Synopsis: Ict:

innovation and the digital economy Empowering people, promoting SMES and flexicurity-Promoting entrepreneurship & SME development-Promoting employability & adaptability-Flexicurity:

and monitors their implementation, followed by the National Semester, i e. the implementation of the agreed policies by the Member States.

including broadband and mobile networks, to support multi-channel operations. Furthermore, all EU citizens need the necessary information to become digitally savvy;

and introduce more coherence in the gathering of data about the impacts on SMES which are underestimated often

driven primarily by the rapid expansion of the digital economy. Retail and wholesale are adapting at pace,

including broadband and mobile networks, to support multi-channel operations; educating all citizens, so that they are digitally savvy-this is crucial for getting jobs

Using big data for the future of personal transportation: DATASIM Published by Newsroom Editor(/digital-agenda/en/users/Newsroom) on 26/11/2014 Many scientists point out that the goal of social sciences is not simply to understand how people behave in large groups,

DATA SIM (http://www. uhasselt. be aimed/datasim at providing an entirely new and highly detailed spatial-temporal microsimulation methodology for human mobility, grounded on massive amounts of Big data of various types and from various sources, like GPS, mobile phones and social networking sites.

With the goal to forecast the nationwide consequences of a massive switch to electric vehicles, given the intertwined nature of mobility and power distribution networks,

More information (http://www. datasim-fp7. eu/)(http://ec. europa. eu/digitalagenda/sites/digitalagenda/files/newsroom/data sim 8138 1 83. jpg) A Europe 2020

and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.

and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version,

trying to examine technological issues such as Big data, Cloud computing, Mobile services, etc.,from a managerial perspective, aiming to reach a wide spectrum of executives,

which analyses and discusses the managerial challenges of technological trends focusing on governance models, the transformation of work and collaboration as a consequence of the digitization of the work environment,

summarizing the vast literature in information systems, digital marketing, and computer science and identifying the most cutting edge phenomena is an arduous task.

I congratulate Vincenzo for this book and look forward to seeing it in print soon. Anindya Ghosev Preface This book aims to discuss

to be the first of a yearly outlook focused on digital trends emerging from both the managerial and scientific literature,

such as, for example, the different perspectives of Information systems research (from management to computer science and engineering, among others).

, MIT Sloan Management Review, IEEE Computer, or the Communications of the ACM (CACM) have such a mission of connecting research and industry practices,

encompassing their respective areas (management, engineering, and computer science. However, these publications are going to be a part of the large set of information and body of knowledge together with other journals such as, e g.,

, Management of Information systems Quarterly (MISQ), Communications of the Association for Information systems, Management of Information systems Quarterly Executive (MISQE), Information systems Research, European Journal of Information vii Systems, Journal

of Information technology, Information systems Journal, and conferences such as International Conferences of Information systems (ICIS), European Conferences of Information systems (ECIS), America's Conferences of Information systems (AMCIS)( just to mention some of the Management of Information systems research sources),

that this book aims to consider for identifying the challenges, ideas, and trends, that may represent‘‘food for thoughts''to practitioners.

as said above, the book aims to be the first of a yearly outlook focused on digital trends emerging from both the managerial and scientific literature.

In particular, Part I first considers Digital Systems Trends issues related to the growing relevance, on the one hand, of Big data, Cloud computing,

Focusing on systems evolution trends from a technology push perspective, the analysis will move from information and service infrastructure topics such as Big data and Cloud computing,

and constraints emerging from social networks paradigms, such as, e g.,, crowdsourcing and people services. Moreover, this part of the volume will explore the identity challenges for businesses both as security and privacy issues;

digital identity will be discussed also as with regard to brand management in the actual digital ecosystems, and the consequent constant revision of value propositions and business models for rebranding a company digital business, due to strict time to market.

Giuseppe Airoldi, all formerly at the Institute of Organization and Information systems at Bocconi University, who have created a rich and rigorous research environment where

, Miroglio, Oerlikon Graziano, Perfetti, Pirelli, Prysmian, Rolex, Saipem, Snam, Sorgenia, Telecom italia Terna, Unilever, Vodafone and Wind.

For the public sector: Agenzia per l'Italia Digitale, Comune di Milano and Consip. I would especially like to acknowledge all the people that have supported me during these years with insights and suggestions.

and Nadia Neytcheva Head of Research at the Business Technology Outlook (BTO) Research Program who have provided

and all the bright researchers at Business Technology Outlook (BTO) Research Program that have supported me in carrying out interviews, surveys, and data analysis:

Vincenzo Morabito Acknowledgments xiii Contents Part I Digital Systems Trends 1 Big data...3 1. 1 Introduction...

3 1. 1. 1 Big data Drivers and Characteristics...5 1. 1. 2 Management Challenges and Opportunities...

19 2 Cloud computing...23 2. 1 Introduction...23 2. 1. 1 Cloud computing: Service Models...24 2. 1. 2 Cloud computing Service Providers...

25 2. 2 Strategic and Managerial Challenges and Opportunities...26 2. 2. 1 Challenges Accompanying Cloud computing...

27 2. 2. 2 Advantages and Risks in Cloud computing Outsourcing Projects...28 2. 2. 3 Managing Changes and Organizational Issues...

32 2. 3 Deployment Models (Private, Public, Community and Hybrid...33 2. 4 Guidelines and Recommendations...

34 2. 4. 1 Choosing a Cloud computing Service Provider...34 2. 4. 2 Cloud computing Project Implementation Life cycle...

36 2. 5 Case studies...41 2. 6 Summary...44 References...44 3 Mobile Services...47 3. 1 Introduction...

47 3. 2 Mobile Services Drivers and Challenges...50 3. 3 Digital Management Solutions...56 3. 4 Case studies...

60 xv 3. 5 Summary...63 References...64 4 Social Listening...67 4. 1 Introduction...

67 4. 2 Marketing Analysis as Social Listening...68 4. 3 Information Growth and Market Opinion...

70 4. 3. 1 Text mining and Conversation's Analysis...72 4. 3. 2 Classification and Analysis Methods and Solutions...

Rethink User Computing Change Focus from Platform to User...96 5. 3. 3 Step 3:

Shorten the Time Frame for New Computing Approach Adoption...97 5. 3. 4 Step 4:

98 5. 4. 1 Work from Your Phone...100 5. 4. 2 Bring Your Own Media Tablet...

100 5. 4. 3 Bring Your Own Device for Vendors...100 5. 4. 4 The Boardroom...

102 5. 5. 1 Going Mobile Strategy...102 5. 5. 2 Modernize the Desktop Strategy...

102 5. 5. 3 Virtualization Strategy...103 5. 5. 4 Bring Your Own Device BYOD Strategy...

122 6. 4. 5 Social Software and Collaborative Systems and Tools...123 6. 4. 6 Online Communities...

126 6. 4. 7 Crowdsourcing...127 6. 5 Case studies...128 6. 6 Summary...130 References...

Maturity Model Integration COBIT Control Objectives for Information and related Technology COC Cross Organizational Collaboration Cop Community of Practice CRM Customer relationship management CSCW Computer

-Supported Cooperative Work CSFS Critical Success Factors Cxo C-level Manager DDS Digital data stream DMS Document management system ECM Enterprise

content management HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology ITIL Information technology Infrastructure Library KPIS Key Performance Indicators Nosql

Not only SQL R&d Research and development SMES Small and medium enterprises TOGAF The Open Group Architecture Framework VOIP Voice over internet Protocol xxi Part I Digital Systems Trends

Chapter 1 Big data Abstract The role of this Chapter is to introduce the reader to the area of Big data,

one of the IT trends actually emerging as strategic for companies competing in current digital global market.

The Chapter aims to clarify the main drivers and characteristics of Big data, both at technical and managerial level.

Furthermore, the Chapter aims at investigating management challenges and opportunities, identifying the main phases and actions of a Big data lifecycle.

suitable to support Big data-driven decision making and operational performance. 1. 1 Introduction‘‘Try to imagine your life without secrets''claimed the incipit of an article by Niv Ahituv appeared on the Communications of the ACM in 2001 1. The author preconized the advent of an Open

Information Society as a consequence of higher costs of information protection, proliferation and diffusion of computer networks, unlimited access to information by individuals and organizations,

what concerns the availability and the volume of data archived, stored, and exchanged as a consequence of the V. Morabito, Trends and Challenges in Digital Business Innovation, DOI:

and consumed through social networks and digital infrastructures. 1 However, we are facing a radical change, with a new breed of potential business leaders, users and consumers.

and breathe of the information flows in social networks and potentially see the world as a big data repository to be exploited,

adapted, and aggregated depending on their current needs. Digital Artifacts such as, e g.,, Wii, ipad, ipod, among others, represent an artificial extension of their human being,

allowing a seamless integration of the virtual world of social networks and playground as part of their own everyday life.

They post everything on Facebook and they‘‘makes a game out of everything''as said Brian Niccol chief marketing

and innovation officer at Taco bell, cited by Horovitz. Obviously, former generations make use of digital artifacts and social networks too,

but they are not as dependent on them as a digital citizen may be, requiring code of conducts, rules,

what the Economist called a Data Deluge 4, and they are worth to be considered in order to clearly understand actual and future business challenges of the phenomenon called Big data,

a core component of the information infrastructure upon which our society is building its own open environment. 2 1 In the following we use data

when we refer to raw, unstructured facts that need to be stored and processed by an information system,

in order to be meaningful and useful for an agent (being human or else a machine). Whereas we call information the useful and meaningful output of information systems,

being processed the data, organized, structured, and presented. Thus, adopting the General Definition of Information (GDI) we could define information‘‘data?

meaning''35. It is worth noting that computer based information systems are a specific type of information system and not exhaustive 36.

For a systematic survey on the different definitions, meanings and use of information we kindly refers the reader to 35,37. 2 Using an iphone app to request money from a nearby Automatic teller machine (ATM),

scanning the phone to retrieve the bill. This is an example of a Generation Z like evolution of ATM design towards a convergence with online and mobile banking,

with a consequent change in the volume and variety of data to be managed by banks and financial services providers.

Furthermore it shows how, e g.,, finance sector competition is facing the challenge of Paypal and Google Wallet diffusion and adoption by digital natives.‘‘

‘‘We think we'll attract a new client base, 35 and under, we didn't cater to before''said Thomas Ormseth,

Senior vice president of Wintrust Financial in an article appeared in July 2013 on Bloomberg Businessweek 38.4 1 Big data 1. 1. 1 Big data Drivers and Characteristics The spread of social media as a main

driver for innovation of products and services and the increasing availability of unstructured data (images, video, audio, etc.)

from sensors, cameras, digital devices for monitoring supply chains and stocking in warehouses (i e.,, what is called actually internet of things),

video conferencing systems and voice over ip (VOIP) systems, have contributed to an unmatched availability of information in rapid and constant growth in terms of volume.

As a consequence of the above scenario, the term‘‘Big data''is dubbed to indicate the challenges associated with the emergence of data sets

whose size and complexity require companies adopt new tools, and models for the management of information.

Furthermore, Big data require new capabilities 5 to control external and internal information flows transforming them in strategic resources to define strategies for products and services that meet customers'needs, increasingly informed and demanding.

Thus, Big data call for a radical change to business models and human resources in terms of information orientation and a unique valorization of a company information asset for investments and support for strategic decisions.

Nevertheless, as usual with new concepts, also Big data ask for a clarification of their characteristics and drivers.

At the state of the art the following four dimensions are recognized as characterizing Big data 6 8: Volume: the first dimension concerns the unmatched quantity of data actually available and storable by businesses (terabytes or even petabytes), through the internet:

for example, 12 terabytes of Tweets are created every day into improved product sentiment analysis 6. BIG DATA Cloud computing Social networks Internet of things Mobile 80%of the world's data is unstructured.

From 1. 3 billion RFID tags in 2005 to about 30 billion RFID today. Twitter processes 7 terabytes of data every day.

Facebook processes 10 terabytes of data every day. 220 Terabytes of Web Data. 9 Petabytes of dat-a Web. 2 billion Internet users by 2011 (worldwide.

4. 6 billion Mobile phones (worldwide. 1 2 3 4 Veracity Fig. 1. 1 Big data drivers and characteristics 1. 1 Introduction 5 Velocity:

the second dimension concerns the dynamics of the volume of data, namely the time-sensitive nature of Big data,

as the speed of their creation and use is often (nearly) real-time. As pointed out by IBM,

examples of value added exploitation of data streams concern the analysis of 5 million daily trade events created to identify potential fraud,

or 500 million daily call detail records in realtime to predict customer switch. Variety: the third dimension concerns type of data actually available.

Besides, structured data traditionally managed by information systems in organizations, most of the new breed encompasses semi structured and even unstructured data,

ranging from text, log files, audio, video, and images posted, e g.,, on social networks to sensor data, click streams, e g.,

, from internet of things. Accessibility: the fourth dimension concerns the unmatched availability of channels a business may increase

and extend its own data and information asset. It is worth noting that at the state of the art another dimension is considered actually relevant to Big data characterization:

Veracity concerns quality of data and trust of the data actually available at an incomparable degree of volume, velocity, and variety.

Thus, this dimension is relevant to a strategic use of Big data by businesses, extending in terms of scale

and complexity the issues investigated by information quality scholars 9 11, for enterprise systems mostly relying on traditional relational data base management systems.

As for drivers, cloud computing is represented in Fig. 1. 1, besides the above mentioned social networks, mobile technologies, and internet of things.

It is worth noting that a priority number is associated to each driver depending on its impact on one of the Big data characteristics.

As pointed out by Pospiech and Felden 7, at the state of the art, cloud computing is considered a key driver of Big data,

for the growing size of available data requires scalable database management systems (DBMS). However, cloud computing faces IT managers

and architects the choice of either relying on commercial solutions (mostly expensive) or move beyond relational database technology,

thus, identifying novel data management systems for cloud infrastructures 12,13. Accordingly, at the state of art Nosql (Not only SQL) 3 data storage systems have been emerging,

usually not requiring fixed table schemas and not fully complying nor satisfying the traditional ACID (Atomicity, Consistency, Isolation, e Durability) properties.

Among the programming paradigms for processing, generating, and analyzing large data sets, Mapreduce4 and 3 Several classifications of the Nosql databases have been proposed in literature 39.

Here we mention Key-/Value-Stores (a map/dictionary allows clients to insert and request values per key)

and Column-Oriented databases (data are stored and processed by column instead of row). An example of the former is Amazon's Dynamo;

whereas HBASE, Google's Bigtable, and Cassandra represent Column-Oriented databases. For further details we refer the reader to 39,40. 4 Mapreduce exploit, on the one hand,(i) a map function,

specified by the user to process a key/value pair and to generate a set of intermediate key/value pairs;

on the other hand,(ii) a reduce function that merges all intermediate values associated with the same intermediate key 41.6 1 Big data the open source computing framework Hadoop have received a growing interest

and adoption in both industry and academia. 5 Considering velocity, there is a debate in academia about considering Big data as encompassing both data‘‘stocks''and‘‘flows''14.

For example, at the state of the art Piccoli and Pigni 15 propose to distinguish the elements of digital data streams (DDSS) from‘‘big data'';

''the latter concerning static data that can be mined for insight. Whereas digital data streams (DDSS) are‘‘dynamically evolving sources of data changing over time that have the potential to spur realtime action''15.

Thus, DDSS refer to streams of real-time information by mobile devices and internet of things, that have to be captured

''and analyzed real-time, provided or not they are stored as‘‘Big data''.''The types of use of‘‘big''DDSS may be classified according to the ones Davenport et al. 14 have pointed out for Big data applications to information flows:

Support customer-facing processes: e g.,, to identify fraud or medical patients health risk. Continuous process monitoring:

e g.,, to identify variations in costumer sentiments towards a brand or a specific product/service or to exploit sensor data to detect the need for intervention on jet engines, data centers machines, extraction pump, etc.

Explore network relationships on, e g.,, Linkedin, Facebook, and Twitter to identify potential threats or opportunities related to human resources, customers, competitors, etc.

As a consequence, we believe that the distinction between DDSS and Big data is useful to point out a difference in scope and target of decision making,

and analytic activities, depending on the business goals and the type of action required. Indeed while DDSS may be suitable to be used for marketing and operations issues, such as, e g.,

, customer experience management in mobile services, Big data refer to the information asset an organization is actually able to archive,

manage and exploit for decision making, strategy definition and business innovation 8. Having emphasized the specificity of DDS,

that will be considered further in the Chapters of this book dedicated to mobile services and social listening,

we now focus on Big data applications. As shown in Fig. 1. 2 they cover many industries,

spanning from finance (banks and insurance), e g.,, improving risk analysis and fraud management, to utility and manufacturing, with a focus on information provided by sensors and internet of things for improved quality control, operations or plants performance,

and energy (Footnote 4 continued) Mapreduce has been used to rewrite the production indexing system that produces the data structures used for the Google web search service 41.5 See for example how IBM has exploited/integrated Hadoop 42.1.1 Introduction 7 management.

Moreover, marketing and service may exploit Big data for increasing customer experience, through the adoption of social media analytics focused on sentiment analysis,

opinion mining, and recommender systems (for details we refer the reader to the Chap. 4). As for public sector,

Big data represent an opportunity, on the one hand, e g.,, for improving fraud detection as tax evasion control through the integration of a large number of public administration databases;

on the other hand, for accountability and transparency of government and administrative activities, due to i) the increasing relevance and diffusion of open data initiatives, making accessible and available large public administration data sets for further

elaboration by constituencies 16,17, and ii) participation of citizens to the policy making process, thanks to the shift of many government digital initiatives towards an open government perspective 18 21.

Thus, Big data seem to have a strategic value for organizations in many industries, confirming the claim by Andrew Mcafee

and Erik Brynjolfsson 8 that data-driven decisions are better decisions, relying on evidence of (an unmatched amount of) facts rather than intuition by experts or individuals.

Nevertheless, we believe that management challenges and opportunities of Big data need for further discussion and analyses,

the state of the art currently privileging their technical facets and characteristics. In the following Section, we actually would try to provide some arguments for understanding Big data value from a business and management point of view.

BIG DATA Applications Public sector Banks/Insurances Marketing/Services Utilities/Manufacturing Sentiment Analysis Opinion Mining Social media Analytics Recommender systems Riskanalysis Fraud detection

Threatanalysis Credit scoring Fraud detection Tax evasion control Reduction in consumption of public utilities Quality management and control Sensor Data Fusion Fig. 1. 2 Big data applications 8 1 Big data 1 1. 2 Management Challenges and Opportunities In the Sect. 1

. 1. 1 we have provided a set of drivers and characteristics actually identifying Big data and their target applications.

However, they do not allow yet a clear understanding of the specific actions required for exploiting their research

and business value with regard to traditional information management problems. Indeed, on the one hand, as pointed out by Pospiech and Felden 7,

Big data seems to be yet another brick in the wall in the long discussion in the information systems field on information supply to decision makers and operations in enterprise.

On the other hand Big data change the rules of the game, asking to change the overall information orientation 22 of an organization (from the separation of stocks and flows,

to the need for paying an integrated and real-time attention to them). Thus, Big data are different

because they actually prompt a rethinking of assumptions about relationships and roles of business and IT,

moving information management and analytics from IT units to core business 14. Accordingly, Big data change decision making and human resources with regard to capabilities satisfying it, integrating programming, mathematical, statistical skills along with business acumen, creativity in interpreting data and effective communication of the results 5

, 8, 14. Therefore, Big data challenges can actually be addressed by actions asking a technological/functional or else a business perspective, depending on the skills required by the specific task to be held.

