Synopsis: Ict:

Lancaster University, School of Computing and Communications, Lancaster, UK 2 University of Szeged, Faculty of Economic Research Centre, Szeged, Hungary

Corresponding author email: m. a. ferrario@lancaster. ac. uk To be presented at the 11th International Conference of the European Society for Ecological Economics

by building innovative software solutions with a social conscience 7. Initiatives such as Games for Change

intervention on this tension is at the core of Amartya Sen†s Capability Approach (CA) 13. CA is a way to

approach human well-being that posits human freedoms at its core. These freedoms are described as the

-cost distributed and independent manufacturing (e g. 3d printing) in personalised digital-health whilst jointly reflecting on its impact on potential service users and on health-policy making with our research partners

In other words, Clasp is to serve as a case study to both co-design exemplars for future digital-health tools and

. & Whittle, J. 2014) Software engineering for'social good 'integrating action research, participatory design, and agile development.

International Conference on Software engineering (pp. 520-523. ACM 8. Galimberti, U. 2000) I miti del nostro tempo, Feltrinelli Editore

The two digital divides 3 Background 4 Major obstacles 5 2. THE DIGITAL SYSTEMS EVOLUTION AND THE ADOPTION PHASES...

Open source basic infrastructure...20 The components the basic infrastructure...20 Models for sector-specific ecosystems 21

ready to use the Internet more intensively as a business tool, except for a few start

need favourable conditions to accelerate the diffusion of the Internet and adoption of ICT technologies and thus to avoid a digital divide between larger and smaller

enterprises and among geographical areas The two digital divides At the Lisbon summit in March 2000, the European union representatives set the goal

of becoming the world†s most dynamic and competitive knowledge-based economy by 2010 with the need to promote an †Information Society for Allâ€,

issues of the digital divide in the adoption of Internet and e-business use The statistical evidence points to two main digital divides on e-business issues within

European Member States ï€'The regional digital divide arising from the different rates of progress in e

-business development within the EU, generally perceived as between the Nordic/Western and the Southern European Member States.

ï€'The digital divide by company size arising from the significant †gaps†between SMES and larger enterprises in the more advanced forms of electronic commerce

The effect of the two digital divides is cumulative and gaps therefore tend to widen Thus SMES, in the less advanced regions, are likely to become the focus of policies to

This covered the adoption of ICT and ecommerce in all sectors of the economy 2 Benchmarking national and regional ebusiness policies for SMES Final Benchmarking report 12 june 2002

Internet Web) are the results of Research and Technological Development (RTD) programmes funded by public programmes has grown.

RTD is also important in terms of informing future policy development. For example, it is necessary to consider the way in which

More than any other business users, SMES have a strong interest in standardised and fully compatible open inter-operable ICT solutions that stay relatively stable over time

preliminary planning, procuring hardware and/or software tools (installation, training and subsequent reorganisation), continuous maintenance, servicing costs and

telecommunications charges. However, getting the right ICT equipment is only part of the equation..SMES often have limited very resources for experimentation;

they can rarely afford to make expensive mistakes, therefore uncertainty about the viability of the initial investment and the rising cost of maintenance services may reduce their

Internet. Small organisations are reluctant to invest in ICT rather than concentrating the investments in their core business

2. THE DIGITAL SYSTEMS EVOLUTION AND THE ADOPTION PHASES Status of digital adoption for small organizations

However, although Internet use figures differ among Member States and sectors, there is generally a positive correlation between the size of an enterprise and

its Internet use for business, i e. the smaller the company, the less it uses ICT7.

The adoption of Internet-based technologies for e-business is a continuous process with sequential steps of evolution.

2) web-presence,(3) e-commerce,(4) e-business,(5) networked organizations,(6 digital business ecosystems In the early stages, Internet has been used as new instrument of commercial

communications First phase: e-mail (early adopter started in 1986: The first adoption step was based on the usage of Internet for exchanging e-mails and messages.

This adoption did not imply a cultural change Second phase: web-presence (from 1993) The second phase saw proliferation of

an electronic presence, usually through a static Web site. Actually, those websites â€oelost in cyberspaceâ€, were visited not by the target clients, and the unavoidable

â€oedispersion†of those website led to a limited effectiveness in the cyberspace, partially solved by the establishment of vertical, thematic or regional e-marketplace portals

and efficient search engines, On average, across European union (EU), only 67%of SMES108 have access to the Internet.

In some Member States, this is even less than the Internet penetration rate among households. Of those that are connected, the

majority uses the Internet only for information purposes. Only 44%of them have their own website,

but the difference between large enterprises9 and SMES10 and between regions is relevant. Have their own website the 80%of large enterprises

8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees

e-mail web -presence phases FN, September 2002 Digital Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10,

but 67%of Finnish and 65%of German SMES10. 10 E-commerce Third phase: e-commerce (from 1996.

When finally the technology allowed the use of the Internet to perform economical transitions on-line between enterprises and

consumers (B2c) or among enterprises and suppliers, or internally inside the same enterprise (B2b) the e-commerce started,

their users. Even in the most advanced Member States, only a minority of SMES11 uses the Internet for commercial transactions and can handle transactions

electronically. Against the background of the explosive growth of e-business worldwide, especially in the US, these figures are alarming signs that European SMES

are committed not yet fully to the Internet. The OECD estimates that the value of Internet transactions doubles every 12-18 months.

European SMES therefore risk missing important economic opportunities E-business Fourth phase: e-business (from 1999) Internet technology has gone far beyond a

mere means of electronic transactions becoming a foundation for applications linked to the core business systems, modifying the internal working methods and processes

and the internal culture and organisation The e-business technologies allow the enterprises to effectively directly connect with

the extension of the usage of Internet from the simple commerce to all operation of

Examples of applications and infrastructures based on Internet includes: systems for e -commerce, e-procurement, Supply Chain Management, Customer Relationship

management, business intelligence, e training. Examples of innovative working processes are customer call centers, Intranets that link business partners, data

warehouses that improve customer relationships The e-business opportunities are taken mainly by large organizations, whilst the single

11 In 2001,6%of EU enterprises used Internet for electronic delivery and 7%for e-payments;

Only 3%of EU enterprises used Internet for e -commerce for more than 2 years (20.2.02 Eurostat, ibidem

The major obstacles could be overcome by having a software infrastructure with services at acceptable costs and adequate quality having the possibility to acquire

and includes outsourcing non-core operations, changes in processes and systems, and paying attention to legal and audit

new ecology of information technology Organisations build faster and more effective strategic partnerships and alliances, re

and in telecom sectors Over time, this reorganisation will produce cross-industry supply chains that will come

are, in fact, characterised by intelligent software components and services, knowledge transfer, interactive training frameworks and integration of business processes and e

The latter step in the adoption of Internet-based technologies for business, where the business services and the software components are supported by a pervasive software

environment, which shows an evolutionary and self-organising behaviour, will be named digital business ecosystems Then Sector-specific ecosystems will pop up when a particular area of business starts to

and software components and services developed for that area of business will appear. These components are based on a set of specific

books, blueprints, scientific journals, databases and the know-how of millions of individuals, is the ultimate source of all economic life. †15

Harnessing the Power of Business Webs, Harvard Business school Press; ISBN: 1578511933;(May 2000 James Moore, Death of Competition:

which could be software components, applications, services, knowledge, business models, training modules, contractual frameworks, laws, â€

organs Software components business models Open source models operating systems Simple species Grass worms tiger Small organizations

universities c hambe r s o f commerce Basic e-services Simple services Accounting sys

