shortage is more acute in mature markets, with roughly two-thirds of respondents indicating moderate to major shortages versus roughly half in growth markets.

With respect to security concerns, they consistently rank as the most significant barrier to adoption across mobile, cloud computing and social business.

The report observes that IT security is not just a technology concern, however. It’s a broad business issue with far-reaching policy and process implications, and notes that moving into mobile means organizations must address the increased risk of data loss and security breach, device management challenges, and complications introduced by the growing trend toward “bring-your-own-device” (BYOD).

In cloud computing, it calls for policies on employee use of public cloud services, segregation of data within shared or hybrid cloud solutions, and ensuring the right data is in the right place subject to the right controls.

In social business, organizations need to consider customer privacy expectations, regulatory compliance, and employee guidelines on confidentiality, acceptable use, and protecting the corporate brand.

Pay Attention To The Pacesetters

So with all this in mind, which organizations are better positioned to create competitive advantage? Early adopters or late arrivers? Those focused on strategic impact or tactical implementations?

The data suggest it’s those companies forging ahead faster (in spite of adoption hurdles) and using mobile, analytics, cloud, and social technologies in more strategic ways.

The so-called “pacesetters” believe emerging technologies are critical to their business success and are using them to enable new operating/business models.

They’re also adoption ahead of their competition.

What sets them apart from the “followers” and “dabblers” are three key factors: They’re more market driven, they’re more analytical, and they’re more willing to experiment.

And where they say they’re headed next also provides a learning opportunity.

More than 75 percent of pacesetters are increasing investments in mobile and cloud computing over the next two years, and they’re betting heavily on business analytics and social business (two to three times as many pacesetters are raising those investments by 10 percent or more).

With respect to skills, 70 percent of pacesetters are building capabilities in mobile integration, security, privacy, and mobile application architecture, design and development.

Twenty-eight percent have already developed business analytics expertise in probability, statistics and mathematical modeling (and another 60 percent are eagerly developing those capabilities).

In cloud computing, more than 70 percent are developing skills in cloud security, administration, and architecture.

The 2012 IBM Tech Trends Report data suggests an opportunity for organizations everywhere to help close the large and expanding technology skills gap. Is your organization prepared to take these important and often necessary actions?

The 2012 IBM Tech Trends Report data suggests an opportunity for organizations everywhere to help close the large and expanding technology skills gap. Is your organization prepared to take these important and often necessary actions?

And nearly one-quarter of them have already built the expertise needed to extend social business solutions to mobile and to perform social analytics.

Their intent to combined technologies — mobile and social, social and analytics, etc. — are helping drive even greater business value for their organizations.

The 2012 IBM Tech Trends Upshot?

CEOs understand the external factors impacting their organizations most: Technology and skills.

But one without the other is a recipe for innovative decline, and to effectively address these interconnected imperatives, business and IT executives need new approaches for bridging skills gaps and helping their organizations capitalize on the strategic potential of emerging technologies.

The figure to the right demonstrates specific actions that can help you as a leader move your organization into a pacesetting position.  And IBM is also stepping up and offering some new skills-building initiatives as well.

Bridging The Skills Gap

On the heels of this study, IBM has announced an array of programs and resources to help students and IT professionals develop new technology skills and prepare for jobs of the future.

The initiatives include new training courses and resources for IT professionals, technology and curriculum materials for educators and expanded programs to directly engage students with real-world business challenges.  You can learn more about those here.

Something Special In The Air

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There’s really nothing like the joys and vagaries of business travel.

Yes, I’m back in Las Vegas, this time for the Word of Mouth Marketing Association Summit, but it was quite the chore getting here.

Never mind that my lowest offer air fair required that I leave at 7:20 AM on a Sunday… That I could deal with.

But as our airplane in Austin was taxiing towards the runway for takeoff, it became quite evident a disgruntled traveler was not a happy camper, and poised to potentially cause quite a bit of trouble during the flight.  He was being very rude to the flight attendants, and was allegedly pontificating about terrorism to his fellow passengers (he was seated a number of rows ahead of me, so I couldn’t quite make out the details).

Thankfully, the American Airline’s staff was on top of the situation, and they weren’t about to take off with this guy and his pontifications, who was refusing to follow simple and reasonable directives from the flight staff (like not getting out of his seat to go to the restroom on an active taxi-way).

So, AA promptly taxied the plane back down the active runway, where the gentleman causing the ruckus was met by some of Austin’s finest security officials and very politely escorted off the plane.