As for these issues Pospiech and Felden 7 identified clusters of the main perspectives resulting from a state of the art analysis on, e g.,

, information systems and computer science, among other fields, contributions to Big data research. In Table 1. 1 we classify these perspectives with regard to their type

and we associate actions they may be suitable to support in Big data value exploitation. Considering, the technological type of perspective, the Technical-Data-Provisioning classification mainly concerns storage related actions with regards to database management systems performance, in particular,

as for scalability and query performance. On the contrary the Technical-Data-Utilization classification addresses computational complexity issues related to both provision and use actions.

As for the business type of perspectives, it is worth noting that they provide the management complement to challenges

and actions that technological perspective is faced with. Whereas the Functional-Data-Provisioning one, mainly concerns approaches for the management of the data‘‘deluge''4,

leading to an advanced information demand analysis and improved information supply 7. Table 1. 1 Big data perspectives

and related actions Perspectives Types Actions Technical-data-provisioning Technological Storage Technical-data-utilization Technological Use Functional-data-provisioning Business Management Functional

-data-utilization Business Use Elaboration from 7 1. 1 Introduction 9 Thus, this may be seen as a management of information systems perspective, governing the overall lifecycle from Big data storage to use.

Nevertheless, the latter is suitable to be addressed with a Functional-Data-Utilization perspective, exploiting lessons learned

and experience in the usage of Big data from state of the art in various disciplines such as, e g.,, social sciences, finance, bioinformatics,

and climate science, among others 7. Considering now the actions required for exploiting Big data value,

Fig. 1. 3 provides a summary of the priority ones together with the related perspective (being technological, business,

or information system oriented), and the management challenges they have to provide answers and solutions. Priority actions in Fig. 1. 3 structure a lifecycle, starting from the (continuous) storage of data from the outer and inner flood involving today's organizations.

Here, the challenge concerns the fact that executives often argue that they have to make decisions based on information they do not trust

or they do not have. As pointed out by Tallon 23, managers have insights on value of data for their organization from profits, revenues,

recovery costs derived by critical data loss or inaccessibility. As a consequence they have to assess their information asset to decide about retaining

searching, acquiring new data and to invest on storage technology. Indeed, the value of data and information they allow to produce in the information lifecycle curve,

change depending on its currency and the usefulness in business processes and decision making 23,24. As shown in Fig. 1. 3,

the value of information augments with the positive impacts it has on business processes. In this case, the volume of data is reduced to a limited view on the asset actually stored in databases.

Thus, having a very large volume of data does not imply that it provides valuable information to an organization's business processes or to decision making.

Besides storage companies need actions for Big data management for (i) valuing information asset,(ii) understanding costs,

(iii) improving data governance practices to extract the right data 23,(iv) providing useful information to demanding business processes and decision making.

Volume of data Value of information BIG DATA Business Information systems Processes High High Technological perspective Business perspective Management Executives often have to make decisions based on information they do not trust,

or they do not have. 50%of managers say they do not have access to the information they need to perform their jobs.

Low Low Fig. 1. 3 Big data management challenges. Adapted from 7 10 1 Big data As for data governance

several approaches have been proposed in the literature for Data Quality Management (DQM) to face strategic and operational challenges with quality of corporate data 25.

Accordingly, scholars in the research areas of information systems and information quality have identified a set of enabling and inhibiting factors for effective data governance.

In Table 1. 2 we show the ones highlighted by Tallon 23 for implementing data governance practices suitable to support valuable Big data management.

The factors considered in Table 1. 2 act at organization, industry, and technology level, showing the enabling role of alignment, centralization, standardization,

and strategic use of IT orientation. Nevertheless, these enablers being recognized quite in theory and practice as a good management of information systems target, on the other hand,

they look as by far challenging, due to the distributed nature of Big data and the unpredictable dynamics of the digital environment producing them.

Furthermore, they often require business process management and optimization to get the target performance levels 26.

Thus, it is worth to be considered the advice by Awargal and Weill 27 that due to the increasing volatility of business environment,

organization may fail to exploit Big data. Indeed, optimization often leads to rigidity and inflexibility of business processes,

and use of Big data is what Awargal and Weill 27 called softscaling, requiring three core capabilities for companies

and their IT units to act as enabling factors for an‘‘empatic''use of information for value creation.

and exploit Big data to develop flexible strategy and business models, thus, anticipating and responding to volatility of market and customer needs,

Table 1. 2 Data governance enablers and inhibitors Factors Enablers Inhibitors Organization Highly focused business strategy Complex mix of products and services IT/Strategy alignment

Predictable rate of data growth Absence of industry-wide data standards Technology Culture of promoting strategic use of IT Data hoarding Standardization Weak integration of legacy IT systems

Adapted from 23 1. 1 Introduction 11 managing effectively data, supporting time-to market and evidence-driven decision making.

Furthermore, companies aiming to exploit the opportunities offered by Big data have to connect business agility to information value (axes in Fig. 1. 4), through informed empathy.

The latter meaning to contextualize data sources, improving data access to customers, employees, and value-chain partners,

This New Dehli based manufacturer of motorcycles and scooters integrated its Customer relationship management (CRM) with contextual data on young women customer experience entering India's workforce.

The above arguments and cases lead us to the third Big data lifecycle challenge. As for their use

as seen above, companies has to rely on new data management technologies and analytics to get evidence of facts rather than intuition by experts or individuals.

customer experience management, brand Create emotional ties Empathic use of information Business Agility Optimize Business processes Effectively manage data Operational excellence Focus on customers Decision making optimization IT enabler Value from information

actions and targets of IT as enabling factor 12 1 Big data management, and workforce planning and allocation.

Furthermore, Lavalle et al. 28 pointed out that among the impediments to becoming data driven, companies answer the following main issues:

Accordingly, organizations involved in the Lavalle et al. 28 survey expected that data visualization techniques are worth to become the most valuable in the next years,

and a consequent internal diffusion of data scientists among the employees 5. In addition, it is worth noting that data were considered not by interviewees among the main impediments to a full exploitation of Big data opportunities to business value.

However, managers considered as a priority or mandatory premise for their organization to have their data asset characterized by high degree of integration, consistency, standardization and trustworthiness.

Thus, we can summarize the main challenges and IT actions of Big data for business value as follows:

Convergence of information sources: IT in the organization must enable the construction of a‘‘data asset''from internal and external sources, unique, integrated and of quality.

Data architecture: IT must support the storage and enable the extraction of valuable information from structured, semi-structured as well as unstructured data (images, recordings, etc.).

Information infrastructure: IT must define models and adopt techniques for allowing modular and flexible access to information and analysis of data across the enterprise.

Furthermore, organizations must commit human resources in recruiting and empowering data scientist skills and capabilities across business lines and management.

Investments: The IT and the business executives must share decisions on the budget for the management and innovation of information assets.

Taking these issues into account, we can now provide a comprehensive representation of the factors

and evolution of Big data as key part of the digital asset of today's organizations. To this end, Fig. 1. 5 shows how digital asset components, i e.,

, IT portfolio and the data asset of an organization, actually are determined also by external data, applications,

and services due to the growing relevance of social networks, mobile services, and technology/paradigms such as cloud computing (we provide further details on each of them in Chaps. 2, 3 and 4, respectively).

1. 1 Introduction 13 As a consequence, the competitive environment and the outer context both represent the main Big data sources,

alimenting in a volatile and dynamic way the digital asset of an organization, which has to be managed by internal information systems likewise.

As shown in, Fig. 1. 5, both business decisions and actions rely on the digital asset of an organization,

although requiring different types of orientation in managing the information systems (IS). As for decisions, integration orientation seems to be required for satisfying the needs for optimization and effective data management of Big data.

Indeed, the greater the integration of a company's information system, the faster the overall planning and control cycles 29.

Applying to Big data issues the SIGMA model, that we have proposed in a previous work to improve strategic information governance modeling and assessment 29,

we argue that integration orientation refers to IS integration and is determined by two variables, application integration and data integration (see also 29,30).

Accordingly, integration orientation constitutes a fundamental lever of both analytic, information, and process orientation, facilitating the absorption and transformation of information and knowledge into evidence-driven actions,

Indeed, absorptive capacity measures the ability of an organization to complete a learning process as coping with IT complexity or in our case with Big data management and use by businesses.

which aim to exploit the opportunities of Big data for business performance and value. Decisions Actions Application integration Data Integration Integration Orientation IS Organizational Absorptive Capacity Process Orientation Change orientation Analytics Orientation Information Orientation IT PORTFOLIO DATA ASSET

COMPETITIVE ENVIRONMENT (Outer Context)( Services)( Data) DIGITAL ASSET Fig. 1. 5 A framework for managing digital asset 14 1 Big data Taking all the

contributions discussed in this section into account Table 1. 3 summarizes a set of strategy points

and recommendations for managerial actions in building what we call a Big data intelligence agenda. It is worth noting that a relevant factor

which illustrate at a glance how strategy points for Big data lifecycle phases in Table 1. 3 have been addressed in practice,

and strategy points for big data lifecycle phases Lifecycle phase Factors Recommendations Strategy points Storage Technology Consolidate corporate databases (internal)

and store relevant data from all information sources (internal/external) Relevance Management Technology Adopt analytics appropriate to the volume, variety,

and velocity of data (real-time) Timeliness and accuracy Management Industry/Organization Establish clear goals and articulate a vision coherent with market opportunities, effectively engaging customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and business

and diffuse collaborative and transparent use of information Organizational culture Use Technology Adopt data visualization tools

and manipulate data with real-time tools Timeliness/Simplification Use Organization Ensure access to information and an appropriate level of decision-making autonomy at all levels of the company Accountability 1. 1 Introduction 15 The first case study shows the relevance of having a clear business strategy aligned with IS strategy for Big data exploitation from social media.

The case has been discussed by Moses et al. 31 and concerns The Minnesota Wild, an ice hockey team based in St paul,

The Minnesota Wild Hockey Club has developed a social media strategy strongly aligned with its business strategy,

using mainly Facebook and Twitter, and the ability of these platforms to provide data that can translate user choices in demographic information valuable to achieve marketing and communications initiatives,

thus, maximizing the involvement of consumers and therefore the interest of sponsors. POINT OF ATTENTION:

and integrate internal and external data sources through appropriate storage and data warehouse technologies. Bahrti Airtel operates in the Indian mobile market characterized by constant growth.

In such a context, to remain competitive, companies must implement strategies geared to reach and engage a broad spectrum of potential customers with lifestyle,

Thus, data are the main asset for evidence-driven decision making. The claim‘‘Our objective is to have one version of the truth!''

''by Rupinder Goel, CIO of Bharti Airtel Limited, summarize the need for a single set of data that include finance, marketing, customer service,

Using Big data should be enhanced and supported by a business strategy focused and shared by the overall company functions and processes.

and should not be bound by formal standards that might reduce its effectiveness in the short and long term. 16 1 Big data As a consequence, Baharti Airtel,

including data warehouse systems aimed at the collection and subsequent analysis of data from various corporate activities.

The third case study, based on a Cloudera case history 33, focuses again on the relevance of consolidation and integration for retrieving valuable information from Big data, with a specific attention to data base technologies.

The case analyzes how Nokia, the Finland based global telecommunications company, has faced with these challenges.

Indeed, effective collection and use of data is strategic to Nokia for understanding and improvement of users'experiences with their phones and other location products/services.

Nokia leverages data processing and analytics to build maps with predictive traffic and layered elevation models

information on points of interest around the world, and to monitor and assess the quality of its mobile phones, among other issues.

Considering the case study, Nokia aimed to have a holistic view on people interactions with different applications around the world,

requiring an infrastructure that could support daily, terabyte-scale streams of unstructured data from phones in use, services, log files,

and other sources. The challenge has been to integrate its silos of applications, enabling a comprehensive version of truth from data captured at global level.

Furthermore, Nokia had to face the cost of capturing petabyte-scale data using relational databases. As a consequence

the choice has been to build an information infrastructure based on a technology ecosystem, including a Teradata enterprise data warehouse, Oracle and Mysql data marts, visualization technologies,

and Hadoop at the core of Nokia's infrastructure. POINT OF ATTENTION: Big data ask for a clear understanding of both IT Portfolio and data asset,

for identifying relevant data from all information sources (internal/external) to be stored, and for a savvy and sustainable choice of the right mix of technologies to consolidate corporate databases (internal)

and integrate new information sources (internal/external). As reported by Cloudera 33 the centralized Hadoop cluster actually contains 0. 5 PB of data.

The resulting infrastructure allows data access to Nokia's employees (more than 60,000), and efficiently moving of data from, for example, servers in Singapore to a Hadoop cluster in the UK data center.

Nevertheless, Nokia faced also the problem of fitting unstructured data into a relational schema before it can be loaded into the system,

requiring extra data processing step that slows ingestion, creates latency and may eliminates important elements of the data.

The solution has been found in Cloudera's Distribution that includes Apache Hadoop (CDH bundling the most popular open source projects 1. 2 Case studies 17 in the Apache Hadoop stack into a single, integrated package.

In 2011, Nokia put its central CDH cluster into production to serve as the company's information core.

Finally, we present a case study that shows how a Big data strategy can be implemented in a specific industry.

The case is based on a Consultancy case history 34 and shows how General electric Co. GE), the US based utility corporation, is building Big data and analytics capabilities for an‘‘Industrial Internet''.

''In 2011, GE announced $1 billion investment to build software and expertise on Big data analytics, launching a global software center in San ramon, California.

GE charged William Ruh from Cisco systems to lead the center, developing software and data science capabilities for GE's Big data domain of interest(‘the industrial Internet').

'POINT OF ATTENTION: Big data require top management commitment and investments, in particular, on human resources to be focused on data scientist capabilities.

Furthermore, talent management and employees retention have to be considered as a core target for the success of a Big data strategy.

As argued by Consultancy 34, GE envisions Big data as a $30 trillion opportunity by 2030,

using a conservative 1%savings in five sectors that buy its machinery (aviation, power, healthcare, rail,

and oil and gas), estimating the savings from an industrial Internet for these sectors alone could be nearly $300 billion in the next 15 years.

In particular Big data is strategic for a growing percentage of GE's business related to services, such as, e g.,

, supporting its industrial products and helping customers use GE's machines more effectively and efficiently.

Indeed, the GE assesses the success of software and analytics by their enabling a new portfolio of compelling service offerings, helping, e g.,

, airlines, electric utilities, hospitals to exploit GE's Big data expertise, generating big savings, likewise. Thus, human resources and talent management are key issues to GE Big data strategy.

The center has a staff of about 300 employees (most of them characterized as‘‘hardcore data scientists),

''located in San ramon and around the globe, as well (Bangalore, New york, and Cambridge), reporting into the center.

The center organizes employees into reference disciplines, such as, e g.,, machine learning, statistics, and operations research, among others.

Furthermore, centralization of the staff is motivated by three factors: an acute shortage of talent, having in depth data science and deep analytics capabilities;

a consequent need for employee retention; reusability in technology. 6 6‘‘The reason is you can't find the talent,

you can't maintain it, and so on. We believe this idea of reuse is going to differentiate the winners from the losers.''

''Ruh, reported by Consultancy (2013). 18 1 Big data 1. 3 Summary In this Chapter, we have discussed the business challenges of Big data as a core component of the information infrastructure upon which our society is building its own open environment.

Often referred as an IT trend, the Chapter has clarified the main drivers and characteristics of Big data,

both at technical and managerial level, emphasizing their differences with regards to, e g.,, digital data streams (DDSS;

the latter referring to streams of real-time information by mobile devices and internet of things, that have to be captured

''and analyzed real-time, provided or not they are stored as‘‘Big data''.''Furthermore, we have investigated management challenges

and opportunities, identifying the main phases and actions of a Big data lifecycle. As for these issues, the Chapter has pointed out the relevance of‘‘softscaling''approaches, balancing optimization issues, such as, e g.,

, integration and standardization of the information infrastructure, and an attention to experience and contextual needs for an empathic exploitation of Big data as a digital asset.

Finally, the Chapter has discussed a set of case studies, confirming the importance of a clear and shared Big data strategy together with investments

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Mcgraw-hill Osborne Media, New york References 21 Chapter 2 Cloud computing Abstract During the last decade, the Information and Communication Technology (ICT) industry has been transformed by innovations that fundamentally changed the way

we use computers, how we access information, how businesses derive value from ICT and how consumers live their daily lives.

This fast evolution made the ICT able to cover more areas in business and other fields.

It can be used to reduce costs by keeping accurate records of all the transactions that are happening in the company

which enables better stock controlling by using Electronic Point of Sales (EPOS), Electronic Data Interchange (EDI) and Electronic Funds Transfer at Point of Sale (EFTPOS),

and allows improved automation of the production process by using computer controlled machines. Moreover, marketing has benefited from ICT in many ways such as analyzing the results of market research in more effective ways by utilizing the capabilities of Business intelligence (BI),

ICTS have important role in improving communications between the different departments and branches within the same company,

among other firms by using mobile phones, emails, intranet, internet, and faxes, and between the business and its customers.

One important new development in the ICT field is the cloud computing, which will be investigated in details in this Chapter. 2. 1 Introduction The development of cloud computing started years ago with the emergence of grid computing.

Grid computing can be explained as the allocation of several computer systems in a parallel structure to solve one problem 1. Cloud computing is similar to Grid

but differs in the sense it aims to provide on demand access to a specific service

or pool of services over the network through virtualized IT servers such as data centers and specialized software applications 2. It is the latest development in the computing models that performs computing functions on multilevel virtualization and abstraction by integrating many IT resources.

The key features of cloud computing can be summarized in the following list 1: V. Morabito, Trends and Challenges in Digital Business Innovation, DOI:

10.1007/978-3-319-04307-4 2, Springer International Publishing Switzerland 2014 23 1. On demand self-service.

Defined as the process that enables the user to utilize computing capabilities, such as server using time and data storage, automatically and without human interaction. 2. Broad network access,

which enables the user to access the cloud computing resource from different platforms, such as mobile phones, laptops or PDAS. 3. Improved accessibility,

by providing the ability for the employees to access work applications and files from everywhere. 4. Resources pooling and allocation,

which enables the service provider to serve multiple customers as the same time by smartly allocating its resource to them 3. 5. Agile structure,

which is complementing characteristics for the previous feature and enables the cloud computing structure to comply with the user's demands. 6. Measured and controlled service.

This feature is important for both, the service provider and the consumer, since it provides transparency and clarity to their relation. 7. Reduced total cost of ownership,

which is achieved by sharing the same infrastructure by several clients. 8. Quick deployment of the cloud computing structure in comparison with traditional information systems implementations. 2. 1. 1 Cloud computing:

Service Models Dhar 4 defines cloud computing as the structure that provides the ability to the users to utilize the hardware, software,

and networking infrastructure over the Internet. From this definition, three levels of cloud computing can be defined (see Fig. 2. 1). The first level is the Software as Service (Saas). In this layer,

the applications such as office and enterprise systems are used over the network. This level is considered as the highest level of abstraction on the cloud.

The second level is the Platform as a service (Paas), which is considered as the next level of abstraction and provides essential application infrastructure services such as computation,

connectivity and emails access. The last layer is the Infrastructure as a service (Iaas), in which the client will have full ownership over the service provided such as virtual servers, memory and storage devices.

These layers are called also the application layer, the platform layer and the infrastructure layer respectively in

which each one of them is coupled loosely with the layers above and below and are illustrated in more details in Fig. 2. 2 5. In addition to these,

a new abstraction level in cloud computing has emerged recently and called Network as a Service (Naas).

It aims to support scalability and availability on highly dynamic networks 6. 24 2 Cloud computing 2. 1. 2 Cloud computing Service Providers In this section,

examples of the main names in cloud computing will be introduced. The first example is Amazon EC2 which allows users to rent virtual computers on

which to run their own computer applications. It runs over HTTP using REST and SOAP protocols.

It gives the subscribers the ability to launch and manage server instances in data centers using APIS.