Groupware sys Group o f species in symbiosis Species in symbiosis: †Networked organizations specific value

Aggregated services CRM, ERP, user profiling Local ecosystem/s Savanna j u n g l e

and software components and services developed for that area of business appear. These components are based on a set of specific requirements

ï€'Generic software components and applications adapted for the specific sector (e g. adaptation of customer relationship management systems, user

profiling systems, †ï€'New developed or imported sector-specific software components (e g reservation systems or yield management systems for tourism sector;

cattle tracing system for agrofood, enterprise resource planning applied to specific sector ï€'Specific ontologies which describe the semantics of data, services, processes

for that business sector ï€'Sector-specific education and training modules ï€'Knowledge basis; business models; repository of practices, business

Human or digital users accessing to the digital business ecosystem will see a global ecosystem environment,

within a set of interconnected computer nodes based on the geographical areas which adopt the ecosystem concept.

open source developer communities is a measure of the success of the initiative The local business digital ecosystems, supported by a strong and active communities

software sharing, common development of open source software open and distributed common infrastructure use of digital business ecosystems

Terry Winograd and Fernando Flores, Understanding Computer and Cognition, a new foundation for design 1986, Ablex Publishing Corporation, Norwood, NJ

an open source model adopting multiple business models ï€'for the â€oedigital species†of specialised ecosystem: encouraging the maximum

ï€'Critical mass of services and of users ï€'Maximising the number of â€oedigital species†populating the ecosystem

indispensable that the protocols and the data format are open and not depending from a unique provider, to guarantee the independence from hardware and software

platforms, the highest interoperability and the possibility to reuse the preexisting information and services Open source basic infrastructure

To guarantee that the ecosystems attracts a critical mass of developers of services and therefore of users, is critical to guarantee evolution and continuity of services in time

within an open infrastructure The basic infrastructure represents the â€oebusiness tone†which connects the applications

cannot be given the users an adequate guarantee on critical aspects like trust, security fair processing, integrity, confidentiality,

can be guaranteed due to the availability of the source code The components the basic infrastructure The basic infrastructure of the common ecosystem environment is composed by the

The use of open source infrastructure, the convergence on open standard and open systems, the strong support for interoperability (if necessary through the creation of

compatible free software; the mechanisms for semantic definition, ontology building and instruments for distributed look up

The user (or other â€oedigital speciesâ€) could select the more adequate service or component (open source or proprietary), could substitute it as soon a more adequate

one appears on the ecosystem, or adapt it to its needs The broad use and the diffusion of a network of local digital ecosystems

ï€'fosters the private entrepreneurship on the sector of production of software components and services

in the others the two digital divides will increase: they will be disadvantaged further respect the large enterprises and compared to the other regions

Internet. To achieve this, the Heads of state and Government invited the Council and the Commission to draw up"†a comprehensive eeurope Action Plan â€. using an open

Stimulus for small and local ICT software and service providers The ecosystems stimulates the innovation

the smallest software producer can compete on equal terms with the most powerful corporations Competitiveness and innovation is increased then,

generating a supply of software with better conditions of usability, in a model of continuous improvement

the user stays"trapped"in the need to continue using products from the same supplier,

users. Today the jobs generated by ICT industry in most European regions, mainly concern technical tasks of little aggregate value;

provide support for proprietary software produced by multinational companies do not have the knowledge and the possibility of high-level development.

develop software components and solutions creates more technically qualified employment and a framework of competence which stimulates the market, and

Email addresses: marina. ranga@stanford. edu; henryetz@stanford. edu Corresponding author: Marina Ranga 210 Panama Street, Cordura Hall, H-STAR Institute, Stanford university, Stanford CA 94305, USA

Fax: 650-725-2166 Abstract This paper introduces the concept of Triple Helix systems as an analytical construct that

interaction with users, acquisition of patents and licenses, consultancy services, etc On a broader scale, non-R&d innovation is also present in the creation and change of

financial capital, delocalisation and globalisation of production sites, labour and social relationships, etc. Elements like generation and internalization of new skills and abilities

See http://online. wsj. com/article/SB10001424052970204879004577107190097493490. html 13 returns. The underlying foundation of this development is the polyvalent nature of

which have become the core of a thriving regional innovation network including incubators, science parks, business

like computer networking winnowed from a larger collection (Miller, 1997 Yet another situation is when one space becomes the basis for the enhancement of the others

http://www. adimoserver. se/adimo4/(S (kokri4qeowj3nyvt0tkb1s45))/site/kista/web/default. aspx? p=1546&t=h40

The large-scale research programmes in data mining funded by the Defence Advanced Research Projects Agency (DARPA) at Stanford and a few other universities provided the

context for the development of the Google search algorithm that soon became the basis of a firm formation

favoured user-producer interactions through cultural and institutional proximity and localised learning (Lundvall, 1992), but became increasingly blurred due to business and

See details at http://ec. europa. eu/enterprise/policies/innovation/files/ius-2011 en. pdf 21

-scoreboard-2011. html 34 Technology and Industry Scoreboard 2011 has two such indicators: Government-financed

http://faculty. weatherhead. case. edu/carlsson/documents/Innovationsystemssurveypaper6. pdf 38 Casas, R.,de Gortari, R.,Santos, M. J. 2000.

the making of the personal computer Mcgraw-hill, New york Galende, J.,Suarez I. 1999. A resource-based analysis of the factors determining a firm†s

reference=SPEECH/12/226&type=HTML Gibbons, M.,Limoges, C.,Nowotny H.,Schwartzmann, S.,Scott, P. and Trow, M. 1994.

http://www. csiic. ca/PDF/Godin 36. pdf Godin and Gingras, 2000. The place of universities in the system of knowledge production

http://www. wbdg. org/resources/chngorgwork. php Hekkert, M.,Suurs, R. A a.,Negro, S.,Kuhlmann, S.,Smits, R.,2008.

The evolution of communication systems. International Journal of Systems Research and Information science 6, 219†230 Leydesdorff, L. 1996.

Innovation as an Interactive Process-from User-Producer Interaction to National Systems of Innovation, in:

Conflict and the Web of Group Affiliations. Translated and edited by Kurt Wolff. Free Press, Glencoe, IL

*Users who downloaded this article also downloaded Anahita Baregheh, Jennifer Rowley, Sally Sambrook,(2009),"Towards a multidisciplinary

*Related content and download information correct at time of download D ow nl oa de

Research limitations/implications †As the analysis was reported based on self data provided by the entrepreneurs of SMES, the authors had to rely on their judgment regarding the novelty of the

as well as on the complex web of interactions and on the institutional environment guiding and facilitating the actions and interactions of

Section 3 introduces the data and the research methodology used in this study. In section 4 the results of statistical

ability to attract highly qualified labor force will become one of its core competencies Bougrain and Haudeville, 2002.

Internet Media Professional literature Educational meetings Entrepreneur friends Participation in development projects Five-point Likert-scale

are the Internet and other media, commercial exhibitions and fairs, scientific and professional literature, trade journals, educational events, and so forth.

Especially the firms located in peripheral and rural areas are forced often to rely on the generally available information sources due to the lack of relevant local

information sources (fairs, media, internet, etc. is used as a measure of their importance as a source of innovation-related information (see Table I

enterprise panels is attrition †which leads to missing data and possibly biased results When reviewing the existing literature on innovation-performance relationship

more broadly than is possible to depict here, no clear consensus seems to emerge. As

3. Data and research methodology 3. 1 Sample and data The primary data for this study were gathered in 2006 via a postal questionnaire

among the SMES located in the Northern Savo region in Eastern Finland approximately 400 kilometers away from the Finnish metropolitan area.