Then, the Captain came on to explain the situation: “Ladies and gentlemen, at American Airlines we strive to be attentive to ALL our customer’s needs, and the customer who was just escorted off the plane had some very special needs we felt important that he get tended to.  We’ll now be on our way to Los Angeles.”

I laughed out loud, as did a number of other passengers — in one quick moment, the captain reassured his very antsy set of passengers, explained the situation in just as much detail as was really needed, reassured us that the troublemaker’s baggage had been removed from the plane, and indicated we would be on our way shortly.

We could now take off with a clear conscience and no concerns.

So I want to say a big thank you to JoAnn, Queen, the Captain, the dead-heading AA pilot, and the rest of the crew of Flight 457 this past Saturday on the flight from Austin to Los Angeles (and on to Vegas).

Your professionalism and calm amidst that minor storm demonstrated to your passengers that you can only “Be yourself. Nonstop” when the planes are moving, and safely, and you made sure they did both on Saturday, and I just wanted to thank you for that.

Written by turbotodd

November 12, 2012 at 6:35 pm

IBM Board Elects Virginia Rometty As Chairman

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The IBM board of directors today elected Virginia M. Rometty chairman of the board, effective October 1, 2012.

Today, the IBM board of directors appointed Virginia M. Rometty chairman of the board, effective October 1, 2012. Rometty currently serves as President and Chief Executive Officer of IBM. Ms. Rometty was appointed to these positions effective January 1, 2012. Ms. Rometty began her career with IBM in 1981 in Detroit, Michigan. Since then she has held a series of leadership positions in IBM, most recently as Senior Vice President and Group Executive, IBM Sales, Marketing and Strategy. Ms. Rometty is a leader in diversity initiatives including IBM’s Women in Technology Council and the Women’s Leadership Council, and is one of the senior sponsors of the Women’s Executive Council. She is a frequent speaker at industry and business conferences, and has been named to Fortune magazine’s “50 Most Powerful Women in Business” for seven consecutive years, including most recently in 2011. Ms. Rometty serves on the Council on Foreign Relations; the Board of Trustees of Northwestern University; and the Board of Overseers and Board of Managers of Memorial Sloan-Kettering Cancer Center. She holds a Bachelor of Science degree with high honors in computer science and electrical engineering from Northwestern University.

Mrs. Rometty succeeds Samuel J. Palmisano, who is stepping down from the board effective October 1, 2012.

Mr. Palmisano will become Senior Adviser to the company until he retires on December 1, 2012.

As of October 1, 2012, Mrs. Rometty’s title will be IBM chairman, president and chief executive officer. Mrs. Rometty, 55, is currently IBM’s president and chief executive officer.

She succeeded Mr. Palmisano as IBM’s ninth CEO in January of this year, after holding senior leadership positions in IBM’s services, sales, strategy and marketing units.

Mrs. Rometty led the successful integration of PricewaterhouseCoopers Consulting — the largest acquisition in professional services history, building a team of more than 100,000 business consultants and services experts.

She became a director of IBM in January.

Mr. Palmisano, 61, became IBM chief executive officer in 2002 and chairman of the board in 2003.

During his tenure, IBM transformed its product and services portfolio, exiting commoditizing businesses, including PCs, printers and hard disk drives, and greatly increasing investments in analytics, cloud computing and other high-value businesses and technologies.

He has overseen the transformation of IBM from a multinational into a globally integrated enterprise. During Mr. Palmisano’s tenure as CEO, IBM created over $100 billion of total shareholder value.

Written by turbotodd

September 25, 2012 at 10:18 pm

Live @ IBM Smarter Commerce Global Summit Madrid: IBM VP Maria Winans On Smarter Commerce Marketing

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Maria Winans, IBM vice president, Industry Solutions Group, has helped champion IBM’s marketing strategy for its “Smarter Commerce” initiative, and has been instrumental in leading IBM’s efforts to reach beyond the traditional IT audience and into the “C-suite,” including most recently, to chief marketing officers.

Scott Laningham and I spoke to a number of IBM execs, partners, and subject matter experts at the IBM Smarter Commerce Global Summit this week, one of whom has been a key driver for IBM’s events catering to business executives.

Maria Winans is a vice president with IBM Software’s Industry Solutions group, and spent countless hours leading a team that prepared for the Madrid Summit, among others.

Maria and her team are laser-focused on helping take IBM software solutions to market by industry, centering their energy on a number of key verticals, including the retail and banking industries, among others.

Maria discussed a number of important issues in our conversation, including the trend towards communicating more with the “line-of-business” customer set, and the requisite changes that that is driving in IBM’s go-to-market efforts.

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