The second one is Microsoft windows Azure platform, which is composed of three components. The first component which is Windows Azure provides Windows based environment to enable users to run applications and store data in data centers.

The second component which is SQL Azure provides data services in the cloud using SQL SERVER.

The last component which is. NET services facilitates the creation of distributed applications. The last example of cloud computing service provider is Google

which uses its own infrastructure that contains three independent but cooperated systems. The first one is Google File system,

which is distributed a proprietary file system that is developed by Google to provide efficient, reliable access to data using large clusters of Application Layer---Business Applications, Web Services Multimedia Platforms---Software Framework (Java, Python,.

NET) Storage (DB/File) Infrastructure---Computation (VM) Storage (Block) Hardware---CPU, Memory, Disk, Bandwidth Resources Managed at Each Layer Software as a service (Saas) Platform as a service

(Paas) Infrastructure as a service (Iaas) Examples: Google Apps, Facebook Youtube Microsoft Azure, Google Appengine, Amazon Simple DB/S3 Amazon EC2, Gogrid, Flexiscale Data centres Fig. 2. 2

Cloud computing architecture. Adapted from 5 Fig. 2. 1 The three layers of cloud computing. Adapted from 4 2. 1 Introduction 25 commodity servers.

The second one is the Big Table, which is simplified a model large-scale distributed database. Finally, the last one is the Map Reduce1 programming model that can be modified according to the characteristics of the applications that Google is running on its servers.

The previous three systems represent data storage data management and programming models respectively 5. 2. 2 Strategic and Managerial Challenges

and Opportunities The decision of whether to implement the cloud computing project by the organization itself

or to outsource it to a third party depends on the abilities and strategic objectives of the implementing company.

For instance 4 argues that outsourcing cloud computing would have positive effects on the management to achieve its goals such as to take the benefit of the increased globalization

and to deploy the products and services globally in order to gain competitive advantage, to generate higher revenues

and to achieve increased consumer satisfaction. In summary the advantages of outsourcing a cloud could be seen as:

1. Lower costs, since the service provider would reduce the direct and overhead costs of developing

and managing the required IT solution, which can be achieved by better management of the cloud computing pooling services to several clients. 2. Faster development cycle,

which can be achieved by getting the advantage of delivering the product to customers. 3. Performance assurance and quality,

which would be achieved by the vendor by utilizing better technologies and employing more experienced consultants in this field,

that can be provided by the cloud computing service provider, which allows the company to transfer the risk of failure to the vendor,

especially when the company does not have required the experience and the core competence in this field.

and the cloud computing service provider can be flexible enough to benefit both parties and to comply with supply

and Big data. 26 2 Cloud computing 2. 2. 1 Challenges Accompanying Cloud computing Businesses across industries have come to a consensus about the inherent business value of cloud computing

One of the key advantages for cloud computing is its ability to provide its service to several businesses simultaneously by acquiring

and the low level resources requirements such as CPU and memory in order to fulfill all demands. The automated service provisioning has been researched in the past

and to automatically allocate the resources that meet the requirements. 2. Virtual machine migration. Virtualization can be important for cloud computing by enabling virtual machine migration to balance the load throughout the data center.

Virtual machine (VM) migration enables robust and highly responsive provisioning in data centers. As a result, it can be concluded that the major benefit of VM migration is to avoid hotspots;

however, this is not straightforward. Currently, detecting workload hotspots and initiating a migration lacks the agility to respond to sudden workload changes.

Moreover, the in-memory state should be transferred consistently and efficiently, with integrated consideration of resources for applications and physical servers. 3. Server consolidation.

Server consolidation is an approach to the efficient usage of computer server resources for the sake of cost and electricity savings 7. However,

despite the benefits of this approach, server consolidation, bear many problems that have to be considered.

when VM changes its footprint on the server, which could happen as a result of maximally consolidating a server.

Thus, it is crucial to monitor the fluctuations of VM footprints in order to best mange server consolidation.

In addition, the system has to quickly response to resource congestion when they occur. 4. Energy management.

Energy efficiency and environmental considerations are very important factors in cloud computing that have to be well-thought-out in designing its architecture.

One example is the usage of energy efficient hardware architecture that allows better utilization of hardware resources such as CPU and memory.

energy-aware job scheduling and server consolidation are two other ways to reduce power consumption by turning off unused machines. 2. 2 Strategic and Managerial Challenges

and Opportunities 27 5. Traffic management and analysis. The importance of the analysis of the data traffic is faced by many challenges in cloud computing. These challenges stem from the difficulties in calculating,

measuring and predicting the traffic to the data centers, especially when they are composed of several hundreds of servers. 6. Data security.

The infrastructure provider tries to achieve best data security by meeting the following two objectives (1) confidentiality

for secure data access and transfer, and (2) auditability, for attesting whether the security settings of the application have been altered or not.

However, this factor forms big challenge for all stakeholders in cloud computing. This happens because of the structure of the cloud computing

In this case, it is critical to build trust mechanisms at every architectural layer of the cloud. 7. Software frameworks.

The main objective behind the cloud computing is to provide a platform to host and run large-scale data intensive applications.

These applications use the Mapreduce frameworks such as Hadoop for scalable and fault-tolerant data processing. However

modeling the performance of Hadoop tasks (either online or offline) and the adaptive scheduling in dynamic conditions form an important challenge in cloud computing. 8. Storage technologies and data management.

The concerns that can arise here come from the compatibility issues between the Internet-scale file systems that host the software frameworks such as Mapreduce on one hand,

and the legacy applications that are required to run on these file systems from the other hand. These issues are based on the differences in storage structure,

access pattern and application programming interface. 2. 2. 2 Advantages and Risks in Cloud computing Outsourcing Projects Cloud computing is like any other new development in IT,

since it has advantages and risks. According to 8, there are many benefits for utilizing a third party cloud computing service provider for the implementing company.

Those benefits are presented and explained in the following section: 1. The company will have the ability to manage the income and the expenditures,

since the cloud pricing model is clear and is affected less by the expenditures of the electricity, because of the savings on energy costs,

which would result in overall costs savings. 2. Participating successfully in the implementation of this project would improve the status of the management

and support engineers in the implementing firm. 3. Increased satisfaction of the support engineers by focusing on more important IT issues. 28 2 Cloud computing 4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support

Chang et al. 9 also suggest that shaping the right business strategies for cloud computing transformation would enhance the organizational sustainability.

Moreover, another study by Gai and Li 10 added more advantages that can be gained by transforming to cloud computing such as high expandability, friendly utilisation and environmental protection.

or down and the providers of this service can maximize the performance of the servers

and in spite of the tempting advantages of utilizing cloud computing in the business, 8 suggests there are s number of risks

when adopting cloud computing services. These risks are summarized as follows: 1. The customer service quality at the company might be affected with this change,

since the service provider will be in charge of their jobs of providing software and hardware support. 4. Based on the last point,

there will be a possibility of losing the expert employees, which would create a problem for the company

and authentication process as well as the lack of security standards that govern cloud computing. The importance of the security issues is addressed also by many other authors such as Srinisvasan et al. 11.

which could result in private data exposure. In such a case, the Cloud Service Provider CSP should ensure proper data isolation to handle such sensitive situation. 2. Identity management As the traditional identity

and access management is still facing challenges from different aspects such as security, privacy, provisioning of service as well as VMS, etc.,

hence, more considerations should thought of when considering it for cloud computing, since it needs to be more secure and sophisticated.

, how it grants employees access to physical and virtual assets, how it monitors these employees,

brand damage and productivity loss. 4. Virtualization issues Virtualization is very important in the cloud computing to achieve its goal of sharing resources.

which also called Virtual machine Monitor (VMM). It is a platform that allows multiple OS and related applications (called Virtual machines VMS) to run on a cloud machine concurrently to facilitate sharing of cloud resources.

Virtualization of enterprise servers introduces considerable security concerns. Associating multiple servers with one host removes the physical separation between servers,

increasing the risk of undesirable cooperation of one application (of one VM) with others on the same host.

Also, if an attacker gets the root to access the hypervisor, then it brings significant threats to the holistic view of cloud computing. 5. Cryptography and key management The need for appropriate and,

up-to-date cryptography systems with efficient key management will be the main objective for any CSP with highly sensitive customer information.

The following are the possible weak components of the cloud environment: communication channel between the customer and the CSP;

storage areas that are specified for customers'data; hypervisors; cloud mapping services. 30 2 Cloud computing B. Process and regulatory-related aspects,

and includes the following points: 6. Governance and regulatory compliance gaps The well-developed information security governance processes should exhibit the following characteristics:

scalable; repeatable; measurable; sustainable; defensible; continually improving; cost-effective. 7. Insecure APIS The Applications Programming interface (APIS) are the software interfaces that document how to communicate with the concerned software.

The CSP publishes those API to allow users to discover the available features of the cloud computing. However,

insecure APIS would invite attackers'attention to know the architecture of the CSP and internal design details which would lead to major security concerns for CSP as well as customers like cyberattacks

and illegitimate control over user accounts. 8. Cloud and CSP migration Transforming to the cloud

Data (and Application) migration, which will happen during the change to the cloud computing model and comprises risks related to data security and portability.

Level 2: Cloud migration, which will happen during the change from one CSP to another

and comprises risks about data migration security and about making sure that the old CSP, will delete customer's data on its cloud servers. 9. Service Level Agreement

and trust management gaps Service Level Agreement (SLA) is the document that details the agreed minimum performance provided by the cloud provider.

Therefore, the following SLA Security Qualities (SSQS) are important for any customer who wants to transform to cloud computing service model:

logical segregation of customer data; accessibility and auditability of the customer and CSP; guaranteed data deletion when customer is no longer with the CSP;

24/7 availability of the service; 2. 2 Strategic and Managerial Challenges and Opportunities 31 agreements on security related issues;

data ownership and loss of data since it is provided by a third party service provider, which can result in weak auditing ability of the service 12.

which needs to be able to deal with them by having backup plans in case of a disaster.

in order to check the correct transactions. 2. 2. 3 Managing Changes and Organizational Issues Outsourcing the cloud computing services can be considered as a very important step on the road of having agile and efficient business

One example is the resistance for change that may arise during the transformation to the cloud computing services 15.

and most importantly, top management support should be guaranteed at all time during the change process 17.32 2 Cloud computing Khajeh-hosseini et al. 8 also suggests that the organization implementing cloud computing has to consider the socio-technical factors that concern with interaction between the people and technology

in order to have smooth transition to cloud computing services. 2. 3 Deployment Models (Private, Public, Community and Hybrid) Cloud services can be deployed in different ways,

The chief advantage of this model is that the enterprise retains full control over corporate data and security and system performance.

when there are concerns about security and data sovereignty. In contrast to previous model, the public cloud is open for use by the general public i e.,

the cloud computing environment is dedicated not to a single organization. This model used when organizations from the same community and with similar requirements share a cloud infrastructure,

and project implementation life cycle. 2. 4 Guidelines and Recommendations 2. 4. 1 Choosing a Cloud computing Service Provider Choosing the cloud computing service provider is considered as a strategic decision for any organization,

flexibility, Service Legal Agreements (SLAS), security standards, backup strategies, customer support, downtime history and pricing policy.

Although Low and Chen focused their research on the Table 2. 1 Cloud computing deployment models Infrastructure managed by Infrastructure owned by Infrastructure located Accessible

Off-premise Trusted Hybrid Both organisation and 3rd Provider Both organisation and 3rd provider Both on and off premise Trusted and untrusted sumed by Adapted from 11 34 2 Cloud computing healthcare sector,

FDM is a combination of the Fuzzy logic, which is an approach for computing that is based on degrees of truth rather than the usual true

or false symbolized by (1) or (0) that represents the Boolean logic on which the modern computer is based,

and Delphi Method, which is a type of a collective decision-making method 20, with several rounds of anonymous written questionnaire surveys conducted to ask for experts'opinion 21.

Therefore, the fuzzy logic is used to provide more accuracy in making judgments and solves the problems exist in AHP 22.

At the third level, these criteria are decomposed into several sub-criteria that may influence an organization's choice of an appropriate cloud computing service provider.

The criteria in this three-level hierarchy are the ones that can be weighted in the approaches mentioned above to decide its importance for the concerned stakeholders 19.2.4.2 Cloud computing Project Implementation Life cycle Conway

and Curry 12 propose an implementation life cycle for cloud computing depicted in Fig. 2. 4. This cycle is divided into four major phases:

and expectations of moving to cloud computing and includes the activities and outputs shown in Table 2. 2. This step provides an understanding of the needs of the implementing organization

and how the transformation to the cloud computing model would help to meet those Outsourcing Provider Evaluation System Function Service Quality Integration Economics Professionalism Usefulness Ease of use Accuracy Tangibles Reliability Security

/Privacy Backup system System update Maintain service Education training Facility Reliability Specialisation Compatibility Link/Connection Flexible Interaction Customization Setup cost Maintain cost Price Reputation

Innovation New Hardware/Software Experience Fig. 2. 3 Cloud computing supplier selection. Adapted from 19 36 2 Cloud computing necessities.

This step faces some challenges such as satisfying the new requirements within the existing or new budget,

To identify which areas of the business are qualified to be moved to the cloud computing and includes the activities

a strategic planning will be done for the services that will be affected with the cloud computing transformation. This includes critical decisions such as staffing, communication, organizational rules and risk assessment.

there will be a planning for how the future state will be after transforming to the cloud computing service model.

how it will be managed, how it interfaces to the existing/remaining Fig. 2. 4 Cloud computing life cycle.

and its alignment with the business IT strategy for cloud computing Determine what role cloud computing will play within the IT strategy Strategic intent of moving to the cloud

and pricing model Detailed and clear tender documents for cloud suppliers 38 2 Cloud computing Phase 2:

backup plans and satisfying the overall strategic intent without making compromises. 6. Negotiate. To agree on all issues

having clear and solid backup plans in disaster situations and having clear contract get out clauses

and validate how the cloud service is performing 40 2 Cloud computing Phase 4: Refresh This stage is about the continuous review of the cloud service.

and get approval to start a new cloud service transformation project cycle. 2. 5 Case studies In this section we investigate some cloud computing related case studies

and we provide explanation about cloud computing outsourcing and its role in the strategic business change.

and solutions for Oil and Gas industry with offices in UK and in the middle East area and it shows the implication of the cloud computing transformation on the IT department in the implementing organization.

In this case study, Khajeh-hosseini et al. 8 argues that the costs will be 37%less over the 5 years period resulting of transforming an in-house data center to Amazon EC2,

a hurricane that hit and destroyed the company's operations including its entire IT infrastructure and data storage.

In response for this situation, the Vice president of Information technology suggested using cloud computing to move the company's Business Information systems (BIS),

which includes Executive Information system (EIS), a Management Information system (MIS), a Decision Support system (DSS), an Accounting Information system (AIS), a Transaction Processing System (TPS),

and a Supply Chain Management (SCM) system, to the cloud to cut internal information technology costs.

With a cloud computing solution, the IT department would be reduced from twelve people to six. IT infrastructure (servers

hardware, programs, processing) would be done by a vendor(‘‘the cloud), ''although responsibility for information technology would be retained by the company.

As the case unfolds, the authors explained that proper oversight was neglected; rash decisions were made; and a crisis developed.

The president took matters into his own hands, and without following proper protocols, selected a vendor that later went bankrupt

The strategic decision of selecting the cloud computing service provider is very important for the success of this IT transformation project

This project will be achieved by leveraging cloud computing technologies in the government data centers of the National Computing and Information Agency (NCIA.

This agency is consisted of two huge data centers that contain thousands of computer systems for about 47 organizations

and department, including the Ministry of Education, Science and Technology, the Ministry of Public Administration and Security, Korea Customs service, Ministry 42 2 Cloud computing of Construction and Transportation, the National Tax Service,

However, despite this centralized operation, there is no integration between the computer systems. This situation triggered the move to the cloud environment, in

and energy consumption by consolidating various redundantly operated information systems. Third, it provides an environment that can respond to user requests promptly via an automatic provisioning process based on on-demand operation.

Careful analysis of the benefits, opportunities and risks are very important in the transformation to the cloud computing environment.

The fourth case study is about introducing the cloud computing technologies to the Indian education system to overcome deficiencies,

The limitations and restrictions that might affect the cloud computing transition project and the actual usage of the system are as important as the benefits that might gained from it,

therefore they must be well thought of before starting this strategic transformation to the cloud computing. However,

The second is about to the risk related to the data protection and security, which is a very important factor that needs to be considered.

Guaranteeing the full support from the concerned parties is very important for the success of this project. 2. 5 Case studies 43 The last restriction is related to the Internet speed that might hinder the entire system especially that the system will target the rural areas

of India. 2. 6 Summary In this Chapter, detailed explanations about the concept of cloud computing, its characteristics,

Additionally, this Chapter provided a set of guidelines on how to choose the service provider as well as an implementation life cycle for the cloud computing transformation project.

Cloud computing is simply about an innovative IT model for providing an ondemand network access to a shared pool of configurable computing resources such as networks, servers and software applications.

and software they need over the internet and without any limit. Also, it provides many benefits

Cloud computing helps organizations to adapt quickly to market changes and to add flexibility to companies'current IT infrastructure

This Chapter provides a description about the risks accompanying cloud computing and how to manage them.

benefits and risks associated with cloud computing. These case studies show that many issues have to be considered before commencing with the transition to this new technological platform.

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ICCCNT12 26th 28th July 2012, Coimbatore, India References 45 Chapter 3 Mobile Services Abstract In this Chapter we discuss the main implications of mobility for digital business.

In particular, we introduce the reader to the drivers and the enablers that impose mobility as the characterizing feature of digital services,

Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:

from development and integration with enterprise information systems, to a secure supply to the final users, through a constant control and performance monitoring.

''This is how starts an article on Infoworld by Caroline Craig on‘‘wearable computing''1, reviewing among others the hot topics of the The Wall street journal's Allthingsd's D11 conference. 1 Since 2003 the event aims to highlight innovation,

Indeed, in the days when mobile devices such as smartphones and tablets have overtaken the role of Personal computers (PCS) and their leadership in terms of market-share,

company Kleiner Perkins Caufield Byers, in two Computing Cycles (i e. smartphones, and tablets cycles respectively) we are entering, faster than before, a third Computing Cycle of‘‘Wearables/Drivables/Flyables/Scannables''devices 2. Considering smartphones and tablets,

as reported by Infoworld 3, in 2013 a research company such as, e g.,, IDC has predicted that tablet shipments will hit 229.3 million units in 2013,

further expecting they will exceed PC shipments by 2015. This phenomenon can be related to other changes always noticed by Mary Meeker and Liang Wu for relevant players in the digital business, such as, e g.:

the rise of Groupon North america Transactions Completed on mobile (45%of total transactions) 2; the role of mobile in helping drive Facebook users and revenue 2. Moreover, analysts has placed in 2013 mobile applications

and development among the top priorities of CIO and IT budget 11 (considering Europe, nearly 2%of total expenditure, according to Computerweekly 12).

Thus, the convergence of digital devices and networks seems to have contributed to a consolidation, perhaps an overcoming,

On the other hand digitalization requires the convergence of digital devices and networks, fostering digital communication, processing, and storage of diverse types of information as a service.