As a sample frame for constructing the database, we used the register of SMES in the region

that was offered by Suomen Asiakastieto, the leading business and credit information company in Finland. In this register, the latest financial statements data of 95 000

Finnish firms and groups are on one CD. The questionnaire was sent to 1, 282 entrepreneurs of SMES located in the Northern Savo region.

invited to sampling were contacted by a letter or telephone. Questionnaires were returned, 264 of which could be used for the analysis. This study reached a rather

innovations during the four-year period (2002-2006) prior to the data collection, or whether there were only incremental modifications on the existing products, processes

with cross-sectional data we are unable to proof the existence of a causal relationship or its direction, even when

However, as our data do not allow a more detailed investigation of this issue, the propositions presented

exhibitions, fairs, internet, media, etc. and the introduction of novel product innovations In the case of the introduction of novel process (production methodology/technology

self-reported data provided by the owner-managers of SMES, we have to rely on the

Second, on the basis of our data, we are unable to state whether the external

study the data were gathered from single informants †the owner-managers of the firms †only.

from user-producer interaction to the national system of innovationâ€, in Dosi, G.,Freeman, C.,Nelson, R.,Silverberg, G. and

Science, Technology and Industry Outlook, OECD Paris OECD (2005), The Measurement of Scientific and Technological Activities:

Collecting and Interpreting Innovation Data: Oslo Manual, 3rd ed.,OECD, Paris Pavitt, K. 2005), â€oeinnovation processesâ€, in Fagerberg, J.,Mowery, D c. and Nelson, R. R. Eds

evidence from the Vienna software sectorâ€, Economic geography, Vol. 85 No. 4 pp. 443-62 Toâ dtling, F. and Kaufmann, A. 1999), â€oeinnovation systems in regions of Europe †a comparative

Abstract Full Text PDF 3. Hermann Frank, Dietmar Roessl. 2015. Problematization and conceptualization of â€oeentrepreneurial SME

Abstract Full Text PDF 5. Virginie Marie Lefebvre, Hans De Steur, Xavier Gellynck. 2015. External sources for innovation in food

Abstract Full Text PDF 6. Hannu Littunen, Sari Rissanen. 2015. Information sources and innovation-linked networking:

Abstract Full Text PDF 14. GRACIELA CORRAL DE ZUBIELQUI, NOEL J. LINDSAY, ALLAN O'CONNOR. 2014

Abstract Full Text PDF 17. Jerome Denis Donovan, Alex Maritz, Andrew Mclellan. 2013. Innovation training within the Australian

PDF 20. Canan Ceylan. 2013. Commitment-based HR practices, different types of innovation activities and

Text PDF 24. Mohammad Yarahmadi, Peter G. Higgins. 2012. Motivations towards environmental innovation. European Journal of Innovation Management 15:4, 400-420.

Abstract Full Text PDF 25. Roman Kmieciak, Anna Michna, Anna Meczynska. 2012. Innovativeness, empowerment and IT

Text PDF 26. Miika Varis, Hannu Littunen. 2012. SMES and Their Peripheral Innovation Environment: Reflections

ï Research, innovation and the digital economy ï Empowering people, promoting SMES and flexicurity -Promoting entrepreneurship & SME development

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

world class ICT infrastructure throughout Europe, including broadband and mobile networks to support multi-channel operations.

user friendly information on legislative requirements in every Member State (e g. VAT regimes, product requirements and establishment rules) could also showcase best practice

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

the rapid expansion of the digital economy. Retail and wholesale are adapting at pace anticipating customers†changing needs and preferences.

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

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, but

DATA SIM (http://www. uhasselt. be aimed/datasim at providing an entirely new and highly detailed spatial-temporal

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

-agenda/sites/digital -agenda/files/newsroom/data sim 8138 1 83. jpg A Europe 2020 Initiative DIGITAL AGENDA FOR EUROPE

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

systems†trends (Part I), 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, including those without an IT background

-ration as a consequence of the digitization of the work environment, and finally dealing with what may be considered the real challenge to digital business:

and computer science and identifying the most cutting edge phenomena is an arduous task. I congratulate Vincenzo for this book and look

•to be the first of a yearly outlook focused on digital trends emerging from both

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

Furthermore, it is yet difficult to find such kind of unified survey acting as an instrument for providing practitioners a perspective on academic research, suitable

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

respective areas (management, engineering, and computer science. However these publications are going to be a part of the large set of information and body

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 Notwithstanding the book adopts an academic approach as for sources collection

and analysis, it is also concrete, describing problems from the viewpoints of managers, further adopting a clear and easy-to-understand language, in order to

capture the interests of top managers as well as graduates students Taking these issues into account, this book is distinctive for its intention to

synthesize, compare, and comment major challenges and approaches to business digital transformation of organization, being a simple yet ready to consult

aims to be the first of a yearly outlook focused on digital trends emerging from

one hand, of Big data, Cloud computing, and Mobile Services for business; on the other hand, it discusses the drivers and challenges of Social Listening and

order to enable an effective understanding of today†s organizations as well as users behavior and needs.

Data and Cloud computing, through Mobile Services as platforms for socializing and ††touch points††for customer experience, to emerging paradigms that actually

social networks paradigms, such as, e g.,, crowdsourcing and people services Moreover, this part of the volume will explore the identity challenges for busi

-nesses 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 con

Organization and Information systems at Bocconi University, who have created a rich and rigorous research environment where I am proud to work

Snam, Sorgenia, Telecom italia, Terna, Unilever, Vodafone and Wind. For the public sector: Agenzia per l†Italia Digitale, Comune di Milano and Consip

Research at the Business Technology Outlook (BTO) Research Program who have provided me valuable suggestions and precious support in the coordination of the

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

Florenzo Marra, Alessandro De Pace, Alessandro Scannapieco, Matteo Richiardi, Ezechiele Capitanio, Giulia Galimberti, Arianna Zago, Giovanni Roberto, Massimo Bellini

1 Big data...3 1. 1 Introduction...3 1. 1. 1 Big data Drivers and Characteristics...5

1. 1. 2 Management Challenges and Opportunities...9 1. 2 Case studies...15 1. 3 Summary...

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...

4. 3. 1 Text mining and Conversation†s Analysis...72 4. 3. 2 Classification and Analysis Methods

and Adopt the User Perspective...96 5. 3. 2 Step 2: 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: Support Employee Owned Devices...

97 5. 4 Business Scenarios for IT Consumerization...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...101 5. 4. 5 High-performance Sales...101 5. 4. 6 Retail Sales...

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...

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

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

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

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.

Finally, the discussion of case studies concludes the Chapter, providing insights from practice on factors and strategic points of attention, 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, no matter their

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

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 As pointed out by Bruce Horovitz on USA Today ††the still-forming generation

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

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

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.

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

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 informa -tion. 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. Figure 1. 1 represents them, providing figures and examples, likewise At the state of the art the following four dimensions are recognized as char

-acterizing 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 data -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 real -time 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 net -works to sensor data, click streams, e g.,, from internet of things

Accessibility: the fourth dimension concerns the unmatched availability of chan -nels 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 actually considered 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 para -digms 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†â€; 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 real

-time 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 senti

-ments 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 inno -vation 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 account -ability 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 constit

-uencies 16,17, and ii) participation of citizens to the policy making process thanks to the shift of many government digital initiatives towards an open gov

-ernment 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

Threat Analysis Credit scoring Fraud detection Tax evasion control Reduction in consumption of public utilities â€

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 infor -mation 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 per -spectives 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-Provi

-sioning 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 manage -ment 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 orga -nization†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 Processesinformation systems 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 tech

-nology level, showing the enabling role of alignment, centralization, standardi -zation, and strategic use of IT orientation.

Nevertheless, these enablers being quite recognized 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, by building strategy around business process optimization issues, organization may fail to exploit Big data

Indeed, optimization often leads to rigidity and inflexibility of business processes instead of the agility expected by dynamic information flows

Accordingly, we believe that a useful approach to management 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. Softscaling allows companies to rely and exploit Big data to develop flexible strategy and business models, thus

anticipating and responding to volatility of market and customer needs, while having efficient and sustainable business processes.

Figure 1. 4 shows these capabilities, i e •optimizing business processes and technology for operational excellence

•creating emotional ties and connections for an improved focus on customer needs and experience 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 IT/Strategy misalignment

Centralized organization structure Decentralized organization structure Industry Regulations Regulations variance by region (US, EU etc

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,

further cultivating emotional connections 27. An example, is described the case by Awargal and Weill 27 of the use of demographics made by Hero Motocorp.

This New Dehli based manufacturer of motorcycles and scooters integrated its Customer Rela -tionship Management (CRM) with contextual data on young women customer

experience entering India†s workforce. Thus, Hero Motocorp has been able to promptly answer to their local concerns about shopping and driving moto scooters

by designing new products and initiatives, such as, e g.,, showrooms staffed by women, with private curtain where trying the scooters

and judge how they look on them The above arguments and cases lead us to the third Big data lifecycle chal

-lenge. As for their use, as seen above, companies has to rely on new data man

-agement technologies and analytics to get evidence of facts rather than intuition by experts or individuals.

However, as shown by Lavalle et al. 28 in a research on more than 3, 000 business executives in 108 countries and more than 30 industries

top performing organizations use analytics both to guide future strategies (45 %vs. 20%of low performers) and day-to-day operations (53%vs. 27%of low

performers In particular, low performers resulted more oriented towards the use of intuition than top performers in customer service, product research and development

general management, risk management, 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 Fig. 1. 4 Empathic use of information for value creation: 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 •lack of understanding of how to use analytics to improve the business

•lack of management bandwidth •lack of skills internally in the line of business 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, when combined with analytics applied to business processes.

Not -withstanding these techniques support a better understanding of how to use ana -lytics to improve the business,

we believe that the actual lack of skills require, first a change in human resources and talent management towards an information

orientation of the overall organization capabilities, 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 sum -marize 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 rep

-resentation of the factors and actions described in previous section to support the maintenance, exploitation,

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,

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, help -ing managers decision making and employees perform their work

-plete 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

Data Integration Integration Orientation IS Organizational Absorptive Capacity Process Orientation Change Orientation Analytics Orientation Information

DATA ASSET C O M PE TI TI V E EN V IR O NM

Î (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 and challenge has to be considered as the background to the agenda

how strategy points for Big data lifecycle phases in Table 1. 3 have been addressed in practice, emphasizing point of attention and insights for managers

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

and integrate new information sources internal/external Completeness Storage Technology Identify 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

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

aligned with IS strategy for Big data exploitation from social media. The case has been discussed by Moses et al. 31

Minnesota Wild Hockey Club has developed a social media strategy strongly aligned with its business strategy, focused on three key objectives:

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 commu -nications initiatives, thus, maximizing the involvement of consumers and therefore

external data sources through appropriate storage and data warehouse technolo -gies. 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

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

Goel, CIO of Bharti Airtel Limited, summarize the need for a single set of data that

Using Big data should be enhanced and sup -ported by a business strategy focused and shared by the overall company

16 1 Big data As a consequence, Baharti Airtel, to manage the evolution of the market,

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

The production and use of information reports were introduced gradually in the company, up to in-house solutions aimed at the production of ad hoc reports for

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 infrastruc

-ture 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, Cali -fornia. GE charged William Ruh from Cisco systems to lead the center, devel

-oping software and data science capabilities for GE€ s Big data domain of interest †the industrial Internetâ€

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 reten -tion 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†â€), 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†â€.

Furthermore, we have investigated man -agement 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.,

, inte -gration 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 and

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32. Sharma N, Subramanian S, Bapna R, Iyer L (2008) Data warehousing as a strategic tool at

Cloudera (2012) Nokia: using big data to bridge the virtual & physical worlds 34. Consultancy T (2013) Big data case study:

how GE is building big data, software and analytics capabilities for an ††Industrial Internet. ††http://sites. tcs. com/big data-study

/ge-big data-case-study/./Accessed 20 jul 2013 35. Floridi L (2010) Information: a very short introduction.

Oxford university Press, Oxford pp 1†43 36. Avison DE, Fitzgerald G (1999) Information systems development. In:

Currie WL, Galliers RD (eds) Rethinking management information systems: an interdisciplinary perspective Oxford university Press, Oxford, pp 250†278

37. Floridi L (2011) Semantic conceptions of information. In: Zalta EN (ed) Stanford encyclopaedia of philosophy

20 1 Big data 38. Kharif O (2013) ATMS that look like ipads. Bloom Businessweek, pp 38†39

39. Han J, Haihong E, Le G, Du J (2011) Survey on Nosql database. In:

Proceedings of the 6th international conference on pervasive computing and applications, pp 363†366 40.

Strauch C (2010) Nosql databases. Lecture notes on Stuttgart Media, Stuttgart, pp 1†8 41.

Dean J, Ghemawat S (2008) Mapreduce: simplified data processing on large clusters Commun ACM 51: 1†13. doi:

10.1145/1327452.1327492 42. IBM, Zikopoulos P, Eaton C (2011) Understanding big data: analytics for enterprise class

hadoop and streaming data, 1st edn. Mcgraw-hill Osborne Media, New york References 21 Chapter 2 Cloud computing

Abstract During the last decade, the Information and Communication Technol -ogy (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 evo -lution 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 Elec

-tronic 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

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, ï¿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, automati

-cally 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,

8. Quick deployment of the cloud computing structure in comparison with tradi -tional 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 loosely coupled 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.

This layer provides customers with the ability configure the network on the cloud, which gives them access to

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 infra -structure 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 Mapreduce1 pro -gramming model that can be modified according to the characteristics of the

applications that Google is running on its servers. The previous three systems rep -resent 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 orga

-nization 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, which would have a better response time for the future emerging

demands 4. Professional and geographically dispersed service, which can be achieved by the vendor by providing the service 24/7 over the diverse geographical areas

5. Creative and structured leases, 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.

The agreement between the implementing organization and the cloud computing service provider can be flexible enough

to benefit both parties and to comply with supply and business demand 1 See also Chap. 1 of this book for details on Mapreduce 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 and are increasingly transitioning to the cloud. However despite all these trends, there are many challenges that face the research and

evolution in this field. For example, 5 argued that these new issues are emerging from the industry as a result for the new demands for new applications and new

requirements, and are summarized in the following points 1. Automated service provisioning. One of the key advantages for cloud com

-puting is its ability to provide its service to several businesses simultaneously by acquiring and releasing the resources on-demand and as needed.