‘‘Every year (sometimes twice), longtime tech analyst turned venture capitalist Mary Meeker drops her state of the internet presentation.

and here it is''36.48 3 Mobile Services consequence, digitalization requires the above mentioned digital enablers for service management capabilities have to be coupled with a key technology,

social networks, smart mobile communications, cloud computing, high bandwidth telecommunication networks contribute to create digital infrastructures for service provision,

crowdsourcing, lowering production costs. Furthermore, they contribute to create multi-sided markets3 where the business focus is on networking benefits for value creation, asking for new business models and pricing strategies, likewise.

discovery, and reuse Semantic web languages and technologies 5 for representing service resources Universal Description Discovery

and Integration (UDDI) for implementing registries of web services 6 Standards-based solutions for reuse, interoperability,

Standard executable languages for specifying actions within business processes as web services, such as, e g.,, the Business Process Execution Language (BPEL) 10 Usage models based service invocation Analytics Mining of event-stream data Real-time execution of business rules Adapted from 4

3 Multi-sided markets create value by enabling direct interactions between distinct types of affiliated customers 37,38.

for example, consider the growing importance of location-based application on mobile devices for marketing activities and social sensing (discussed in detail in the following Chap. 4) 15.

and opportunities. 3. 2 Mobile Services Drivers and Challenges Mobility is currently one the main characteristics of today digital information infrastructures.

However the diffusion of mobile devices such as, e g.,, smartphones and ipads or tablets, does not entail a consequent success of no matter services provided through them and accessible to a correspondent wide audience.

Furthermore, also the adoption of the above technologies may still find resistance by final users

analyzing the factors that make up the Technology Acceptance Model (TAM) 16 18 one among the most important and studied ones in the management of information systems research field 19,20.

Key technology service enablers Examples Social networking Facebook, Twitter, Google, etc.++Smart mobile communications iphone, ipad, Android OS Smartphones and tablets Cloud computing Amazon, dropbox, Google, Salesforce. com, Windows Azure, etc.

High bandwidth telecommunication networks Comcast, AT&T, Verizon, etc. Big data Amazon's Dynamo, HBASE, Google's Bigtable, Cassandra, Hadoop, etc.

Ultra-fast, low latency switches Cisco Networks, etc. High density, low cost chips IBM, Intel, AMD chips 50 3 Mobile Services As pointed out by Bagozzi 20, TAM is characterized by a‘‘parsimony''in the number of basic

constructs influencing the user intentions towards the usage of a technology. However, they are defined as follows in the original article by Davis 18

introducing the model 19, and inaugurating what is named currently the TAM research stream: perceived usefulness (PU) is the‘‘degree to

thus under an internal oriented perspective on a company information system. Thus, the origins of the model do not consider a complex digital ecosystems as the one acting in today market scenarios,

and result demonstrability), the latter related mainly to information systems characteristics. Taking these issues into account being perceived ease of use considered among the determinants of perceived usefulness,

Accordingly, the analyses of 21 have been based on anchors and adjustments related to individuals'general beliefs regarding a technology (in that case computers) and its use.

or great effort''18.3.2 Mobile Services Drivers and Challenges 51 concerned the following issues and new relationships (the latter represented by dotted arrows in Fig. 3. 1):

computer anxiety influence on perceived ease of use, when moderated by experience. As said above the research of TAM has produced a vast literature,

and costumers of digital services provided by‘‘new''mobile technologies and devices. As pointed out above

the TAM constructs are yet a core asset for the development of models, aiming to identify key drivers supporting IT as well as business executives decision making.

As for these issues, Fig. 3. 2 provides a representation of current efforts towards a framework for identifying mobile services behavioral intention and adoption drivers.

to mobile data services having an ubiquitous nature and an impact on individuals'lifestyle. In particular, they focus on devices designed to provide the users heterogeneous types of information, such as, e g.,

, data, video, and pictures, thus providing a suite of utilitarian and hedonic functions. Apart from traditional core constructs of TAM (such as perceived ease of Table 3. 3 Constructs and related anchors for perceived ease of use

elaborated from 21 Constructs Anchors Control Computer self-efficacy Perceptions of external control or facilitating conditions Intrinsic motivation Computer playfulness Emotion Computer anxiety 6 With a‘‘feedback''effect also on the internal portfolio of technologies, due to the adoption of personal devices by employees for work,

as we are going to see in Chap. 5 on the IT Consumerization phenomenon. 52 3 Mobile Services use and perceived usefulness), classified as‘‘general technology perceptions,

''Hong and Tam 23 consider the following four more clusters of determinants of mobile services behavioral intentions (see Fig. 3. 2, starting from the top left hand side):

Technology-specific perceptions, encompassing the unique features of the mobile technology as IT artifact and its usage contexts.

Demonstrability Anchor Computer Self-Efficacy Perceptions of external control Computer Anxiety Computer Playfulness Adjustment Perceived Enjoyment Objective Usability Technology Acceptance Model

Influence Psychographics Need for uniqueness Perceived enjoyment Demographics Gender Media Influence Fig. 3. 2 Mobile services behavioral intention drivers.

Adapted from 23 and 24 3. 2 Mobile Services Drivers and Challenges 53 perceived service availability as the extent to

, with smart phones, social motivation significantly influences their perceived value and satisfaction. Concerning social influence in mobile technology/services adoption, it is worth considering the contribution of studies such as, e g.,

and diffusion of innovations theory 26 for analyzing the role of social factors on the adoption of mobile advanced services. 7 In particular among other interesting results,

the positive impact of social influence on perceived ease of use (see Fig. 3. 2), that is one of the core TAM antecedents of behavioral intention;

however, that this dimension 7 The research and analyses were based on a sample of 542 Dutch consumers. 54 3 Mobile Services has received limited attention, in particular,

in the information systems research field 27. Indeed, considering the ageing phenomenon at global level and the inedited parallel presence and divide between digital natives and last century generations,

and the question about the diversity of factors influencing information technology acceptance between the latter and the individuals that in a sense accept their actual age.

in particular, referring to mobile devices, applications, and services have to be related to other research streams investigating, e g.,

, the difference of usage behavior between mobile phones and personal computers. In particular, it is worth mentioning the work by Ghose et al. 28

Considering the specific characteristics of mobile phones (reduced screen size etc.)) and the consequent search costs and constraints, e g.,

, the desktop or personal computer ones, in the following Section we are going to discuss which digital management solutions can be considered

and adopted for an efficient and effective implementation of mobile technology enabled service initiatives. 3. 2 Mobile Services Drivers

However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant

Integration, facing the issue of the alignment and adaptation to enterprise information systems, at software as well as data level.

but focused on the challenges of guarantying the privacy of data and the trustworthiness of mobile applications and services interactions.

and web-based, that we adopt to summarize the diversity of the ones available at the state of the art.

Development Platforms for Mobile Applications (App) based on a reference framework Application integration with enterprise information systems (software and data) Device management (data privacy and security) Software solutions

to support applications management on devices Development Integration Security Performance Fig. 3. 3 Digital management solutions 56 3 Mobile Services The native development

Wi-fi), working online as well as offline. The selection criteria for this model require an organization to carry out the following actions:

As for the web-based development model, it focuses on applications using the web browser already installed on the devices.

Deploy the application through a leaner channel (Web vs. EAS Enterprise Application Systems. Finally, we consider a hybrid development model.

which built applications using web technologies that ensure portability, however, integrating them with specific characteristics of the different devices.

fitting to a native development model or else to a web-based one. Consider the business impacts of the benefits related to a reduction of time

an organization faces management decisions concerning their integration with its own enterprise information systems (see Fig. 3. 3). Indeed,

often interfacing different preexisting platforms and heterogeneous databases. To solve the above issues, managers can follow an integrated

considering tools for application development, device management, monitoring of applications and systems integration of the data).

store These stores are managed at global level by manufacturers of mobile operating systems (Apple, Samsung, Google, Microsoft, RIM),

and other mobile workers) These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their management, use and updating.

ensuring the security of the data (see Fig. 3. 3) is by far one of the most critical issues in the field of development and management of mobile applications and services.

Considering Mobile device Management solutions, they facilitate the management of devices deployed across different mobile operators

or service providers, ensuring the safety of sensitive data access, user profiling as well as compliance with corporate policies.

and configuration for all mobile devices (company-owned as well as employee-owned) in the network of a given company.

and challenges for company data privacy and security by Bring Your Own Device (BYOD) and IT Consumerization emergent phenomena (see for details the Chap. 5 of this book).

As for Application Streaming solutions, they can be considered a kind of application virtualization. Indeed, they are basically an on-demand service distribution,

which kept applications on corporate servers with only core parts or a subset of an application's code installed on the device, making the other packages available in streaming on the user's mobile device,

Finally, Mobile device Virtualization solutions are a kind of hardware virtualization, allowing, e g.,, the use of two or more operating systems on the same mobile device.

These solutions on the one hand, provide the user with a certain Table 3. 6 Solutions suitable to enable device security management Solutions Benefits Drawbacks Mobile device management Simple to install Provide centralized management of the devices used by the user

Manage only devices, so the IT department of a company has to define policies to regulate the practices of users Application streaming The data is stored not directly on the device as well as a part of the application code,

ensuring greater safety Typically, the solutions delivered in streaming are native desktop ones, usually not always user friendly for mobile,

thus, not guaranteeing fast delivery of the service Mobile device virtualization The device can be used safely, even for personal purposes,

Require investment in infrastructure to ensure the effectiveness of the solution 3. 3 Digital Management Solutions 59 degree of freedom in the choice of the device and operating systems;

and business data as well as operating systems (the former managed by the mobile operators, the latter by the IT department of the company where the user is actually working).

, to the access and unauthorized disclosure of corporate data as well as the sharing of personal sensitive data. 3. 4 Case studies In this Section we discuss fact-sheets of case studies,

To this end, the adopted solution should have been able to operate on different mobile devices, regardless of operating system,

Run Everywhere, enabling the development of a single app, compatible with different operating systems (OS), such as, e g.,

, ios, Android, Blackberry, Winmobile), as well as facilitating the updates by the users 29,30. Thus, the Kony solution have been selected to deliver Toyota's Mobile Shopping Tool application,

60 3 Mobile Services use the customers'own device's camera to take a picture of a vehicle,

save and share on social networks or via e-mail, the‘‘Favorites''vehicles against other Toyota models,

Mobile services initiatives have to consider integration with existing back-end systems without the need to rewrite the application for multiple types of OS,

focusing on a country experience instead that a global one. Sodicam is a subsidiary of Renault Italy specialized in the sale of spare parts, accessories and products to post-sale,

the acquisition and processing of the orders were carried out on paper forms or by personal computer (which,

data on previous purchases of a given customer; the types of orders typically performed by a given customer;

and implemented with Vodafone a Sales force Automation mobile app for ios based tablets (ipad). The goal of the solution was to provide more useful information to sellers to increase the effectiveness of the sales (historical data on the customer, complete catalog, real time inventory, etc.

31,32. Thanks to the optical scanning of product codes, using the camera of the tablet,

and the access to historical cases of sales, the process of acquisition of orders has been streamlined, likewise.

The solution resulted in a reduction of the time of data entry, increased personal productivity,

and sales provide increased productivity, improved data quality, and knowledge on customers'behavior and history. 3. 4 Case studies 61 The following case is based on a Datalogic success story 33

because the comparison with data from the company's management system took place only in the final balance,

The adoption of a convergent approach, combining mobile applications and, e g.,‘,‘‘rugged''devices results in a reduction of errors and processing times, optimizing the operating performance of workers,

also offering real-time production data with a higher precision. To solve these issues, Habasit has implemented a solution based on the development of a mobile application and the purchase of rugged devices10 that,

Indeed, goods receipts have been carried then out automatically with Kymantm by Datalogic Mobile Wireless Handheld Computer and Barcode Scanner.

Indeed, the operators have to be able to scan the barcode using the optical drive of the tablet supplied,

thus, synchronizing the data on the availability of the product in a purchase order system by SAP.

Then, the Warehouse Management Software (WM) SAPDIRECTLY has to indicate where the scanned unit must be stored.

reducing time, increasing productivity and efficiency through the use of tablets and mobile applications development.

The case is based on an experience from Optism 34,35, a permission mobile advertising solution from Alcatel-lucent,

we refer the reader to the discussion on social sensing in Chap. 4. 10 Mobile devices designed to survive demanding environments, harsh conditions,

for dust, rain, humidity, strong shocks, repetitive tumbles and temperature extremes. 62 3 Mobile Services POINT OF ATTENTION:

focused on a continuous and appropriate listening to social networks as well as supported by multidisciplinary competencies, enabling an effective

in collaboration with Alcatel-lucent enabled by Optism. The service, called Easyadz, at its launch in the beginning of 2012 had more than 800

As for Coca-cola, the company used the service for their mobile‘Open and Win'campaign to drive consumer awareness on it

and encourage participation through viral and social media actions such as, e g.,, forwarding the campaign link. According to Optism 34, the campaign results in nearly 200,000 messages delivered in a 12 h period, with over 41,000 responses.

when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,

among the key issues for obtaining increased productivity, improved data quality, knowledge on customers'behavior,

As for the former, the adoption of a convergent approach, combining mobile applications and, e g.,‘

and applications need for a continuous and appropriate listening to social networks as well as the involvement of multidisciplinary competencies to enable an effective knowledge for implementing mobile solutions

References 1. Craig C (2013) Beyond Google glass: get ready for more wearable computers. Infoworld 2. Meeker M, Wu L (2013) Internet trends D11 conference 3. Samson T (2013) IDC:

PC shipments worse than predicted, tablet shipments get better. Infoworld 4. Rai A, Sambamurthy V (2006) Editorial notes the growth of interest in services management:

opportunities for information systems scholars. Inf Syst Res 17: 327 331 5. Antoniou G, van Harmelen F (2008) A semantic web primer, 2nd edn.

MIT Press, Cambridge 6. UDDI. org (2001) UDDI technical white paper 7. Papazoglou M (2007) Web services:

principles and technology. Prentice hall, Englewood Cliffs 8. Shuler JA (2001) XML, UDDI, and SOAP: the‘‘verbs''and‘‘nouns''of‘‘semantic electronic government information'':

''edited by John A. Shuler. J Acad Librariansh 27: 467 469 9. Papazoglou MP, Heuvel W-J (2007) Service oriented architectures:

approaches, technologies and research issues. VLDB J 16: 389 415. doi: 10.1007/s00778-007-0044-3 10.

Venkatesh V, Morris MG, Davis GB, Davis FD (2003) User acceptance of information technology: toward a unified view.

MIS Q 27: 425 478 64 3 Mobile Services 17. Venkatesh V, Bala H (2008) Technology acceptance model 3 and a research agenda on interventions.

and user acceptance of information technology. MIS Q 13: 319 339 19. Lee Y, Kozar KA, Larsen KRT (2003) The technology acceptance model:

integrating perceived behavioral control, computer anxiety and enjoyment into the technology acceptance model. Inf Syst Res 11: 342 365 22.

the case of mobile data services. Inf Syst Res 17: 162 179 24. López-Nicolás C, Molina-Castillo FJ, Bouwman H (2008) An assessment of advanced mobile services acceptance:

Contributions from TAM and diffusion theory models. Inf Manag 45: 359 364. doi: http://dx. doi. org/10.1016/j. im. 2008.05.001 25.

Ghose A, Goldfarb A, Han SP (2013) How Is the mobile internet different? Search costs and local activities.

Application offers enhanced customer service, social networking and exclusive mlottm shopping feature. Kony Press releases, 07 dec 2010. http://www. kony. com/content/kony-powers-toyotas-cutting-edge-mobile-shopping-tool-application.

Renault (2013) La app‘‘Vodafone saleforce solution''per Renault è tra le finaliste del‘‘Mob App Award Business''a Smau Roma 2013.

Datalogic (2012) Mobile computers connected to SAP: wireless inventory and warehouse management for Habasit 34.

Alcatel-lucent (2012) Etisalat Nigeria introduces permission-based mobile advertising to over thirteen million customers using Alcatel-lucent's Optismtm.

News Releases. http://www3. alcatel-lucent. com/wps/portal/!/ut/p/kcxml/04 sj9spykssy0xplmnmz0vm0y Qjzkld4x3txdul8h2vaqaurh yw!!?LMSG CABINET=Docs and resource Ctr&lmsg content file=News releases 2012/News article 002688. xml.

Mary Meeker's annual state of the internet presentation. WIRED 37. Eisenmann TR, Parker G, Van alstyne MW (2006) Strategies for two-sided markets.

Transform, Organ References 65 Chapter 4 Social Listening Abstract This Chapter aims to discuss the key issues raised by social networks

Considering them as a core marketing driver for digital business value, the Chapter discusses the main approaches and tools for sentiment analysis and opinion mining,

emerging from the convergence of sensors and social network technologies. 4. 1 Introduction The 2. 0 technologies development and the worldwide social network diffusion ask for new, agile,

As a consequence, companies face unprecedented challenges in terms of marketing perspectives and Customer relationship management (CRM) vision, actually redefined in terms of Customer Experience Management (CEM.

a highly innovative vision grows out of the specific Web 2. 0 technologies current configuration,

by Gregg Dawn, collective intelligence applications differ from Web 2. 0 applications because they can be designed custom applications for small highly specialized domains instead of the larger Web audience 7. Furthermore collective intelligence applications have the following characteristics 7, that is they:

have task specific representations; are data centric; are designed to collect and share data among users;

enable the user access and intervention to add and modify the data; have improved an usefulness through different devices.

Thus, there are several situations in which these solutions, based on new digital business models, have been implemented supporting decision making processes in different fields such as, e g.,

, R&d, market research and analysis, and customer services (relevant results have been achieved in terms of increased number of solved problems, problems identification, better use of emotional and expressive skills during‘‘face to face''and virtual interactions).

while 71%of the 625 million active internet users used to read blogs. Moreover 78%of people usually trusted other consumers,

while 57%was more comfortable with traditional advertisement forms and 34%preferred web advertisement 8. In this scenario,

and further focused on what we can call social listening, facing the new strategic challenges of social media analytics 9. As a consequence,

blogs and social media in which the focus is searched both on product and relevant concepts? Once identified, how to identify the most influential users?

, the websites, blogs or social media that really talk about the products or issues we are actually looking for.

or classifying systems), the latter uses links between, for example, blogs or wikis as content similarity indicators.

advanced social network analysis techniques 10,11 support the creation and maintenance of maps of influence based of available links;

for example, a blog's importance can be evaluated measuring how it contributes to the information diffusion process (Flow Betweeness)

or calculating how many blogs contained a link for the considered one (Pagerank). Other important metrics that have to be considered at the state of the art are the Degree centrality (for example which blogs,

tweets or posts on facebooks receive more links, retweets, or‘‘like'')Closeness centrality, and Betweeness centrality, that allow to define the influence on specific arguments.

Nevertheless, it is important to underline that not always, e g.,, bloggers include their sources'link;

for this reason, a better indicator of influence could be the number of users that read the blog, a tweet, a post on Facebook,

For these reasons, it became strategically relevant to have systems that make the reader able to recognize bad opinions on blogs and social media

With this aim, systems able to interpret the overall opinion on a blog, website, or social media have been developed,

thus, supporting sentiment analysis or opinion mining as the key activities to find and monitor in real time authors of specific contents across different (social media 12 14.

Notwithstanding the difficulty and complexity of the task, nowadays it is strategic to understand the overall evolution of some specific arguments,

in a review about a hotel or a brand new smart phone) may have, and the goal is the recognition of all sentiment expressions

algorithms for global evaluation are the most common methods used to identify opinion leaders online,

In order to overcome this potential problem can be useful to enhance search engines'capabilities and mining tools with lexical integration through instruments such as

Under this point of view, ontologies enable Web documents annotation, making the process of querying formulation and reaching accurate results easier 21.

or semi-computerized tools able to annotate documents (not only web documents) in different formats, from images and texts to more structured formats like those used in traditional relational database 21.4.3 Information Growth

or through the internet (see Chap. 1 of this book on Big data issues). As already seen in previous Sections, new instruments such as, e g.,

, blogs, wikis, microblogging, and social media, changed the whole way to consider 70 4 Social Listening information diffusion and its impacts on businesses and everyday life.