This feature enables the service provider to allocate and de-allocate resources from the cloud to satisfy the cloud†s service level objectives.

However, it is not clear how to automate the mapping between the business requirements 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 one of the solutions for this problem is to periodically predicting the demand and to automatically allocate the resources that meet the requirements

2. Virtual machine migration. Virtualization can be important for cloud com -puting 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. One example of these problems is resource congestion 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 con

-solidation. In addition, the system has to quickly response to resource con -gestion 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. Those requirements can be met by adopting different solutions. One example is the usage of energy efficient hardware architecture

that allows better utilization of hardware resources such as CPU and memory Also, 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 chal -lenge for all stakeholders in cloud computing. This happens because of the

structure of the cloud computing when the VMS can dynamically migrate from location to another, which creates difficulties in using remote attestation.

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 condi

-tions 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 and management Also, it gives them the opportunity to explore the interaction with this new

technology 5. Finally, sales and marketing staff will have the chance to participate more actively in creating new products and services

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. Finally, the users can use cloud resources to scale up or down

and the providers of this service can maximize the perfor -mance of the servers and other resources to comply with the business needs.

On the other hand, and in spite of the tempting advantages of utilizing cloud com -puting 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, which could happen because the support managers and engineers

become mode dependent upon the cloud service provider because their knowledge about the cloud service is limited

2. The staff responsible about the supporting the service may lose interest and satisfaction about their roles,

since the work may shift from hands-on technical experience to reporting and following up the service provider to solve the

emergent problems 3. The IT department would possibly lose some of its staff due to the fact that

many of them are not necessary any more, 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

in case it wanted to bring the old systems back due to the insufficient performance by the cloud

service provider 5. There will be doubt about the new technology and whether it should be pro

-vided as an in-house service or to be outsourced by a third party 6. There might be an unnatural growth in the size of some department to cope with

the new technology in the business environment The risks and impact of IT outsourcing also have to be considered.

standards that govern cloud computing. The importance of the security issues is also addressed 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

cloud computing, since it needs to be more secure and sophisticated. This is especially necessary when considering the †pay as you use†feature of the cloud

virtual assets, how it monitors these employees, or how it analyses and reports on policy compliance and the little or lack of visibility into the hiring standards and

4. Virtualization issues Virtualization is very important in the cloud computing to achieve its goal of

sharing resources. This can be accomplished by using hypervisor, 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 or moving from one CSP to another involves two levels of migration

•Level 1: 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 min

-imum performance provided by the cloud provider. This document should aim to clarify customer†s needs,

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

Other examples of the risks include the low controllability over the service, 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 The previous mentioned risks

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

Outsourcing the cloud computing services can be considered as a very important step on the road of having agile and efficient business,

transformation to the cloud computing services 15. Dealing with the issues related to change management is very important,

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 the work environment, and that affect its intention behind this transformation.

properly managed in order to have smooth transition to cloud computing services 2. 3 Deployment Models (Private, Public, Community

-porate data and security and system performance. However, private cloud is usually not as large-scale as public cloud,

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

Considering the Community Cloud model, the cloud computing environment is not dedicated to a single organization.

2. 4. 1 Choosing a Cloud computing Service Provider Choosing the cloud computing service provider is considered as a strategic deci

-sion for any organization, since it would have important implications on its future strategies. Therefore, according to authors such as, e g.,

SLAS), security standards, backup strategies, customer support, downtime history and pricing policy. Thus, this choice has to be built upon a careful decision and a

Table 2. 1 Cloud computing deployment models Infrastructure managed by Infrastructure owned by Infrastructure located Accessible

34 2 Cloud computing healthcare sector, the guidelines they proposed could be generalized to other sectors, as they are used based on commonly frameworks for multi-criteria deci

Logic, which is an approach for computing that is based on degrees of truth rather than the usual true or false symbolized by (1)

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

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

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: architect, engage, operate and

how the transformation to the cloud computing model would help to meet those Outsourcing Provider Evaluation

Backup system System update Maintain service Education training Facility Reliability Specialisation Compatibility Link/Connection Flexible

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, resistance for this change

because of the lack of the financial control over the pay as you go model and

the cloud computing and includes the activities and outputs shown in Table 2. 3 In this step, the implementing company objectively assesses which departments

the concerned users and IT department employees, whose jobs will be altered or removed 3. Implementation strategy.

affected with the cloud computing transformation. This includes critical decisions such as staffing, communication, organizational rules and risk assessment.

transforming to the cloud computing service model. This planning will detail the new service, how it will be managed, how it interfaces to the existing/remaining

Fig. 2. 4 Cloud computing life cycle. Adapted from 12 2. 4 Guidelines and Recommendations 37 systems, and how it will be monitored and reported.

IT strategy for cloud computing Determine what role cloud computing will play within the IT strategy Strategic intent of moving to the cloud and how it

progresses the business objectives Gather intelligence on cloud service offerings Intelligence document on cloud service offerings

38 2 Cloud computing Phase 2: Engage In this stage, the company would select the service provider that would be able to

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

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

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

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 The first case study is about a UK based SME firm that provides IT services and

and it shows the implication of the cloud computing transformation on the IT department in the implementing organization.

transforming an in-house data center to Amazon EC2, benefiting from the (Iaas that Amazon has.

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†â€),

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 and forced the company into dire circumstances.

The cloud service provider†s processing capability and personnel were not able to deal with the

computing service provider is very important for the success of this IT transformation project and for the transforming company

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, and the National

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

Korean government can obtain a number of benefits. First and most important benefit is the reduction of the large IT related costs.

information systems. Third, it provides an environment that can respond to user requests promptly via an automatic provisioning process based on on-demand

operation. Fourth, the government will have a possibility of more efficient man -agement and arrangement of personnel resources

and risks are very important in the transformation to the cloud computing environment. This situation is even more imperative

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

example, there is no centralized system for the government to check and monitor the educational institutes and the results achieved every year.

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

thought of before starting this strategic transformation to the cloud computing However, despite the promising benefits of this transition, the authors of 25

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

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

In this Chapter, detailed explanations about the concept of cloud computing, its characteristics, different service models and available deployment models have

computing transformation project Cloud computing is simply about an innovative IT model for providing an on

-demand network access to a shared pool of configurable computing resources such as networks, servers and software applications.

It allows people to access the applications and software they need over the internet and without any limit.

Also it provides many benefits and advantages to the implementing companies. Cloud computing helps organizations to adapt quickly to market changes

and to add flexibility to companies†current IT infrastructure and to replace legacy systems which will result in a better performance, agile business processes and reduced

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

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system. 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

executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:

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

Finally, the dis -cussion of case studies concludes the Chapter, providing insights from practice on factors and strategic points

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, a new

breed of technologies seem ready to take their place in a few years. As pointed out

capital 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 con -vergence of digital devices and networks seems to have contributed to a consol

-idation, perhaps an overcoming, as well as a transformation of the global economy towards a service economy, through a consequent change in IT innovation for

networks, fostering digital communication, processing, and storage of diverse types of information as a service. Accordingly, Tilson et al. define digitalization as

longtime tech analyst turned venture capitalist Mary Meeker drops her state of the internet presentation. It†s that time of year again,

48 3 Mobile Services consequence, digitalization requires the above mentioned digital enablers for service management capabilities have to be coupled with a key technology, thus

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

that are more than a simply conversion of functionalities of existing ††analog††services,

crowdsourcing, lowering production costs. Fur -thermore, they contribute to create multi-sided markets3 where the business focus

•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, and composition of services 7

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

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

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.,, smart -phones 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 and the current business model adopted by a given company may not always sustain the service design and delivery,

thus requiring constant updates as well as revisions. As a consequence, in this section we consider some of the main

the acceptance by users as a key issue, 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 Once briefly introduced the main constructs of the TAM we will identify the way

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

which a person believes that using a particular system would enhance his or her job performance††18 4

•perceived ease of use (PEOU) is ††the degree to which a person believes that

using a particular system would be free of effort††18.5 It is worth noting that theses constructs were theorized by Davis as determi

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

-bility), the latter related mainly to information systems characteristics Taking these issues into account, being perceived ease of use considered among

technology (in that case computers) and its use. In particular, Venkatesh 21 identified anchors related to constructs for individual control beliefs, motivation

3. 2 Mobile Services Drivers and Challenges 51 concerned the following issues and new relationships (the latter represented by

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

the acceptance of external users and costumers of digital services provided by ††new††mobile technologies and devices.

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

framework for identifying mobile services behavioral intention and adoption drivers. In particular, the figure aims to summarize contributions such as the one of

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 func -tions. 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

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 Consu

52 3 Mobile Services use and perceived usefulness), classified as ††general technology perceptions†â€

Computer Self-Efficacy Perceptions of external control Computer Anxiety Computer Playfulness Adjustment Perceived Enjoyment Objective

Usability Technology Acceptance Model (TAM Experience Voluntariness Fig. 3. 1 Technology acceptance model 3 (TAM3.

Adapted from 17 Technology-specific Perceptions Perceived service availability Perceived monetary value General Technology Perceptions

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 which a mobile service is perceived as being able to provide anytime and from anywhere connections

†perceived monetary value as the balance by the user between the usage costs and the price of the technology:

•Demographics concern information about the considered population of users such as, e g.,, gender, which determines behavioral intentions towards the

•Psychographics concern the user personality, values, opinions, attitudes, inter -ests, encompassing determinants considered also in TAM, such as

related to the belief by the user about the approval or disapproval by the group he belongs for his behavioral intention to adopt/use a mobile technology/service

, with smart phones, social motivation significantly influences their perceived value and satisfaction Concerning social influence in mobile technology/services adoption, it is worth

26 for analyzing the role of social factors on the adoption of mobile advanced services. 7 In particular, among other interesting results, the study has shown, on

Fig. 3. 2), that is one of the core TAM antecedents of behavioral intention; on the

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, Hong et al. 27 focus on an interesting point:

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

-ception by the user The results of this interesting research show that for the people feeling younger

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 which explores the difference in economics between the two

specific characteristics of mobile phones (reduced screen size, etc. and the con -sequent search costs and constraints, e g.,

or resulting from the user querying/browsing what we could call a contiguity advantage Having clarified the main drivers and challenges also related to the difference of

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

3. 2 Mobile Services Drivers and Challenges 55 3. 3 Digital Management Solutions As we have seen in the previous section, several dimensions and perspectives

impact on mobile services and technologies acceptance and adoption by users internal as well external to an organization.

-tives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and inte

-gration with enterprise information system, to a secure supply to the final users through a constant control and performance monitoring

information systems, at software as well as data level •Performance, encompassing the need for monitoring and control of applications

of guarantying the privacy of data and the trustworthiness of mobile applications and services interactions

with regard to costs of functionalities, user experience, and data security. Taking these issues into account, we overview the main characteristics of three types of

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

information systems software and data ï§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 model is specific for a single device and allows to integrate all the features of the device itself (e g. camera, gps, Wi-fi), working

online as well as offline. The selection criteria for this model require an organi -zation to carry out the following actions

•Define a priori reference device (s •Choose the preferred device (s •Exploit any internal skills already acquired on a particular technology suitable to

be adopted for the mobile applications development on the chosen device (s •Develop the requirements of usability of the mobile applications, according to

the degree of use of the native features of the selected device As for the web-based development model, it focuses on applications using the

web browser already installed on the devices. It is worth noting that due to the highly standardization required by this model,

the applications may not exploit the characteristics of each specific device. The selection criteria for this model require

•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 por -tability, however, integrating them with specific characteristics of the different

-liarity, 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 and

-tion with its own enterprise information systems (see Fig. 3. 3). Indeed, the adoption of a strategy of Enterprise Mobility highlights some critical issues in

often interfacing different preexisting platforms and heterogeneous databases To solve the above issues, managers can follow an integrated or else a best-of

In the former, the integration of the technological components of the mobile application in the company†s management system is carried out in a simultaneous

device management, monitoring of applications and systems integration of the data 3. 3 Digital Management Solutions 57

final users. Indeed, the choice of which is the ††store††for mobile applications, and

needs of specific target users, may require a careful monitoring of the market and an evolutionary design of

operating systems (Apple, Samsung, Google, Microsoft, RIM thus with a degree of freedom and control over the application

users based on their business role (executives, middle management, sellers, maintainers, retailers, 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 man -agement, use and updating.

Finally, ensuring the security of the data (see Fig. 3. 3) is by far one of the most

Considering Mobile device Management solutions, they facilitate the man -agement of devices deployed across different mobile operators or service pro

-viders, ensuring the safety of sensitive data access, user profiling as well as compliance with corporate policies.

To this end, these solutions provide protection through a control of the settings and configuration for all mobile devices (com

-pany-owned as well as employee-owned) in the network of a given company. In summary, they focus on risks 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 dis

-tribution, 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, when eventually required by a given specific application context

Finally, Mobile device Virtualization solutions are a kind of hardware virtu -alization, 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

without being subject to corporate policies •Solutions not always mature and in some case still in a

testing phase •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; on the other hand, they improve security

and control, ensuring the virtual separation of personal 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

Taking the above issues into account, as a tentative conclusion and recom -mendation, we can say that regardless of the technology chosen for supporting the

digital management of mobile application and services, it is necessary to adopt practices that focus on increasing user awareness about the privacy, and security

related, e g.,, 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, which illustrate at a glance

how mobile initiatives have been addressed in different industries at global level Toyota, among the global leaders in the automotive industry by number of

different mobile devices, regardless of operating system, without losing the native capabilities, and synchronize with the corporate CRM and Inventory management

-patible 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, including the mlottm features 29,30,

allowing the different users to •compare the different car models, e g.,, by rotating a vehicle to view all its

features •refer to the availability of the cars at the factory (for dealers •customize the car configuration

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

application for multiple types of OS, among the key issues for obtaining substantial savings from enhanced Customer Experience

industry, focusing on a country experience instead that a global one Sodicam is a subsidiary of Renault Italy specialized in the sale of spare parts

personal computer (which, however, required an active connection at the time the order). ) Furthermore, among other useful information to the sales force, the vendors

•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 effec

-tiveness of the sales (historical data on the customer, complete catalog, real time inventory, etc. 31,32.

camera of the tablet, and the access to historical cases of sales, the process of

reduction of the time of data entry, increased personal productivity, and a reduction of errors at order entry.

chain activities and sales provide increased productivity, improved data quality, and knowledge on customers†behavior and history

because the comparison with data from the company†s management system took place only in the final balance, without the ability to

workers, also offering real-time production data with a higher precision To solve these issues, Habasit has implemented a solution based on the

Kymantm by Datalogic Mobile Wireless Handheld Computer and Barcode Scanner. Besides technology issues, the investment in this solution has covered

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 SAPÏ

, the Warehouse Management Software (WM) SAPÏ¿directly has to indicate where the scanned unit must be stored.