Before these tools and the 2. 0 web technologies'spread, firms that wanted to understand consumers'opinions had to conduct long and costly market researches.

Internet and its ability to share comments and opinions changed not only the way firms keep themselves posted on consumers'needs

and preferences but also the way consumers inform each other about products and services, shaping their own decision process through worldwide shared knowledge and experiences.

sentiment analysis software (or opinion mining) try to monitor all the relevant matters discussed online. Even though is not easy to create an accurate and reliable system,

As well as a search engine allows searching information through websites, an opinion search engine can easily find judgments

and evaluations about the argument the users are looking for. In this context, it is important to underline Horringan 22 reported that out of 2000 American adults'sample in 20071: 81%of internet users looked for information about product using internet at least once,

and 20%does so regularly. Among those who read opinions about hotels restaurants or other services, more than 73%said that they have been influenced highly in their final choice.

1 According to 22 data were gathered through telephone interviews conducted by Princeton Survey Research Associates between August 3, 2007 and September 5, 2007, among a sample of 2,

clear and userfriendly systems able to really help consumers in their online decision making processes. 4. 3. 1 Text mining

and Conversation's Analysis The developing potential about text mining for sentiment analysis and opinion mining represents an extension

and evolution of the traditional researches about text mining. In particular sentiment analysis means the computerized analysis of opinions,

In simple terms, the aim is to transform notstructured and qualitative data, coming from, e g.,

, online comments, posts or tweets, into a well-structured data set through which quantitative analysis can be done.

Thus, according to Pang and Lee 12 a sentiment analysis software has to be able to:

Finally, the precision and the accuracy of the classification can be influenced by the domain of the elements in

(and, will be enabled by the diffusion of Web 2. 0 4. 3 Information Growth and Market Opinion 73 technologies and social networks,

the spread of mobile banking services represent the first step of an evolution that will conduct, thanks to new technologies such as RFID (Radio frequency identification) and NFC (Near Field Communication),

along with the already mentioned wikis, blogs, etc.,several other technologies are yet available such as Mashup systems, RSS syndication, social bookmarking, Podcast and widget.

These systems reshape the way social networking is considered, giving it a more dynamic and multi-sources perspective.

However, the adoption of these technologies based on web applications is influenced by the ability to properly develop security policies.

Thinking about mobile banking, it seems to be evident the potential threat related to security issues,

considering, on the one hand, data interception; on the other hand, the possibility of losing the device by the user/costumer.

Moreover, in addition to web browsers, also web server software can be attacked easily by malware and other threats.

''Organize a series of data‘‘Are reviews classified on the basis of the positivity degree expressed?''

or web application cluster, always considering the preferences, behaviors and habits of the end users, trying to be customized as as possible.

the IT function is involved often occasionally in the social network platforms identification, integration and management. Trying to manage the security issues actively,

,{ZIP CODE, date of birth, gender} allow to identify 87%of US citizens using public data base (as for gender, age,

therefore strategic if companies want to monitor, identify, evaluate and face the impact of external risks that rise up from social networks and 2. 0 technologies.

As shown in Fig. 4. 1, an exante marketing intelligence activity let the firms monitor external environment,

identify potential threats, evaluate the impact and undertake initiatives in order to eliminate or reduce the potential threats.

in order to translate potential risks into quantified data, further efforts are required to design and develop frameworks

Examples of these two steps are offered in Table 4. 3. The approach described is structured in two core steps:

/Finally, statistical approaches are used for machine learning such as Support vector machines (SVM) and Elastic-net Logistic Regressions (ENETS.

and technologies for sentiment analysis and opinion mining have several potential applications in support of marketing intelligence in the sphere of social networks and 2. 0 technologies.

looking at blogs and online comments; on the other hand, people rarely accept that their personal conversations are checked constantly, e g.,

such as crystal liquid display and hard drives, and the sales of its participations''None‘‘Alex. Brown and Sons raised the rating he gave to Qwest Communications International,

supplier of telecommunication services in Denver''Positive Adapted from 32 4. 3 Information Growth and Market Opinion 77 spiteful persons made

lot of websites gives users the chance to rate comments, helping other users in their researches.

and availability of information made possible, on the one hand, by social networks, 2. 0 applications, and digital services;

and channels, enabled by the diffusion of mobile, smart phones, and tablets, likewise (as seen in Chap. 3). However,

mobile technologies are only one of the several facets of what we have seen in previous Chapter as the emerging digital infrastructure;

, the ones in mobile device, but also social networks, and web technologies to infer data about people preferences, activities,

and their social environments 35. According to this perspective, social sensing is an intelligence activity acting on 78 4 Social Listening what Schuster et al. 34 term as the pervasive social context of an individual

namely‘‘the set of information that arises out of direct or indirect interaction with people carrying sensor-equipped pervasive devices connected to the same social network service''(p. 3). This pervasive social context is characterized

or better enabled by a set of technologies (see Table 4. 4), spanning from miniaturized sensors, to smartphones,

through an increasing and inedited capacity of bandwidth and storage, requiring empowered analytics for large volumes of real-time information

or digital data streams (as outlined in Chap. 1, which we refer the reader for further details).

integrating sensors with social networks data. This may definitely shift the meaning of what businesses mean time-tomarket towards the capability of interpreting individual customer experience through real-time offerings.

what in Table 4. 5 is classified as‘‘Crowdsourcing for user centered activities''with a prevalence of the convergence of localization features and social networks through Table 4. 4 Technological enablers of social sensing.

while remaining unobtrusive Advanced smartphone technology Devices containing, e g.,, GPS, Bluetooth and Near Field Communication (NFC) functions Increased bandwidth Large wireless bandwidth required to transmit large amount of data in real time (for example,

in forms of audio or video streams) Increased storage Hyperscale storagea for big data Fast stream processing platforms Platforms such as, e g.,

, IBM System S, storing and processing large volume of data streams in real time Stream synopsis algorithms and software Histograms and sketches for data stream computation problems (see 37 for a survey) a According to 42 Hyperscale storage is measured a storage space in terms of petabytes,

serve millions of users with often one or a limited set of applications, may lack redundancy,

aiming to maximize the raw storage space and minimize the cost, focusing on a high degree of automation (see also Chap. 1 of this book for storage issues for Big data) 4. 5 Social Sensing 79 mobile phones and tablets or ipad.

Always related to localization as a core feature, we point out the increasing relevance and interest into the applications of‘‘Vehicular Participatory Sensing'',in particular for the potential contribution to research and innovation areas such as, e g.

smart cities and urban mobility. Other applications, such as the ones of the‘‘internet of things''and‘‘healthcare domains''are promising

but require appropriate frameworks and new business models for overcoming the specific nature of their features and functions,

moving from specializing domains towards a wider diffusions and adoption through the inclusion, e g.,, in inedited bundles of services.

privacy sensitive techniques, protecting personal data involved in real-time interactions and data streams; Table 4. 5 Social sensing domains and applications Domains Applications (sample) Crowdsourcing for user centered activities Location trends Google Latitude Google Public

Location Badge Mobile Location used with Google+Hangouts Navizon (http://www. navizon. com/)ilocalis (http://ilocalis. com/)Citysense (https://www. sensenetworks. com

/products/macrosense-technology-platform/citysense/)Macrosense (https://www. sensenetworks. com/products/macrosense-technology-platform/)Grocery Bargain Hunting,

/)Foursquare (foursquare. com) Augmented Reality Wikitude (http://www. wikitude. com/app/)Internet of things Microsoft Sensormap Radio frequency identification (RFID) embedded in objects for tracking commercial products,

whales, or in patients to monitor their history Vehicular Participatory Sensing Cartel (http://cartel. csail. mit. edu/doku. php) Greengps System (http://green-way. cs

. illinois. edu/Greengps. html) Biketastic (http://biketastic. com) Healthcare Enhanced Holter ECG Wireless Respiratory and Audio Sensor (http://vivonoetics. com) Bodymedia FIT (http://www. bodymedia. com/)Adapted from 36 80 4 Social Listening new battery types with longer

compression techniques, supporting the efficient process of large amounts of data or Big data; data quality techniques, enabling, e g.,

, the trustworthiness, accuracy, and completeness of data collected through sensors which most of the time are verified not for their provenance;

dynamic and real-time response for multiple and large volume of sensors data tracked at a given application transaction time.

The above discussion on the domain, application, and challenges for the use of social sensing technology can act as well as a bridge to the following section where case studies are further detailed for social listening as mainly focused on market signals. 4. 6 Case studies As seen in previous Sections,

the online social interaction has contributed in empowering marketing intelligence, thus, opening new opportunities in terms of market monitoring.

, social media, 2. 0 as well as 3. 0 applications and services, the latter usually related to semantic web 38; new market signals that come out straight from end-users, by means, e g.,

The first way to take advantage from social media is to attract and maintain contacts and audience as a new source of potentially unlimited information.

, Linkedin, Facebook, Twitter, and so on, provide information about competitors'actions, customers'tendencies, and other strategically relevant dimensions.

in order to extrapolate market signals from social media. After a series of analyses on blogs and forums straightly related to its own sector, Outotec found out that all these information could have helped significantly its business to grow.

Therefore, the company decided to keep monitoring these sources, with the aim of providing new information about tendencies, preferences and opinions to decision makers.

The extrapolation of market signals from social media by a company, when associated with a shared access by decision makers,

Some distribution format, such as web interfaces or mobile services, can be integrated easily with instruments for users'interaction (comments

For many years, Marketing Intelligence Decision maker 2 Decision maker 1 Decisor Maker n Cooperation Market signals Information Sources (Web 1. 0, 2

. 0 or 3. 0 applications, Social media, etc. Market signals Fig. 4. 3 An advanced model of marketing intelligence based on cooperation and new information sources exploitation in the decision making process.

provided by different media, surveys or social media themselves. Even though all the signals were evaluated already during the sourcing phase,

Under this point of view, it can be useful to consider the Nokia's case as discussed by 40.

Nokia works in the international telecomm market, producing mobile devices, providing services and solution for worldwide dynamics

Inside Nokia's organization, benchmarking is used in order to support and guide all the development and innovation activities in many sectors (i e. logistic,

Considering social media, their diffusion opened new opportunities also in terms of benchmarking, enhancing collaborative relationships, creating new spaces for knowledge and information sharing,

In particular, the external practitioners involved in projects, frequently used Linkedin, Facebook, and Twitter also for benchmarking analysis. Especially in the open source activities or in the development communities,

the usage of social media and collaborative spaces has contributed to provide reliable source of information and platforms where people (and firms) can easily interact

and share information useful for benchmarking activities. POINT OF ATTENTION Social media provide new opportunities for benchmarking activities,

on the one hand, enhancing collaborative relationships among employees, creating new spaces for knowledge and information sharing; on the other hand, opening the boundary of a company through the involvement of external stakeholders and users, likewise.

As a consequence, Nokia's employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new conversations about strategically or relevant arguments.

In particular, the areas of interest involved the open source practices, the professional use of 3d elements, software development and open innovation.

Among the instruments, blogs and wikis, forums for discussion, video services (Youtube and Slideshare), have provided dynamic and direct sources for interact and collect/share information.

In summary as shown in Nokia's case, social media can be used proactively in order to improve the benchmarking process. 84 4 Social Listening 4. 7 Summary This Chapter shows the main characteristics that marketing intelligence activities can assume in the current competitive environment,

when the traditional value chain is opening thanks to social media and collective intelligence practices 5,

6, creating the so called value constellation 41. Considering the social listening as a core marketing driver for digital business value, the main approaches and tools of sentiment analysis and opinion mining,

in addition to advanced models for market monitoring, have been described as well. In this Chapter, we have discussed further social sensing as a specific configuration of social listening, emerging from the convergence of sensors and social network technologies.

Here below, we provide the reader with guidelines for short term strategy actions: consider the social listening activities as continuous,

open and evolving; involve also internal users in a proactive participation to the marketing intelligence process (helping

constantly monitor through mining and intelligence techniques the development and evolution of the company perception by inner and outer context users'opinions.

and data management capabilities across the overall company functions and business processes is rising as one of the key factors

and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data).

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Bodendorf F, Kaiser CC-1651448 (2009) Detecting opinion leaders and trends in online social networks. In:

Soc. web search Min. ACM, Hong kong, pp 65 68 16. Li Y, Ma S, Zhang Y, Huang R, Kinshuk (2013) An improved mix framework for opinion leader identification in online learning communities.

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Accessed 13 oct 2013 References 87 Chapter 5 IT Consumerization Abstract The changes that materialized in the field of information technology (IT) during the last decade have produced important effects in the strategies of the companies that produce new technologies.

Industries are now learning to follow the consumers'behaviors not only in their markets but also in the Web.

and strategies that concern this trend as well as to understand its implications on the businesses. 5. 1 Introduction It is very common nowadays to see workers from different levels in different companies bring their own laptops to the work environment to use them to do

they are using social media to reach and communicate with companies'customers. As a result, and as the technology becomes more central in people's lives,

example of this phenomenon is the use of the personal smartphones or tablet devices, since employees can take them anywhere

and type of information technology used within their firms. However increasing numbers of employees have become more selfsufficient

A major driver of mobile device usage in the work environments has been the emergence of cloud computing. As mentioned before

both personal and business data can reside in the cloud on large servers run by giant technology firms such as Amazon and Google,

where staggering amounts of data are stored for retrieval from almost anywhere in the world. Combine this with the cloud-based social networks like Facebook (over 1 billion users), Twitter (over 500 million) and a host of smaller firms and the use of portable,

mobile devices usage increases exponentially. In fact, a Gartner group prediction, reported by the Economist 4, states 1 billion smartphones will be sold in 2015, up from 468 million in 2012.

Consumerization is an unstoppable force. It has added the element of freedom to the IT sector.

The best IT experiences are no longer in the office; instead they are out in the consumer market place,

and familiarity with IT. 1 Cloud computing and mobile services issues have been discussed in Chaps. 2 and 3 respectively. 90 5 IT Consumerization 5. 2. 1 Advantages

Employees can be more productive due to permanent access to business data and transactions, and communication facilities.

Cost cuts can be achieved by lower spending in hardware and other types of infrastructures, as employees will be more mobile

and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial benefits 8. Organizations that see IT consumerization as an opportunity to create a comprehensive strategy

thus, it Limited connectivity Email or IM Communications IT Department Chooses the PC Primary device is fixed IT department has the control One device, One task Management & Security inside the Firewall Moving from Moving

and communications among the enterprise's employees as well as better recruitment process by using social media platforms 9. Operational opportunities:

and knowledge by using modern channels such as social networking, chatting and blogging websites. The ability to mobilize cross-disciplinary teams on the virtual space is essential for success. Moreover

IT consumerization is a good way to simplify and decentralize security policy and security governance, a trend that is irreversible and will lead in the middle term to the falling of traditional security models. 2 Data Management opportunities:

successful implementation of the IT consumerization requires strong architecture that could result in better data management practices and results.

For example, Cloud storage can enhance the availability of data, which would help employees to increase online interaction and online data access,

while using approved applications deployed via the company's own app server. Frequent data interactions can increase data accuracy,

and at the same time the degree of data sharing will be increased 8. Moreover, such storage architectures can allow for a better control of data flow within the organization 7. 5. 2. 2 Challenges

and Risks of the Consumerization of IT The increasing number of employees'private devices used in workplace is presenting a challenge for the managers 10.

This problem is among the other issues related to the consumerization of technology devices 11. Also, the Information security Forum (ISF), 12, has analyzed the challenges, trends and solutions for IT consumerization:

according to this analysis, many of the issues that are related 2 Chapter 7 discusses these issues as challenges to digital business identity. 92 5 IT Consumerization to this topic are based on the fact that the devices that the employees are using are not suitable

to be used at the work environment; hence, it is difficult to apply the same security standards and policies on those personal devices.

Also, besides the misuse of the personal device legal matters that concern the ownership of device and the data on it are under question.

what protection software they have as well as the provisioning and support they will need. It also provides the legal requirements to govern this trend.

Third section is about the technical issues concerned with mobile devices and security issues related to them.

Fourth segment is about the issues related to software and apps used on the consumerized devices.

Moreover, Mcafee Inc. corporation, which is an information security specialist, has cooperated with Carnegie mellon University, in a report entitled‘Mobility and Security'that addresses the consumerization related problems 12.

500 mobile device users and IT decision-makers that have found that 95%of the corporations already have policies that govern the use of mobile devices such as smartphones and tablets,

Furthermore, other survey results show that 63%of mobile devices that connect to enterprise networks regularly are used for both work and private purposes

there are concerns raised about the possibility of harmful software being introduced into the enterprise network by poorly protected smartphones,

the Mcafee study concludes that theft or loss of the devices is considered as a bigger security threat,

since the lost smartphone can contain significant amounts of sensitive corporate data. According to Mcafee, a third of such devices losses resulted in a financial impact on the organization.

Additionally, European Network and Information security Agency (ENISA), has provided a categorization for the risks associated with the consumerization of IT.

, Dropbox. 2. The increased variety and complexity of personal and mobile devices as well as different operating systems and applications that all requiring management will lead to increased costs. 3. The possibility of losing mobile devices would likely increase when the organization uses

and claims of ownership on intellectual property. 3. It is hard to discriminate between user and company data on the employeeowned devices,

Risks Affecting Data (Confidentiality, Integrity and Privacy) The risks under this category are: 1. the possibility of losing corporate data because of unauthorized sharing and usage of information on employees'devices by the services running on them;

2. the possibility of losing corporate data as a result of access by unknown users and unmanaged devices to enterprise networks;

3. the risk of losing corporate data as a result of difficulty in applying security measures and policies on application-rich mobile devices,

especially when the device is owned by the employee; 4. increased risk of the corporate data being hacked due to external attack.

The following table (Table 5. 1) summarizes and classifies the previous mentioned risks into primary and secondary categories.

might also be interested in risks related to data loss. 94 5 IT Consumerization Moreover, more cost oriented businesses might also be interested in legalrelated risks.

and secondary classification/dependencies of identified risks Category (cat) & risk (R) Category Comment Costs Legal and regularity Data Cat (1) R (1) X

(X)( X) Secondary categories due to effects on compliance and data loss Cat (1) R (2) X (X)( X) Secondary categories due to effects

on compliance and data loss Cat (1) R (3) X (X)( X) Secondary categories due to effects on compliance and data loss Cat (1) R

(4) X (X) Secondary categories due to effects on compliance and data loss Cat (2) R (1)( X) X (X) Secondary categories costs

Another example is provided by Intel IT center in a form of white paper 14 in which another five steps have been suggested as ways for companies to take the control of the this growing trend

using a personal cloud storage service, or engaging with social media so that they can have better communication and work more efficiently.

However, such procedures can conflict with the enterprise's IT SECURITY policies 13. As mentioned before, cloud computing is the IT service that makes this even easier,

with information and services accessible from anywhere and anytime by using any device. For example if an employee knows he she may later need access to a file created on his her work computer,

he she can easily store the document using his personal cloud service. Although he she may be relying on that service primarily for personal use,

Rethink User Computing Change Focus from Platform to User The traditional approaches and practices of users'profiles management are not suitable any more in nowadays work environments because of today's complex computing landscape

because they run different operating systems that may occasionally connect to the corporate network, but are connected always to the Internet.

The devices also typically have no management framework and are accessing applications and cloud services that may or may not be provided by

They need to develop a user-centered strategy designed to optimize the computing experience and keep the user as productive as possible on any platform,

and visibility that the company needs to securely deliver the right computing resources for users 14.5.3.3 Step 3:

Shorten the Time Frame for New Computing Approach Adoption Many of the consumer technologies that are already in use by enterprises are advancing very fast.

Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise.

In other words, instead of focusing solely on securing hardware devices, firms have to concentrate on protecting the corporate data that will be accessed by a range of devices 14.3.

To decide which operating systems and devices to support: this is an important procedure in order not to ensure that the technology choices wouldn't 5. 3 Steps for IT Consumerization 97 overwhelm the IT staff;

this process included a holistic assessment of the following components such as: associated costs of supporting the new devices

and the available services such as email and calendar. 4. To enable the technology and plan deployment:

This includes considerations related to software requirements, bandwidth options, management needs, and investment parameters 14.5. To stay up-to date with changing and new technologies:

According to 15, Microsoft has used qualitative and quantitative research in several countries to understand the different types of information workers,

such as those listed in Table 5. 2. 1 Engage Stakeholders 2 Update Security Model 3 Decide on OS and devices 4 Plan Deployment 5 Stay current with Technology Fig

and attributes Non-PC worker Generalist Road warrior Deskbound contributor Techrealist All star Technology engagement Low Low Medium Medium Medium High Need

and work styles Business scenario Role Work style Work from your phone Corporate attorney Tech realist Bring your own media tablet Business manager All star

1 Work from Your Phone A corporate attorney brings his own devices, such as, e g.,, a smartphone into the enterprise environment and uses it to obtain immediate access to corporate email and calendar, communication facilities,

and in some cases, the access to some of business applications that can allow such contact.

By providing communication and social platforms capabilities through web-based apps, employees can be productive regardless of

They use their personal smartphone to read and write work email messages, schedule appointments, and send and receive instant messages.

However, only some of them are able to access work files from their phone while in their offices because of security restrictions. 5. 4. 2 Bring Your Own Media Tablet A business manager handles hectic schedules and endless lists of tasks and responsibilities.

However, with the media tablet it is possible for that manager to accomplish a lot while being out of the office.

For example, the media tablet can connect to the corporate data center and can be used to answer all the emails that are related to work

and to solve the bending issues by conducting Instant messaging IM discussions while sharing documents on the screen with other employees at the company. 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls his her own schedule while working

for different customers from different locations. He she can use mobile broadband and wireless hotspots to access the Internet from the worksites.

These technologies can be used by the contractor to read email, to check work progress and status,

to connect to the corporate network through smartphone to review the latest construction documents, to conduct conference calls with others as needed,

and to display, explain and discusses proposed changes by sharing the screen of his her laptop.

Moreover additional colleagues can join the conference calls from their own devices. Furthermore, he she also spends a few minutes browsing the latest news from friends on Facebook.

Additionally, throughout each day, he she can use Facebook on the laptop to communicate with friends

and family 16.100 5 IT Consumerization 5. 4. 4 The Boardroom Executive decision makers are more and more adopting tablet computers for decision support.

These roles are constrained extremely time and are often reluctant to the use of computers in general.

Tablet devices are replacing paper in fast-paced boardrooms and can enable executives to attend meetings

or conference calls with all the supporting documents they need, which can be considered as a very large enabling factor for these roles.

In general, information is prepared pre by the executive assistant, so he she can focus on preparing more effectively on making decisions 16.5.4.5 High-performance Sales The tablet is suited extremely well for sales conversations

because it does not provide a physical barrier like opening a notebook to display the screen.

Also, because media tablets and TABLET PCS are thinner, lighter, and have longer battery life, they are very convenient for these ultra-mobile roles.

A tablet is highly supportive when talking to a client because it can provide interactive,

visual information that supports the conversation. Examples of new opportunities enabled by tablets include making an immediate competitive analysis between businesses,

or providing highly personalized information during the conversation, such as personalized mortgage information 16.5.4.6 Retail Sales Tablets can provide local retailers with the opportunity to compete effectively with online stores.

The types of devices that are used for retail applications vary, because the experience of shopping may involve using one

or both hands and tablets can interfere with that experience. In addition, shoppers may spend too much time looking at the screen of a tablet or phone

rather than interacting with products in the store 16. While kiosks remain popular if the customer needs to look for more information such as finding an out of stock-stock item online at another store,

some shoppers prefer to obtain recommendations from other consumers by using their tablets. Moreover, cash registers are increasingly being replaced by tablets and other handheld devices,

which provide an opportunity to reduce costs 16.5.4 Business Scenarios for IT Consumerization 101 5. 5 Strategies for IT Consumerization The previously explained business scenarios can be associated with one of the following strategies:

going mobile, modernize the desktop, virtualize, and bring your own device. The key concerns about these strategies as well as the technologies that address the raised issues are explained in the following sub-sections. 5. 5. 1 Going Mobile Strategy Many of the nowadays employees are exploring this strategy.

They are interested in achieving productivity gains by using their own mobile devices, such as smartphones and media tablets.

However, some key concerns about this strategy have to be addressed. These include: managing a diverse mobile platform, protecting information that flows across mobile devices, adopting applications for mobile consumption,

and defining data ownership. 3 Implementing mobile strategy includes enabling mobile device management infrastructure such as, for example, System Center Configuration Manager 2012 and Windows Intune,

which is based a cloud management solution that can provide a rich platform to manage Android, iphone,

and Windows phone devices. Also, it includes information protection by using Active directory Rights Management Services, which provide the infrastructure that is needed to protect office content and other Information Rights Management.

Moreover, Windows Server 8 and Dynamic Access will provide an even more compelling solution 16.5.5.2 Modernize the Desktop Strategy This strategy is needed

since that one size no longer fits all. This approach brings in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.

However, the key concerns about this strategy include: supporting multiple device platforms, meeting user expectations for richer device experiences,

and taking back previously realized discounts achieved by buying in bulk 16. The Recommended initiatives that address these concerns include:

migration to up-to-date Linux, IOS and Windows versions to reduce cost; reducing application portfolio and application migration;

using virtualization to reduce application deployment costs by reducing testing efforts and decreasing the time that is needed to deploy apps. 3 Chapter 3 on mobile services provide further insights

which is desktop virtualization that separates the desktop environment and associated application software from the physical client device that is used to access it 5. 5. 3 Virtualization Strategy This strategy enables enterprises to quickly achieve business benefits gained from IT consumerization by moving the desktop and/or applications into a data center.

This strategy makes it easier to provide new desktops but it requires investment in the infrastructure that supports it.

The key concerns with this strategy include: roaming user experience across devices and locations, protecting user information, using virtualization technologies that include desktop virtualization and application streaming,

and finally, delivering the required applications to privately owned devices by using application gateways or by transforming to cloud computing. Nevertheless,

enabling such strategy includes new technologies such as serverbased virtualization for application streaming and user state virtualization for a great cross-device experience 16.

Companies that provide desktop virtualization solutions include information technology giants. One example of these companies is Cisco,

which provides Desktop Virtualization with collaboration with Citrix Xendesktop solution and desktop virtualization with cooperation with VMWARE View solution.

Another example of those information technology pioneers is Dell which provided Virtual desktop infrastructure (VDI) solution that provides new capabilities for its users such as high-performance 3d graphics, unified collaboration and Voip with other products such as Microsoft Lync 2013.

The users of this solution can access enhanced media and graphic software from virtually any place and on any device.

Also, it provides IT departments with the ability to centrally host, manage and configure sensitive user's data

and resources 16.5.5.4 Bring Your Own Device BYOD Strategy This strategy encourages talented employees and contractors,

especially those in creative roles to stay at the organization. The key concerns with this strategy include:

Examples of these include productivity apps from the cloud, such as Office 365, IT management services from the cloud, such as Windows Intune, virtualized desktops or apps,

since that mobile devices can access email and provide instant messaging service, calendar, voice, and other capabilities at any time and place 8. Refocusing IT on strategic initiatives.

and supporting their own mobile devices. Thus, IT department is relieved of some time-consuming aspects of supporting an enterprise infrastructure,

and security risks involved in using certain software applications. Legal considerations. It is crucial to consider the different legal

the owner of the data on a privately owned device, accessing the corporate data remotely from a personal device,

This category includes licensing costs, data plans, and support. Enterprises have to establish baseline needs at the beginning of consumerization of IT strategy planning in order for them to be able to determine the financial impact

the needed changes in the infrastructure to be able to support a consumerization of IT strategy and the support of different mobile devices.

there are direct effects for IT consumerization on the existing IT policies and procedures regarding hardware and software failure.

Table 5. 4 Desktop delivery option On your own Bring your own Choose your own Here is your own Consumer desktop Enterprise desktop Consumer OS Consumer OS Enterprise OS

Enterprise OS Local workspace Local workspace Local workspace Local workspace Session roaming Session roaming Virtual desktop Virtual workspace (server

or local) Virtual workspace (server or local) Access to hosted desktop Access to hosted desktop Public access apps Remote desktop Session roaming Session roaming Remote apps Apps virtualization

Apps virtualization VDI Roaming environment Roaming environment Data synchronization Data synchronization VDI VDI Adapted from 16 5. 7 Considerations Related to IT Consumerization 105 Therefore,

shown in Table 5. 5 is an example of who is responsible for specific types of issues with different categories. 5. 8 Social Platforms Social media has a huge impact on not only the work environment,

For example, by the beginning of 2011, the average user of Facebook website spent 1, 400 min,

which equals to 23.3 h, on this social platform each month 5. With the vast growth of social media as a way of communication and interaction between people,

and the society themself that are developing accordingly with the new online or virtual world and opportunities.

Moreover, around the world, social media and new and smart mobile devices are becoming very important in personal relationships among people in a way that makes it challenging to make separation between the technology and personal social networks.

Also, on the work side, they consider that having the ability to access consumer social networks through their personal devices,

However, at work places, 56%of employers do not allow access to non-work related resources or websites and 63%ban their employees from saving personal data and files on company's computers.

a recent research claim that nearly half of all the workers (46%)surveyed have graded their employers with extremely low marks for applying IT consumerization strategy 5. Table 5. 5 Sample IT support policy Devices Operating systems Files

since after the success of customer directed services such as Facebook and Twitter, social networking platforms are finding their way into businesses'environments.

Such circumstances can be applied particularly to the case of young employees since this category of workers expects to have access to the same technologies at work that they are familiar with in their life as consumers.

For example, Microsoft's $1. 2bn acquisition of Yammer has positioned the software giant to introduce enterprise social networking capabilities to its existing business collaboration systems such as Sharepoint, Exchange, Lync and Office 365 17.

This acquisition by Microsoft is a clear example of the importance of social networking within work environments.

Yammer can enable companies to offer their employees functionalities that are similar to Facebook and Twitter and at the same time to work in accordance to the security standards of the enterprise firewall and can be integrated with other systems at the enterprise that are managed by a company's own IT department.

It is accepted well and regarded by the experts who follow the enterprise social networking market. The employees who use Yammer can set up user profiles,

send and receive‘‘tweets''like messages, participate in discussion forums and receive information about what their colleagues are doing.

Yammer will accompany Skype software, which is a communication product that Microsoft acquired last year for $8. 5bn

and it is expected to integrate with its mainstream business applications 17.5.9 Case studies In this section we investigate some IT consumerization at work environments related case studies

-and-drop and touch-screen user interface that a person can use to arrange calls, conference conversations, videoconferences,

and instant messaging communications by browsing through on-screen contact profiles that are represented by profile pictures and‘‘existence''indicators,

Moreover, it is possible to add personal Facebook profiles to the system in addition to those that can be added from the corporate directory.

without facing the complexities associated with traditional videoconferencing 4 The case studies introduce some of the topics further discussed in Chap. 6 on Digital Work and Collaboration. 5. 8 Social Platforms 107 systems.

''because even though its first incarnation was sized a tablet desktop device, the value of it is in the software

or app that can also be used on desktop computers and other devices such as ipad. Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives

and employees are already bringing to work such as tablets and smartphones. Moreover, with its one-X software for smart phones, Avaya also allows its employees to make the mobile phone acts as an extension of the corporate network.

That means employees can transfer calls from their desk to their mobile phones as they are leaving their offices

or take a call on their mobile while they are on their way into the office

and transfer it to their desks when they get there 18. POINT OF ATTENTION: Companies have realized already the potential advantages of IT consumer related products that are being brought to the offices,

starting to act in ways that allow them to seize the opportunities coming with them rather than blocking their usage at work environments.

The second case study discusses how Royal dutch shell started with the BYOD strategy, since the company has realized that the employees will use their own devices at the workplace,

Shell has started a period of six months rollout of a Mobile device Management (MDM) software-as-a-service (Saas) platform from Airwatch.

It provides support to any employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements.

POINT OF ATTENTION: It is necessary to realize the importance of engaging people from all departments at the company

and user support have to be considered thoroughly in order not to face situations that the company has no control over devices that access important corporate data.

the future of enterprise mobile computing. White Pap Dell, Dell Headquarter Round Rock, pp 3 14 6. Docherty J (2009) Consumerisation of IT:

Intel (2012) Five steps to consumerization of IT in the Enterprise. White Pap from Intel 15.

Harteveld A (2012) How the consumerization of IT affects your business microsoft recommendations for a consumerization of IT strategy.

Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 22 16. Harteveld A (2012) Microsoft recommendations for a consumerization of IT strategy.

Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 16 17. Taylor P (2012) Consumerization of corporate IT accelerate.

In: Financial times. http://www. ft com/cms/s/0/a2fb5172-c077-11e1-982d-00144feabdc0. html#axzz2lgryjslf.

Accessed 21 nov 2013 18. Carr DF (2011) How Avaya Is Embracing Social, Consumerization Trends. In:

Financial times 110 5 IT Consumerization Part II Digital Management Trends Chapter 6 Digital Work and Collaboration Abstract The fast evolution of the Information systems (IS) during the last decade

Computer-Supported cooperative work (CSCW) is concerned centrally with teamwork, learning, problem solving, knowledge building, task accomplishment and other cognitive achievements by small groups of people.

The continuous development in the field of information systems aims to find new methods to improve the interactions between people

Another term that can be considered as the synonym for digital work collaboration Is supported Computer Cooperative Work (CSCW) 1

Examples of the collaboration systems include desktop and video conferencing systems, collaborative authorship applications, electronic mail as well as refinements and extensions,

the purpose of these instruments is to facilitate information sharing by giving the people the ability to send messages, files, data or documents to each other.

This category includes e-mail, instant messaging, fax machines, voice mail and web publishing tools. The second class is the electronic conferencing tools, in which,

they provide more interactive methods of sharing data and information. This type typically includes teleconferencing and videoconferencing tools.

However, new technologies have emerged in order to have more interactive techniques for conferencing and data sharing. Examples of these technologies comprise data conferencing

which lets a set of PCS that are connected together to share and view a common whiteboard which users can add to its content

or modify it. Another example is the electronic meeting systems which include conferencing rooms that are enhanced with large-screen digital projectors that are connected to several PCS.

The third category of digital collaboration is the collaborative management tools, which simplify and enhance the management and organization of group activities.

This category includes four technologies. The first one is the electronic group calendars which facilitate events scheduling and meetings with multiple members.

and it is supported by technologies such as electronic meeting systems, videoconferencing systems and instant messaging software applications like email and chat programs.

blogs and workflow management system to have done the work. Different Time (asynchronous) and Same Place (collocated

and by using large displays and whiteboards. The previous explained collaboration categories can be illustrated in a form of matrix, in

in order for information systems to be more successful and productive in the global economy 6. However, confusion can happen because of the lack of common understanding of the Cross Organizational Collaboration (COC),

the topic of our investigation is the integration and collaboration of people, information systems, and processes across different organizations to accomplish a predefined task

This capability of digital collaboration is empowered by the wide spread use of internet by people.

Today, many technologies exist to support long-distance teamwork on any aspect of a group project by only using the internet as a way of information sharing.

track versions and provide them with other videoconferencing capabilities, which all occur via the Internet 8. The new development in the field of digital collaboration tools has opened the opportunity to solve problems such as:

sharing large digital files among team members that are located in different geographical locations; keeping databases that are being used by different users in different locations synchronized and up to date;

reducing the costs of transportation, phone calls, or mailing physical media. Digital collaboration will only prove its importance

and staff resources create several challenges for information technology (IT) departments. One way to tackle such an issue is the collaboration.

For example, in a contribution by Koan 10, a group of data collection methods that include interviews,

which data showed that they valued the knowledge sharing and collaboration and they believe that the time

such as email and instant messenger functionalities. Messaging systems use the available networks and computing assets that are shared by the company

in addition to the services shared by the other parties in the world 4. Thus, the individual services,

email and instant messaging, which enables person-to-person communication; email list which provide the space for small group discussions;

forum and chat services, which give the opportunity for large group discussions. Despite its benefits for the organization, electronic messaging systems cannot be fully secure and reliable,

They are the computer applications that support creative and collaborative way of finding solutions for the emerging problem and for decision-making of people inside a single organization or across several ones 4. The term is synonymous with Group Support systems (GSS) and essentially synonymous with Group

Electronic meeting systems form a class of applications for computer supported cooperative work. Based on their features, they can help to find solutions for many harmful

This software system is a suite of tools that provide configurable features of collaborative working methods;

In these systems, typically users have their own computers, and each one of them can participate in the current running session simultaneously.

However, electronic meeting systems need to be distinguished from classic groupware and from web conferencing systems.

The main difference from groupware is the degree of collaboration. Groupware provides support for collaboration within groups of participants where their contributions are recognizable.

In contrast EMS enables the group to produce an artifact in a cooperative way, in

Also, during the execution of a business process, both groupware applications and EMS support and complement each other:

the groupware provides teams with capabilities related to researching and documents creation during the preparation stage for an EMS session or throughout the implementation of the results of such a conference.

Moreover, web conferencing systems and electronic meeting systems complement each other's capabilities during the online conference or workshop.

EMS systems extend the web conferencing system by providing tools that enable interactive production and documentation of group results.

In contrast, web conferencing software complement EMS with screen-sharing as well as the ability for the voice interaction functionality that is necessary in synchronous online conferences and does not exist in EMS 12.

The ability of the internet to provide easy access to remote materials. The previously high demands for specialists have been cut greatly by utilizing systems that can be supported by its regular users.

Users became more familiar with web conferencing tools which helped in overcoming the traditional cultural barriers that hindered the use of such systems.

The cost of such systems before using the web has been reduced, likewise. The number of people who can work on systems simultaneously

or over the time using tools such as bulletin board systems 4. The formal term used in computer-facilitated communication,

Examples of such systems include bulletin board, email, online forums or polls, 6. 4 Digital Collaboration Systems and Ideas 121 blogs, wiki pages, newsgroup, social networking

sites and shared calendars 14. Nonsynchronous conferencing offers its members the flexibility and control over the time dimension they need to produce an artifact.

as long as there is access to the conference or the forum through the internet. This feature may be considered as an advantage for those who work from home or other geographical locations.

The issues that accompany the use of such systems are the security, data integrity and quality,

and the way the workflow is configured pre in such software applications. Several associations in industry issue their own standards of document control criteria that are used in their particular field 4. Moreover,

and Information technology 4. 6. 4. 5 Social Software and Collaborative Systems and Tools Nowadays, people are using social networking massively.

This is happening because of the increasing role of the internet in enabling communication between people. Traditional forms of communications

such as telephones, mail and even face-to-face meetings, are slowly being replaced by computer based systems where different kinds of socialization are enhanced through media sharing, reflection on past experiences and a bundle of additional services, supporting

The term social software is general and it applies to systems used outside the work environment or workplace.

Software products such as email calendaring, text chatting, wiki, and bookmarking belong to social software category. However, when these applications are used at work to facilitate the accomplishment of business tasks, processes and objectives,

then they are called collaborative software. Collaborative software is designed an application to assist people involved in a common task

The use of such software at the work place stimulates a Collaborative Working environment (CWE) that supports individuals as well as those who work as a team regardless of their geographical locations by providing them with the necessary equipment that aids communication, collaboration

Examples of such collaboration software in the market include: Microsoft Sharepoint, IBM Lotus notes and Google apps for business.