Subsequently, the process has been applied to the logistics, increasing the traceability of goods in transit and at delivery.

increasing productivity and efficiency through the use of tablets and mobile applications development The last case study shows the relevance of mobile services for marketing and

solution from Alcatel-lucent, and a partner of mobile operators in over 130 countries. It is worth noting the multidisciplinary nature of the Optism team

10 Mobile devices designed to survive demanding environments, harsh conditions, rough handling, providing ergonomics that reduce operator effort.

62 3 Mobile Services POINT OF ATTENTION: Mobile services and applications need for a strong support by advanced marketing perspectives, focused on a continuous

and appropriate listening to social networks as well as supported by multi -disciplinary competencies, enabling an effective and as close as possible

attention to the different contexts and populations adopting the mobile solution In 2012, the mobile provider Etisalat Nigeria, the fastest growing one in

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

awareness on it and encourage participation through viral and social media actions such as, e g.,, forwarding the campaign link.

-tiatives, from development and integration with enterprise information system, to a secure supply to the final users, through a constant control and performance

monitoring 3. 4 Case studies 63 Finally, the discussion of the case studies has provided insights from practice on

obtaining increased productivity, improved data quality, knowledge on customers†behavior, and consequent substantial savings from enhanced customer experience

of a convergent approach, combining mobile applications and, e g.,, ††rugged††devices, results in a reduction of errors and processing times, leading improved

to social networks as well as the involvement of multidisciplinary competencies to enable an effective knowledge for implementing mobile solutions and services in

different contexts, fitting the needs of various populations of users adopting them References 1. Craig C (2013) Beyond Google glass:

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

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

64 3 Mobile Services 17. Venkatesh V, Bala H (2008) Technology acceptance model 3 and a research agenda on

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

past, present, and the future. Commun AIS 12: 75280 20. Bagozzi RP (2007) The legacy of the technology acceptance model and a proposal for a

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the case of mobile data services. Inf Syst Res 17: 162†179 24. Là pez-Nicolã¡

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Kim YH, Kim DJ, Wachter K (2013) A study of mobile user engagement (Moen engagement motivations, perceived value, satisfaction,

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

Application offers enhanced customer service, social networking and exclusive mlottm shopping feature. Kony Press releases, 07 dec 2010. http://www. kony. com/content

Renault (2013) La app ††Vodafone saleforce solution††per Renault à tra le finaliste del ††Mob

Datalogic (2012) Mobile computers connected to SAP ï 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.

//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.

Abstract This Chapter aims to discuss the key issues raised by social networks and 2. 0 technologies for companies competing in a digitalized market.

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

The 2. 0 technologies development and the worldwide social network diffusion ask for new, agile, and flexible strategies for digital business.

vision grows out of the specific Web 2. 0 technologies current configuration producing unpredictable information accessibility,

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

•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

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, the marketing intelligence has evolved and further focused on what we can call social listening

facing the new strategic challenges of social media analytics 9. As a conse -quence, the goal of marketing intelligence as social listening is to create and

, blogs and social media in which the focus is both on searched product and relevant concepts

•Once identified, how to identify the most influential users •How to distinguish relevant matters from other ††false positives††or ††false

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

between, for example, blogs or wikis as content similarity indicators. Usually these tools are used simultaneously, trying to be as accurate and automated as possible.

second step is to identify the most influential users, such as, e g.,, bloggers, whose opinions are considered usually as the most important.

strategic for firms to keep this type of users always up to date and involved Moreover, 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.

which blogs, tweets or posts on facebooks receive more links, retweets, or ††like†â€

influence could be the number of users that read the blog, a tweet, a post on

Facebook, even if is often difficult to measure it accurately. However, to read and evaluate all the huge amount of materials generated by, e g.,

make the reader able to recognize bad opinions on blogs and social media monitoring the overall trend of opinions about a specific matter or event 12.

this aim, systems able to interpret the overall opinion on a blog, website, or social

across different (social media 12†14 Notwithstanding the difficulty and complexity of the task, nowadays it is

entity (for example, in a review about a hotel or a brand new smart phone) may

in this case the focus is on users that do not provide direct opinions, but comparative or comparable ones, instead;

Taking these issues into account, nowadays, algorithms for global evaluation are the most common methods used to identify opinion leaders online, without

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

web documents) in different formats, from images and texts to more structured formats like those used in traditional relational database 21

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 con

-sumers†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 con

-sumers inform each other about products and services, shaping their own decision process through worldwide shared knowledge and experiences.

section, sentiment analysis software (or opinion mining) try to monitor all the relevant matters discussed online.

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

even if most of the users con -sidered their own experiences with online searches positively, 58%of them

harder for the end users 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, 400 adults, aged 18 and older 4. 3 Information Growth and Market Opinion 71

clear and user -friendly 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, sentiments and emotions expressed through a text, although at different level of analysis, as seen above 14.

-structured 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. Once achieved this goal, it is easier to reach shorter information, such as

according to Pang and Lee 12 a sentiment analysis software has to be able to •Identify relevant posts

-ment and disagreement and classifying communities of users on the base of their preferences However, current systems use different methods to identify

considered as important evaluation made by users or authors 27 Finally, focusing on the third classification (Subjectivity Detection and Opinion

productive process, to open firms in which the end users is considered as a vital actor in the value creation process.

mentioned, had been (and, will be enabled by the diffusion of Web 2. 0 4. 3 Information Growth and Market Opinion 73

technologies and social networks, as well as by the adoption of new service oriented technological architectures. In banking sector, for example, the spread of

thanks to new technologies such as RFID (Radio frequency identification) and NFC (Near Field Communication), to a whole new way to consider costumersâ€

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 applica -tions 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 easily

attacked by malware and other threats. In order to effectively react to these challenges is highly important to define security policies able to identify in

advance any kind of vulnerability. These policies do not have to be general but Table 4. 1 Classification process:

Organize a series of data ††Are reviews classified on the basis of the positivity

they must be well-defined in advance according to the specific case or web application cluster, always considering the preferences, behaviors and habits of the

end users, trying to be customized as as possible. However, even though a large number of firms recognize the importance of these policies for end users and

stakeholders in general, not so many are now able to guarantee a suitable degree of attention on this matter.

sense, the IT function is involved often occasionally in the social network plat -forms identification, integration and management.

public data base (as for gender, age, and location, see also 30). Other researchers has shown the risk to privacy related to vanity queries, in

which a user issues a query for his or her own name 31 Approaches, methods and tools for marketing intelligence are 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 ex -ante 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 prevent and control risks through marketing intel -ligence tools, these have to use advanced and appropriate metrics.

into quantified data, further efforts are required to design and develop frameworks and applications to recognize potential threats into a text.

offered in Table 4. 3. The approach described is structured in two core steps •identify and decide

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

the sphere of social networks and 2. 0 technologies. In this section, we will briefly discuss some of the main implications that an access to information and services

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

above can be classified as challenges for users, there are others that impact organizations as well. In particular, firms have to face the so called opinion spam

such as crystal liquid display and hard drives, and the sales of its participations††None †††Alex.

International, supplier of telecommunication services in Denver††Positive Adapted from 32 4. 3 Information Growth and Market Opinion 77

This behavior can deceive users as well, and has attracted already the blogosphere and media attention. However, considering that an increasing number of persons

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

Obviously this is only a partial solution because, on the one hand it cannot be used for the newest or not commented products

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

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,

integrating sensors with social networks data. This may definitely shift the meaning of what businesses mean time-to

-market towards the capability of interpreting individual customer experience through real-time offerings However, the main question still concerns

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.