The latter one contains many useful applications such as Google doc for file sharing among team members, Google Calendar for scheduling meeting at times that works for everyone with features such as reminders,

Google Drive for storing, sharing and accessing files from everywhere, Google Sheets that enable spreadsheet 6. 4 Digital Collaboration Systems

and Ideas 123 management with easy charts and discussion style comments, and finally, Google Slides that allow users to create presentations together.

Also, Siglin 17 has provided examples of other video collaboration software. The first one is provided by Accordent Inc.

which its history is based on richmedia capture. This company produced the Capture Station and Presenterpro products

which have gained the ability to capture live content that synchronizes with Powerpoint, webpages, and live video streams.

Moreover, beyond just the live streaming capabilities, the company has polling, chat, and other real-time feedback applications that help in the delivery process to a diverse audience within the enterprise.

Another example is produced by Adobe Systems Incorporation that introduced a collaborative tool called Adobe Story that provides the creative

and enterprise customers with the ability to jointly create a video script. Taking the above issues into account

and to have built-in or easy to use backup. In what follows, we are going to list and explain some of the most adopted collaborative tools in the market such as Skype, Dropbox, and others.

Moreover, it is worth noting that these technologies can be considered as a representative‘‘type''of the main common features available at present.

Skype This application is a free voice over internet Protocol (VOIP) service and instant messaging that is developed by the recently acquired company by the software giant, Microsoft.

Skype can be used to meet the following goals: calling and video conferencing over the internet;

train team members on using software using screen sharing ability with others; cheap calls on landlines and mobile devices;

instant text messaging from computer to computer; conduct meetings and conferences. Dropbox Dropbox is a file hosting service that offers many capabilities such as cloud storage and file synchronization.

It allows users to share contents through folders, which they can create on their computers.

Dropbox synchronizes those folders in order to appear the same folder (with the same contents) despite the media or the device that is used to view them.

This product can be used to meet the following goals: 124 6 Digital Work and Collaboration storing

and backing up any kind of file; immediate synchronization and sharing of files across computers and among users who are located in different geographical locations;

sending and sharing files that are large to email. Google Drive and Google docs Google Drive is a file storage

and synchronization service provided by Google and it provides users with features related to cloud storage, file sharing and documents editing in a collaborative manner.

In this service, the files shared publicly on Google Drive can be searched with web search engines. Google docs is a freeware web-based office suite offered by Google within its Google Drive service.

It allows users to create and edit documents, spreadsheets and presentations online while collaborating with other users live.

With Google docs users and companies can do the following: create, collaborate on, share and edit documents online;

collaborate in a real time, which means that the users can see the changes instantly; manage different revisions of a document;

create online forms for conducting community surveys. Microsoft Skydrive Skydrive is a file hosting service from Microsoft that allows users to upload

and sync files to cloud storage and then access them from a Web browser or their local device.

It allows users to keep the files private, share them with contacts, or make the files public,

which means that users do not require a Microsoft account to access them. The features of the Microsoft Skydrive service include:

It allows users to upload, create, edit, and share Microsoft office documents directly within a Web browser.

It provides the ability to integrate with Microsoft office and outlook. Users can share the documents on social networks.

It supports geo-location data for photos uploaded onto the service. Microsoft Onenote Onenote is a software from Microsoft that enables a free-form information gathering

and provides capabilities for multi-user teamwork. It can accept entries such as users'handwritten or typed notes, sketches and audio explanations.

Notes can be shared with other Onenote users over the Internet or a network and it is available for different operating systems.

Also, Microsoft offers a web-based 6. 4 Digital Collaboration Systems and Ideas 125 version of Onenote as part of Skydrive or Office Web Apps, providing users with ability to modify notes via a Web browser.

This software allows companies and users to: create notes, outlines, clippings of websites, and collections of images;

share and collaborate the created notes; access the notes from mobiles, Web or desktop devices;

outlines collaborative presentations; maintain a shared repository for research and project notes; maintain a digital field journal. 6. 4. 6 Online Communities Online community represents a virtual community that exits on the internet

and the participants in this body are interacting with each other remotely. They are websites that are organized by their own members who can access interactive discussions

and share documents and media files 4. These communities can be represented by information systems that allow members to post content

or to let a limited number of members to start posts or new subjects, such as Weblogs.

Online communities have also become a way for work collaboration among team members at the work environments

especially when they are located in different geographical places in the global organizations. However, noteworthy sociotechnical change may have arisen from the fast spread of such Internet-based social platforms 18.

It is essential in such virtual presence to have the necessary technologies to keep members interested,

manage assets, and support community relations during the development of the online community. Everything needs to be well managed in order for the virtual community to be effective and useful to its participants.

Therefore, the developers have to consider members'ability to use and manage such technology in order to avoid the loss of interest that can arise by some participants.

Also the developers need to keep the community updated with what attracts its members to participate in regular bases.

Moreover, it is important to have specified sections for members'feedbacks because their needs can change all the times.

Additionally, due to the fact that there are barely any face-to-face communications in the virtual community environment,

developers need to make sure that the community members don't have any problems with interacting with other participants.

The intention behind developing the online communities is to encourage people to exchange knowledge in a collaborative manner

since it focuses basically on information sharing. Finally these virtual societies encourage self-learners to discuss

and thinking. 126 6 Digital Work and Collaboration 6. 4. 7 Crowdsourcing Hammon and Hippner 19 define Crowdsourcing as‘‘the act of outsourcing tasks originally performed inside an organization,

In crowdsourcing a community or‘‘crowd''that is often coordinated over the internet is invited to participate in tasks normally accomplished by companies or group of specialists.

An invitation to a crowd might have the goal of generating a large amount of artifacts,

Those using crowdsourcing techniques expect that having many participants to solve a problem increases the possibility of generating a significant innovative solution 20.

Crowdsourcing is considered as an innovative way of restructuring certain tasks in a way that the power of several participants can be combined to achieve multiple possible ends.

Examples of Crowdsourcing include the Amazon Mechanical Turk, in which the users can complete variety of tasks such as labeling images with keywords,

finding contact information or labeling data to prepare it for the use in machine learning 21.

However, Crowdsourcing has been used innovatively for big projects as well. For example computer scientists at Carnegie mellon University have created a project called recaptcha,

which uses humans'abilities and intelligence to identify distorted words on websites. Moreover, many other websites such as Google books and the New york times, use this kind of service for text digitization 22.

Nevertheless, despite its powerful features, many research areas related to Crowdsourcing need to be covered. It is important to study the possibilities and limitations of crowdsourcing.

One important area of research is to understand the motivations and rewards that attract participants

and how these prizes can be different depending on the different markets. However motivation may not be only based on external benefits.

For example, intrinsic incentives such as fun and friendship could be powerful methods for motivation, and may have positive effects on the quality of the results.

Kittur 22 argues that more research is needed to understand the influences involved in the different stages of crowdsourcing such as tasks'reception, acceptance and completion 22.

as well as 6. 4 Digital Collaboration Systems and Ideas 127 crowdsourcing. These plans should have the ability to monitor crowds actions and

on the one hand, to adapt at runtime incentive mechanisms to prevent various negative effects such as free riding,

Crowdsourcing is a powerful method to solve a variety of problems in faster and less expensive ways in comparison with traditional ones;

not only to treat crowd workers as simple sensors or processors, but also to join their human intelligence and creativity.

and it is about using humans'abilities to detect the meaning of distorted words on websites.

This project is initiated by computer scientists from Carnegie mellon University in which people are collaboratively using their humans'thinking,

processing and understanding abilities to identify two unclear words on websites they use. The distorted words were chosen from scanned books and digital archives,

which computers cannot read using Optical Character Recognition (OCR) technology. Consequently, as the people read

and enter the two words into specified fields at the websites, in order to identify themselves as humans and not automated services or programs,

and media that are not recognizable by computers. The creators of this project hope that recaptcha continues to have a positive impact on modern society by helping to digitize human knowledge 24.128 6 Digital Work

crowdsourcing provides an effective way of humans'collaboration that can participate positively in the project success. The second case study discusses the digital collaboration in educational webinars.

This word is combination of‘web'and‘seminar 'which refers to a seminar that is conducted over the web.

This technology provides a platform for people to communicate and collaborate over separated geographical locations by using the internet as a two-way of information and data sharing,

which would lead to higher effectiveness and involvement by the participants. The Webinar platform is entering the education field after it proved its effectiveness in the business arena.

This technology is investigated by 25, in which the authors studied the impact of using webinar in the field of education.

In their research, they explained Campus Connect Initiative as a project that was launched in 2004 by Infosys Technologies Ltd as a partnership between industry

which is acclaimed a globally online meeting and collaboration applications and software services provider. The introduced technology has succeeded to achieve high satisfaction rates from both the members of the faculties and the students.

Despite the benefits that can be gained through utilizing digital communication and collaboration platforms, it is important as well to consider the challenges that accompany this usage such as the need for high end infrastructure,

Moreover, it provided a description for the crowdsourcing concept as well as the incentives and rewards in social computing.

open source data and cloud technology to share knowledge, manage information and to have generated the user work shared

Examples of these limitations include the storage capacity, the speed of the internet and issues related to security.

10.1007/s10606-013-9193-7 2. Grudin J (1994) Computer-supported cooperative work: history and focus (Long beach Calif) 27:19 26 3. Kay R (2004) Roots of digital collaboration.

Train Dev 54:38 43 5. Baecker RM, Grudin J, Buxton WAS, Greenberg S (1995) Readings in human computer interaction:

Schrire S (2004) Interaction and cognition in asynchronous computer conferencing. Instr Sci 32: 475 502. doi:

King K, Ellis TJ (2009) Comparison of social presence in voice-based and text-based asynchronous computer conferences.

Bhana I, Johnson D (2006) Developing collaborative social software. Comput Sci ICCS 3992: 581 586 16.

Software C (2013) Collaborative software. In: Wikipedia. http://en. wikipedia. org/wiki/Collaborative software 17. Siglin T (2011) Video collaboration tools.

Streaming Media, pp 60 64 18. Stewart T (2010) Online communities. Behav Inf Technol 29: 555 556. doi:

Hammon L, Hippner H (2012) Crowdsourcing. Bus Inf Syst Eng 4: 163 166. doi: 10.1007/s12599-012-0215-7 20.

Shepherd H (2012) Crowdsourcing. Contexts 11:10 11. doi: 10.1177/1536504212446453 21. Doan A, Ramakrishnan R, Halevy AY (2011) Crowdsourcing systems on the Worldwide Web.

Commun ACM 54:86. doi: 10.1145/1924421.1924442 22. Kittur A (2010) Crowdsourcing, collaboration and creativity. XRDS Crossroads ACM Mag Students 17:22 26. doi:

10.1145/1869086.1869096 23. Scekic O, Truong H-L, Dustdar S (2013) Incentives and rewarding in social computing.

Commun ACM 56:72 82. doi: 10.1145/2461256.2461275 24. Ahn L Von, Maurer B, Mcmillen C, Abraham D, Blum M (2008) recaptcha:

humanbased character recognition via web security measures. Science (80-)321: 1465 1468 25. Verma A, Singh A (2010) Webinar education through digital collaboration.

J Emerg Technol Web Intell 2: 131 136. doi: 10.4304/jetwi. 2. 2. 131-136 References 131 Chapter 7 Digital Business Identity Abstract This Chapter explores the identity challenges for businesses both as security

and privacy issues. Furthermore, digital identity will be discussed also with regard to brand management in current digital ecosystems,

increasing the volume of data stored, information production as well as the flexibility and capacity of sourcing activities (often involving costumers and final users, likewise).

Furthermore, the advent and the actual leadership consolidation of companies such as Facebook, Twitter, or Google, allow creating digital business as a platform exploiting the above infrastructure.

In a sense, the shift from value chains to value constellations, outlined by Normann and Ramìrez 1 in the last decade of last century, has been followed by a consequent shift from a concept of market as related to more or less stable industries,

As pointed out by Aral et al. 7 social media platforms raise significant management questions such as, e g.,

, managing diverse mobile platforms, protecting information across different and heterogeneous mobile devices, and defining data ownership.

However, this is only a part of the current challenges that a company has to face in order to protect its identity at internal level, in terms of privacy of data and security of its own information infrastructure.

Apart from IT consumerization, other phenomena such as the diffusion and pervasivity of social networks and mobile services (discussed in Chaps. 3 and 4,

respectively) create major concerns for a business digital identity as well as for citizens at global level.

security companies evaluations about the costs of the cybercrime worldwide were $110 billion every year according to Symantec Corp.;

Hyman pointed out also that the following identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8: 134 7 Digital Business Identity

the revenue of a phishing advertised by email spam is the sum of the money withdrawn from the accounts of the subject that is victim of the phishing activity.

a conclusion from the study is that public and private spending should be focused less on defense of computer crime (i e. antivirus, firewalls etc.)

p. 4 from the data stored about us and the information flows we are involved in.

Adapted from 9 136 7 Digital Business Identity the state of art on business information systems

, on the basis of historic or benchmark data; while for the security/risk/and compliance perspective they can be the mapping of users

and offline markets for understanding the role of IT for competitive advantage in the two kind of channels 22.

The results have shown that the competition has variability across products, with a relevance to Internet retailers of selling niche products.

In recent years, the diffusion of social networks and 2. 0 applications have raised their relevance to companies aiming to carry out differentiation strategies, with a consequent effect, in particular,

social media, into their‘‘marketing playbooks, ''in order to design and deliver effective brands strategies, considering the four key qualities shown in Fig. 7. 3. It is worth noting that,

the latter is essential to guarantee a suitable infrastructure preserving privacy of data and reliable transactions for the target customers.

Indeed, in recent years, we have assisted to a specific interest by researchers in investigating the role of employees about the management of reputation by businesses in social media 24.7.4 Case studies In this Section we discuss case studies illustrating issues related to digital business identity

web and email addresses. As for this issue, according to an independent study commissioned by Talktalk Business, a United kingdom (UK)' s leading provider of B2b data Offer and communicate a clear,

relevant customer promise 1 Build trust by delivering on that promise 2 Drive the market by continually improving the promise 3 Seek further advantage by innovating beyond the familiar 4 Effective brand digital strategy delivery Fig. 7

incorporating social media in marketing playbooks. Elaborated from 23 140 7 Digital Business Identity networking and telephony solutions, 3 even small changes to a company's phone numbers

email and web addresses may lead to an increase number of business prospects, e g.,, for Small and medium enterprises (SMES) 26.

, new regulations, impacting on narrower aspects such as telephone numbers, email and web address, in order to avoid loss in revenue and‘‘contacts''with customers.

aiming to engage core customers online and creating a direct dialog 3 Talktalk Business: http://www. talktalkbusiness. co. uk/.4 Vibram:

The 5 months campaign, beginning in February 2009, used a combination of digital tactics, surrounding dedicated trail runners with messages on their digital networks, advertising on top running sites (e g.,

According to 28, the campaign gathered 3. 1 million paid media impressions and 100,000 social media impressions,

that is the web community‘‘my Nutella The Community''promoted in Italy in early 2004 by the firm Ferrero, an Italian based worldwide manufacturer of chocolate and other confectionery products5.

thus, the company reduced its control over the brand as digital business identity to answer the challenges of consumer empowerment by the information technology and digital channels 29.

it can be considered a kind of pioneer experience and a sort of‘‘template''to digital business identity in the current outer context of organizations, where social networks such as, e g.,

, Facebook, enable in an inedited way the self-exposure of 2. 0 empowered consumers. As for these issues, echoes of these arguments coming from an early 2. 0 experience can be found, e g.,

, in some of the recommendations resulting from a research by Malhotra et al. 30 on how to create brand engagement on Facebook.

such as telephone numbers, email and web addresses, etc. and savvy investments on digital media in the outer context of organizations;

the role of information systems. Eur J Inf Syst 12:3 17 (ST SMES, co-opetition and knowledge sharin) 7. 4 Case studies 143 5. Brandenburger A, Nalebuff B

how globalisation, cloud computing and social media enable you to create an unfair advantage. Egxacting 7. Aral S, Dellarocas C, Godes D (2013) Introduction to the special issue social media and business transformation:

a framework for research. Inf Syst Res 24:3 13. doi: 10.1287/isre. 1120.0470 8. Hyman P (2013) Cybercrime:

a foundation for the strategic management of information systems. Decis Support Syst 25:71 88 18. Topalian A (2003) Executive perspective:

managing employees and reputation in social media. J Mark Manag 1 26. doi: 10.1080/0267257x.2013.813577 25.

Malhotra A, Kubowicz Malhotra C, See A (2013) How to create brand engagement on facebook.

information technology (IT) governance is a subset discipline of corporate governance focused on information systems and their performance and risk management.

10.1007/978-3-319-04307-4 8, Springer International Publishing Switzerland 2014 145 instance, the internet and other communication systems have developed

Social networking software and argumentation systems are just two examples of the ongoing research in this important area of digital governance.

The concept that the IAM is based upon is to bring a group of participants together via 1 See also the discussion about Crowdsourcing in Chap. 6. 146 8 Digital Governance invitations over the internet

IT governance, at its core, clarifies accountability, roles, and decision-making. It addresses concerns related to building a responsive development environment

whose output is effective content, applications, and interaction. The second challenge concerns digital ownership, which is related, e g.,

, to web existence of firm, since sometimes, web teams and business divisions within organizations tend all to claim the ownership of the organizational web presence.

Indeed, the web teams feel they should take the control over the websites and social channels because they feel they have the skills

and knowledge to maintain the quality of web presence. Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas Key decision making areas Risks Governance benefits Identifying the relevant decisions Misdirected effort

Good governance allows to identify the decisions that have a real impact on organizational goals,

through a transparent agreed process that people monitor to see whether has been followed or not Adapted from 1, 7,

8 148 8 Digital Governance that they should own this ability over their parts of the website

which includes not only the core web team and business stakeholders but also the web managers within the organization and deep and rich support infrastructure that can include legal department, business experts and ICT specialists as well as external vendors.

Most importantly, those team members need to realize that they are stewards of the digital presence and not the owners of service.

and learning Mechanisms Roles and responsibilities Definition Strategic information systems planning Active participation by key stakeholders Shared understanding of business/IT goals IT organization Structure Balanced scorecards

create, protect, execute and monitor. Thus, they started with seventeen CSFS that they discovered from those studies;

and federal web managers council 16. Although these recommendations were created to be applied in US government offices,

we believe that the proposed six steps (1-Gather a Core Team; 2-Assess What You Have;

5-Share, Review, and Upgrade; 6-Establish and Implement) they provide a light perspective to complement

its core component at firm level should be developed first. Indeed, when a specific IT governance model is chosen and implemented,

Business IT alignment can be defined as a dynamic state in which a business organization is able to use information technology (IT) effectively to achieve business objectives.

The research data collection was made through 35 case studies and the hypothesis was tested for the IT governance of the 34 IT processes of the COBIT framework,

and a serious security issue as various consultants and subcontractors were working with highly confidential citizens'data.

This has produced also confusion with regard to data access, accounting, auditing and usage statistics over a multiyear period, further complicating the integration process.

1. protection of sensitive personal data; 2. the division responsible about application services lacks with regard to consistency to audit data analysis history;

3. integration issues between the legacy and 3rd party information systems the enterprise already used, as well as other different systems from other various government agencies;

4. the lack of monitoring mechanisms, providing top management with the ability to validate that their security programs

In summary, there was lack of analytics and reporting systems on the use of data and its implications across the enterprise.

As a result, the data collected by analytics could be used to monitor the IT performance

That is due, in particular, to the exposure of business's data and systems to external environment.

In conclusion, this Chapter has offered some insights into digital governance and, in particular, into the IT governance domain as its core component at firm level

Nüttgens M, Gadatsch A, Kautz K, Schirmer I, Blinn N (eds) Government and sustainability in information systems. managing transfer and diffusionof IT SE 15.

18th European Conference on Information systems, pp 1 15 12. Guldentops E (2004) Key success factors for implementing IT governance.

leveraging information technology for transforming organizations. IBM Syst J 32:4 16 20. Broadbent M, Weill P (1993) Improving business and information strategy alignment:

learning from the banking industry. IBM Syst J 32: 162 179 21. Simonsson M, Johnson P, Ekstedt M (2010) The effect of IT governance maturity ON IT governance performance.

Inf Syst Manag 27:10 24. doi: 10.1080/10580530903455106 22. Shivashankarappa AN, Dharmalingam R, Smalov L, Anbazhagan N (2012) Implementing it governance using cobit:

which were characterized by the economic changes created by the advent of the Internet, new post-industrial technologies and the opening of markets 7 with the gradual spread of dynamics such as outsourcing and the offshoring of many business activities,

and capture value can be seen, for example, in the results of the Global CEO Study 2009 produced by the IBM Institute for Business Value 12,

and other dimensions such as information systems 19 and business strategy 20 and others focus on the constituent elements that make up the business model 11.

but it has become particularly relevant for companies that today have to operate in the new digital economy,

The production of highly innovative software and hardware products has always been the focus of Apple and, traditionally,

most of its business operations were taking place in the field of personal computers. The launch of the ipod, the portable media player, in combination with the itunes software, a system that allows users to access the Apple store to buy online music

and other types of content and transfer them from an ipod to a computer, corresponds to a formidable innovation of Apple's business model.

In summary, not only Apple has developed and brought to the market hardware and software products with a high degree of innovation,

but it has transformed radically its business environment, adding music distribution to its activities. This transformation has resulted in the construction of new ongoing relations,

which is the core of Apple's business model, allows the company to create and extract value on an ongoing basis

many companies with a registered domain on the Web were aimed entirely at attracting as many users as possible to their websites,

However these companies lacked a business model that could convert the number of users who visited their sites in cash flows and profits.

keeping in mind that the advent of new technologies has resulted in the enhancement of the capacity of processing data associated with a significant reduction in costs,

One of the major complexities of the digital economy also lies in the fact that the traditional value chain centered on the offer system has turned into a complex value network in

distribution and marketing can now be performed (at least partly) by actors external to the company. 2 1 As shown also in Chap. 4 on Social Listening. 2 As shown by the Crowdsourcing practice discussed in Chap. 6. 9. 3 Business model and Strategic Innovation

Conceptualizations The advent of the digital economy can be conceived really as a new industrial revolution both in terms of magnitude

and extension of the economic transformations made possible by the Internet and new digital technologies.

and implement a business model able to deal with and exploit such characteristics of the digital economy.

Table 9. 7 compares the essential features of the processes of transformation of the traditional industrial economy on one side and that of the digital economy on the other.

In the transition from a traditional industrial digital economy the whole process of value creation is transformed entirely.

while, as already discussed, the digital economy is driven fundamentally by customer demand. In the digital economy, the essential input of the value creation process is information itself, for example,

customer profiles and preferences that companies need to collect, organize, select, synthesize and distribute 37 in the transformation process to be able to provide customers with customized solutions.

information, in the digital economy, is an essential source of value and every business is an information business 38.

In particular, the web offers unique and unprecedented meeting and exchange opportunities between companies and customers.

Web servers can monitor and record the navigation of millions of users and produce in real-time pages with a highly personalized content based on the profile and preferences of the single user.

Information and knowledge play a crucial role both in the traditional and the digital economy. However, in the industrial economy knowledge generation and application processes are aimed essentially at making production more efficient through cost reductions

while in the digital economy they are directed mainly to intercepting the customer's preferences and expand his choice.

The digital economy offers companies a variety of tools (e g.,, web-based supply chain management 176 9 Reinventing Business models systems, online commerce,

interactive customer service) that enable the creation of value not only through the reduction of costs, but also and above all making them more capable of responding to customer needs.

The Internet, however, proved to be a destructive force for many companies, completely transforming entire sectors,

because the network is not only a tremendous source of access to data and information in a digital format,

In fact, the advent of the Internet has challenged the traditional way of doing business, as it has,

A clear example of the overwhelming impact of the Internet is given by the Table 9. 7 Comparison between the industrial

and the digital economy Industrial economy Digital economy Business process orientation Guided by offer Guided by demand Economic focus Cost minimizing Value maximizing Product policy Offer standardization Offer personalization

intermediate products Digital information Output Intermediate or finished products or services Products or services with a high information/knowledge content The role of information A supporting and connecting element during the phases of production

The formulation and implementation of an appropriate business model are vital to meet the challenges of the digital economy,

Companies are called to deal with the Internet and the opportunities of electronic commerce, but, to be able to acquire the benefits,

Table 9. 8 identifies a number of attributes that make the Internet and electronic commerce disruptive innovations 40.

Organizations operating in the digital economy must identify and exploit economically these specific attributes of the Internet

and of electronic commerce and their success depends mainly on the ability to build a business model that can capitalize on these particular characteristics.

In the context of the digital economy, the innovation of the business model can be defined as the creation

organizational or market-related) that enables a company to benefit from the disruptive attributes of the Internet

Among the successful examples of innovation of a business model that can profitably make use of some of the above features of the Internet as a disruptive innovation we can mention Dell's build-to order and direct sales model,

which redefined the value chain linked to the world of personal computers in the late nineties,

ebay's and Priceline'reverse auction system, the Amazon affiliate network, and online virtual communities (e g.

Yahoo! 41,42. 9. 5 The Business model in the Information and Communication Economy The consolidation of the information and communication economy is the culmination of the process of evolution that had the service economy gradually replaced the industrial economy,

The producers of Table 9. 8 Characteristics of the internet as a disruptive innovation Elements of discontinutiy Description Open platform The internet represents an open and public network

and exchange The Internet allows information to reach a large number of people without sacrificing the quality of the information content

in the early stages of design and production of highly customized goods and services Digital resources Information and data in a digital form,

and characteristics of the products and services offered by the various competitors Industry extension The value creation made possible by the Internet

and frequency of changes In the digital economy companies need to continually adapt to changes, which are extremely fast and frequent Virtual capacity The recent progress in networking and storage

In fact, the search engines like Google and Yahoo! are some of the most visited websites and they make money thanks to sponsored links and paid advertising;

what they sell is really just the attention of people who use them, so the larger their user base, the higher the revenue,

but their effects are particularly significant and pervasive in the digital economy. When the costs associated with the transition from one provider to another are so high as to reduce any benefit from switching

180 9 Reinventing Business models such as the telephone, the fax and internet access, are a clear example of products displaying network externalities.

Therefore, the use of these technologies is not possible until a critical mass of users is reached not.

One of the economic models that are most popular among Web 2. 0 companies, which exploits the peculiarities of the information economy, is the so-called‘‘freemium''(combination of‘‘free''and‘‘premium'')

‘‘information system and Information system''By Peter Checkland and Sue Holwell. Cybern Hum Knowing 6: 91 95 6. Checkland P, Holwell S (1998) Information systems and information systems:

making sense of the field. Wiley, Chichester 7. Osterwalder A, Pigneur Y, Tucci C (2005) Clarifying business models:

IBM (2009) IBM Institute for Business Value's Biannual Global CEO Study 2009 13. Casadesus-Masanell R, Ricart JE (2007) Competing through business models WP no 713.

harnessing the power of business webs. Harvard Business school Press, Cambridge 18. Amit R, Zott C (2001) Value creation in E-business.

Ind Manag Data Syst 104: 78 87 27. Haaker T Faber E, Bouwman H (2006) Balancing customer and network value in business models for mobile services.

Afuah A, Tucci C (2003) Internet business models and strategies. Harvard Business school Press, Boston 30. Johnson MW, Christensen CM, Kagermann H (2008) Reinventing your business model.

Currie WL, Galliers R (eds) Rethinking management information systems: an interdisciplinary perspective. Oxford university Press, Oxford, pp 161 174 39.

Anderson D, Lee HL (2000) The Internet-enabled supply chain: from the‘‘first click''to the‘‘last mile.''

Internet Res 11: 349 359 42. Winer RS (2006) Marketing management, 3rd edn. Pearson Prentice hall, Upper Saddle River 43.

and ideas to keep in the innovation radar. 10.2 Instabank Instabank 3 is a Mobile Banking app developed by a Russian Start-up in collaboration with VTB Bank, a leading Russian Financial institution.

It is designed as a mix between the style and appearance of ios with the convenience of Facebook.

and allows to keep easy track of movements in a visualization similar to the timeline in Facebook.

Furthermore, it lets subscribers to link banking information with social networks allowing quicker transfers or direct use of Facebook wallet.

and request money to friends through Facebook messages, even if they don't have an Instabank account,

The app includes a simple and free money transfer system available through wireless communication between devices

born out of the experience of the founders with traditional mobile banking apps. One of the developers has an engineering background

and experience on Google software, developed at the IBM Research Lab in Haifa, while his two partners both have extensive experience in the banking industry.

Instabank is focusing all its energies to develop an easy to use and simple on-line banking application,

while the core of the banking activity behind it is managed by a traditional Russian Bank (VPB).

sending a Facebook message with a payment to a friend is an easy way to make a transfer.

the American banking application developed with a‘‘mobile-first''approach, launched in 2012. The features are similar,

and analyzes large amounts of real-time mobile location data, collected through mobile phones, GPS, Wifi, cell tower triangulation, RFID and other sensors.

Using powerful machine learning algorithms, it provides extremely accurate profiling and segmentation of consumers based on habits and spending preferences.

This tool allows to transform existing data into predictive behavioral data leading to a better understanding of customers without requiring any change in behavior.

It is also a key element for effective real-time marketing campaigns, for prediction of specific group behavior and for understanding the underlying reasons of the direction and intensity of passage in specific areas.

other than Google or Facebook, does. The simple idea behind Macrosense and the other related services developed by Sense networks is that actual behavior is a very good predictor of future behavior.

Models based on thorough analysis and observation of large quantities of data on geo-location of specific individuals provide a significant insight into human behavior.

The founding team includes MIT and Columbia University Professors in computer science, who were fascinated by the prospect to understand human behavior through the analysis of location data over time.

Back then location data was increasing thanks to the diffusion of mobile phones, which soon became smarter and smarter

and started generating even richer data (e g. Foursquare voluntary check in, automatic collection of location by different apps, Wi-fi recognition.

One of the founders is Alex Pentland, Toshiba Professor at MIT, serial entrepreneur and one of the most cited authors in computer science.

His research at the MIT Human Dynamics Lab has been an important brick in the development of the interpretation models,

while, at the same time, the large amount of location data was fundamental for testing hypotheses about human behavior.

In Table 10.3 the representation of the drivers of competitiveness on a time-tomarket basis shows, in synthesis, an advanced development both of the technology behind Macrosense and of the demand and offer side of the market

tastes and behaviors, improve the planning of public or private transport supply according to data about stream of people,

and adoption of many other solutions based on the same core algorithms. 10.4 Billguard Billguard 5 is a personal finance security system scanning credit card activity daily for hidden

In addition to the fraud data possessed by the system, Billguard automatically scouts the web, using crowdsourced data to harness the collective knowledge of millions of consumers reporting every day about billing complaints

and suspicious merchant lists to their banks and to on-line communities. The underlying concept is that single users seldom take the time to check their balance sheets at the end of the month,

and even when they do, they rarely notice the small charges applied by unwanted subscriptions.

The management team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of Google, Paypal, Verisign and Sun microsystems.

Mezzanine 6 is a collaborative conference room, enabling multi-user, multi-screen, multi-device interaction both in a physical and virtual meeting space.

The participants of a meeting can contribute with multiple streams of information, connecting to the screens and the distant communication systems seamlessly.

The system allows easy aggregation of all the video signals in the room across a series of displays

web-based or networked media, or applications running elsewhere. Digitization of physical content is also possible by scanning paper documents with a smartphone camera.

Content of the session can be shared and stored easily in the virtual meeting space. 10.5.1 Developer Oblong was founded in 2006 as a spin-off of the MIT Media Lab project by John Underkoffler,

with the goal of creating the next generation of computing interfaces. It is a company of designers

programmers, and hardware engineers, committed to Table 10.6 User value indicators Fast learning Yes User interface Good User experience Very good Process impact Low User feedback Very good

The core purpose of Oblong is to find ways to make computers more flexible, capable, interactive,

multi-screen, multi-device computing environments. The core technology platform, called g-speak, enables applications to run across multiple screens and multiple devices.

In Table 10.7 competitiveness appears to be high on time-to-market drivers. The company is solid and growing

and the technology is developing and integrating with more and more partner technologies. The market is interested, especially in design-intensive companies and for advanced decision making activity.

besides a good internet connection there is no major requirement for installation. 10.5.2 Applications The interactive setting makes meetings

and compare data, increasing engagement and allowing parallel working and synchronous data visualization. The new technology challenges the traditional linear view of meetings

and creates a disruptive need for a different governance of meetings. Anyone in the room and from remote can contribute,

kids entertainment professionals, software developers, startup experts and creative. The idea of a financial education tool for children has been developed also by other companies,

The infrastructure is ready as there is no need for anything other than a pc and an internet connection. 10.6.2 Applications The interactive and game-like experience of Tykoon make it a very appreciated application by those who are using it.

Parents in developed countries often struggle to teach their children the value of money, especially in high income families.

so it happens to be a very sensitive topic. 10.7 Noldus Face Reader Noldus Face Reader 8 is an affective computing tool designed to capture

increasing the explanatory power of the affective data (Fig. 10.1). ) The system has been tested extensively with scientific research accuracy

and the underlying science of emotions is the result of years of studies The advantages,

The reports'data can be exported easily and the software itself is developed for easy integration with other systems. 10.7.1 Developer Noldus Information technology was established in 1989,

currently having headquarters in The netherlands as well as in the United states. The president of the company, Lucas Noldus, holds a Ph d. in animal behavior and,

a software Table 10.10 User value indicators Fast learning Yes User interface Very good User experience Very good Process impact Low User feedback Good Wow effect

and led to starting a company for the development of software dedicated to behavioral research.

Table 10.11 Company competitiveness indicators for time-to-market Company Noldus information technology Funded 1989 NPRODUCTS Many Clients Many Partners Many Market dimension Average

It works on the analysis of speech pattern, tone of voice, semantic analysis, body language, facial recognition. Cogito's systems continuously collect

Cogito helps companies gain valuable data about their clients'behavior and increase the quality of interaction.

Agents see in real time a display showing customer engagement and distress level providing also feedback on the quality of their own behavior.

All data are combined with traditional performance indicators, in order to create detailed predictive models. 10.8.1 Developer Founded in 2006,

and monitored through Smartphone-enabled mobile sensing systems. In Table 10.13 the time-to-market competitiveness appears to be high

Feedback from clients report benefits as increase in productivity, improved sales performance, better data collection

and, directly from his notebook, table or smartphone, he can complete the payment online with very few steps.

and especially for utilities and telecommunications. Indeed, automatic payments are denied often from the bank, reminders reach the customers much later

instore experience, Mobile Payments, and crowdsourcing. Adding digital features to the point of sale enables a better multichannel experience for customers.

Moreover, thanks to the Starbucks Digital Network, customers are offered extra content and entertainment when connected to the facility's Wi-fi (e g. on-line Music,

On the Mobile Payments side, the ios and Android app, on the one hand, allows customers to pay with their smartphone, with no need for cards or cash, reducing by 10 s the single transaction;

on the other hand, it allows the business side gathering meaningful data about their customers. Around 10%of all transactions are completed currently through the mobile app.

The last point of the digital strategy is the development of an on-line community for crowdsourcing called‘‘My Starbucks Idea,

when the top management first decided that Wi-fi should be a feature of all Starbucks coffee shops,

and affective computing (Noldus Face Reader). Furthermore, the selection has shown a majority of digital innovations coming from US based companies (among them a‘‘big''player such as Starbucks),

However, among the discussed digital innovation practices we have found also a coverage of digital work and collaboration (Mezzanine) as well as digital business identity (Tycoon) issues.

it is worth noting that the potential evolution trends are going to concern a further focus on convergence of mobile services and social sensing, that is an increased exploitation of advanced analytics for behavioral analysis from intensive data streams as well as from Big data.

As for the digital trends we have considered the business challenges of Big data as a core component of the information infrastructure upon which our society is building its own open environment.

and drawbacks of Cloud computing, considered an innovative IT model for providing on-demand network access to a shared pool of configurable resources such as networks, servers, and software applications.

Furthermore, we have analyzed the challenges to digital business innovation by the diffusion and convergence of mobile services, sensors technologies, and social networks.

in Chap. 5 we have discussed what can be considered as the core trend of the year,

and this can be their own private personal one, with consequences ON IT policies as for security, disclosure of data, and privacy.

digital services, social networks, sensors, and IT Consumerization, likewise. Besides the benefits, collaboration contributed to‘‘open''work practices,

policies for privacy and security of data and information flows; on the other hand, promoting it in terms of brand in an ever-changing and dynamic digital market (see Chap. 7). Thus,

The above directions require that IT must be able to generate value from current digital information infrastructure, leading to a change of perspective on its strategic role as the‘‘guardian''of a company digital business assets and‘‘heritage''.

34 Bring your own device (BYOD), 90,97, 103,108, 109,134 Big data, 5 CCALLED technology steward (TS),

129 Capabilities, 5 Chronological age, 55 Closeness centrality, 69 Cloud computing, 6, 23 COBIT, 150,156, 157 Cognitive age, 55 Cognitive instrumental processes

, 51 Collaboration, 194 Collaborative management tools, 113,114 Collaborative software, 123 Collaborative working environment (CWE), 123 Collective Intelligence, 68 Column-oriented databases, 6

Community cloud, 34 Community coordinator (CC), 118 Community of practice, 117 Comparative sentiment analysis, 70 Computer-supported cooperative work (CSCW), 113

Computing interfaces, 194 Confidentiality, 28 Consumerization, 89,90 92,95, 98,99, 102,104, 109 Critical success factors (CSFS), 152 Cross organizational collaboration (COC

), 116 Crowdsourcing, 49,127, 128 204 Customer experience management (CEM), 67 Customer relationship management (CRM), 67 Customer support, 34 Cybercrime, 134 136,143 DDATA, 4 Data deluge, 4

Decision 2. 0, 67 Degree centrality, 69 Degree of positivity, 74 Delphi method, 35 Digital artifacts, 4 Digital data streams, 7, 19

Digital enablers, 48,49 Digital governance, 145,146, 149,151 153,158, 159 Digital infrastructures, 49,50 Digitalization, 48 Digital natives, 4 Digitizing, 48 Distance effects

method (FDM), 35 GGENERAL definition of information (GDI), 4 Generation Z, 4 Grid computing, 23 HHADOOP, 7, 28 Hybrid cloud, 34

Internet of things, 5 Interoperability, 34 ipad, 4 ipod 4 IT alignment, 146,150, 154,155, 159 IT consumerization, 134 IT governance, 145 149,151 159 ITIL, 150 KKEY performance indicators (KPI), 151 Key-/value

Turk, 127,128 Media, 47,54, 63 Mobile applications, 48,50, 55 59,62, 64 Mobile payment, 205 Mobility,

49 Multi-sided markets, 49 NNOSQL, 6 OOBJECT buzz, 72 Offer to customers, 169 Ontologies, 70 Open data, 8 Open government, 8

Index Return on engagement, 142 Return on relationship, 142 RFID, 190 SSECURITY standards, 29,34 Semantic Analysis

Social influence, 51,54 Social listening, 67,68, 72,78, 80,85 Social media, 5 Social network analysis, 69 Social software, 123 Software as service (Saas), 24

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