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†â€, 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

However, social sensing is still a promising perspective at business level providing a wide spectrum of research challenges.

Among others, as pointed out by Aggarwal and Abdelzaher 36 are worth to be mentioned, the following ones

•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, Feedback/Product recommendation •Livecompare (http://www. intellicorp. com/livecompare. aspx

•Mobishop (http://www. mobishop. co /•Yelp (http://www. yelp. com /•Foursquare (foursquare. com

/Internet of things •Microsoft Sensormap •Radio frequency identification (RFID) embedded in objects for tracking commercial products, in large animals for tracing

movement of, e g.,, 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 life and the consequent trade-off between them

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 not verified 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

, 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.,

, of sensor technologies •collaboration as discussions about the above mentioned market signals This extension of the monitoring process reconfigured the role of the marketing

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.

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 infor

Some distribution format, such as web inter -faces or mobile services, can be integrated easily with instruments for usersâ€

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. Adapted from 39 82 4 Social Listening the European operation functions in Fujitsu developed their own market monitoring

increase the participation, involvement and cooperation of end users in general decision makers as well as other internal users. Thus, end users could foster the

market signals while they received information from the monitoring process enhancing the virtuous circle described Above all the instruments and tools

enhancing and facilitating internal collaboration, such as comments or discussions about market signals, acted as endorsement mechanisms for original market signals

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

intelligence teams, decision makers, and internal users Abstracting from the case of Fujitsu, it is worth noting that this is one of the

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

evolving markets. Inside Nokia†s organization, benchmarking is used in order to support and guide all the development and innovation activities in many sectors

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

in projects, frequently used Linkedin, Facebook, and Twitter also for bench -marking 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 rela -tionships among employees, creating new spaces for knowledge and infor

-mation 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 con

-versations 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

the convergence of sensors and social network technologies. Here below, we provide the reader with guidelines for short term strategy actions

•involve also internal users in a proactive participation to the marketing intel -ligence process (helping

consequent strategic focus on analytics and data management capabilities across the overall company functions and business processes is rising as one of the key

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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

not only in their markets but also in the Web. This Chapter aims to provide a better

companies bring their own laptops to the work environment to use them to do their jobs.

Moreover, they are using social media to reach and communicate with companies†customers. As a result,

and important example of this phenomenon is the use of the personal smartphones or tablet devices,

since employees can take them anywhere and access any variety of content, e g.,, from the ††cloud††they subscribe to. 1

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

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, which is driving consumer spending and shaping the IT department of the future (see Fig. 5. 1

being seen as a roadblock on how users want to work, it can provide a more subtle

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

money by increasing productivity, reducing spending and increasing user/cus -tomer satisfaction. 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

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 to

Always on, anywhere Freedom to participate Devices that reflect â€oeme†Primary device is mobile Users want agility and

Freedom One device, many tasks Boundary-less security and manageability Fig. 5. 1 IT Consumerization transformation.

social media platforms 9 •Operational opportunities: urgent issues can be better coordinated and resolved through the increased availability of staff that can be accomplished by having

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

•Data Management opportunities: successful implementation of the IT consu -merization requires strong architecture that could result in better data man

-agement 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 accu -racy, 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 pre

-senting 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

device and the data on it are under question Nevertheless, the ISF€ s report 12 offers guidance that is related to organiza

and 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.

•Second part is about users and employees†awareness and acceptable use policies •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. This report argues that enterprise policies and practices are well behind the arrival of new

It shows that despite the results of a survey of 1, 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, only one third of the employees at those companies were aware of such

rules. Moreover, the guidelines that are currently in use within those businesses are inadequate to deal with situations

when the employees tend to keep passwords PINS and credit card details on their personal devices

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

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 sig

-nificant 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.

These categories and the risks assessed under each one of them are summarized as follows 5. 2 Advantages and Risks Associated with IT Consumerization 93

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 more of these equipment, which means more costs 4. Additional spending might happen to ensure that the security requirements do

by the end users, it will be difficult for enterprises to enforce their own policies that are related to HR, legal scope and context,

3. It is hard to discriminate between user and company data on the employee -owned 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 men -tioned risks into primary and secondary categories. It provides cross-functional

risks related to data loss 94 5 IT Consumerization Moreover, more cost oriented businesses might also be interested in legal

Thus, it is safe to say that empowering users can help organizations to be more flexible

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 from possible fines and

to fulfill every business user need internally since budgets, skills and the time factors are very different from one department to another.

by Intel IT center in a form of white paper 14 in which another five steps have

the User Perspective Today†s employees are more technically capable to find their own ways to use

such as downloading, using a personal cloud storage service, or engaging with social media so that they can have better communication and work more effi

-ciently. 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 heshe may later need access

to a file created on hisher work computer, heshe can easily store the document using his personal cloud service.

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 and the countless number of employees using consumerized

different operating systems that may occasionally connect to the corporate net -work, but are connected always to the Internet.

The devices also typically have no management framework and are accessing applications and cloud services that

Organizations have to reconsider how they manage user computing in order for them to effectively meet the previously mentioned challenges of dynamic land

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, whether connected to the corporate net -work or not.

A centralized management approach could be the one that can provide the flexibility 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.

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

They may help organization to develop a stronger user-centered strategy and address some of the inherent security issues associated with the Bring You Own

-tantly, end users. This is an ideal opportunity to define all the components of the BYOD program 14

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

and the available services such as email and calendar 4. To enable the technology and plan deployment:

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:

different segments of users and the ways in which applications, devices, and connectivity support users†work styles.

Planning teams involve users categori -zation into segments and the identification of the various scenarios of IT consu

understanding of the different needs of users in the enterprise. This section describes users segmentation

and work styles according to 15 as well as some typical scenarios for the different segments of users who belong to those segments

and types, adapted from 16 According to 15, Microsoft has used qualitative and quantitative research in several countries to understand the different types of information workers, which

can be segmented according to three factors: the degree of technology engage -ment, the degree of collaboration,

OS and devices 4 Plan Deployment 5 Stay current with Technology Fig. 5. 2 Best practices for supporting employees†owned devices.

Fig. 5. 3 Users segmented along three dimensions. Adapted from 15 Table 5. 2 Consumerization of IT work styles and attributes

Non-PC worker Generalist Road warrior Deskbound contributor Techrealist All star Technology engagement Low Low Medium Medium Medium High

Work from your phone Corporate attorney Tech realist Bring your own media tablet Business manager All star

Bring your own device for contractors Contractor Road warrior The boardroom Executive All star High-end sales High-end salesperson Tech realist

5. 4. 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.

and social platforms capabilities through web-based apps, employees can be productive regardless of whether they work at the office or remotely.

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 mes -saging 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 hisher

own schedule while working for different customers from different locations Heshe 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 hisher laptop.

Moreover, additional colleagues can join the conference calls from their own devices Furthermore, heshe also spends a few minutes browsing the latest news from

friends on Facebook. Additionally, throughout each day, heshe 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 heshe 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

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

going mobile, modernize the desktop, virtualize, and bring your own device. The key concerns about these strategies as well as the tech

5. 5. 1 Going Mobile Strategy Many of the nowadays employees are exploring this strategy.

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, pro -tecting 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 pro -vide a rich platform to manage Android, iphone, and Windows phone devices

Also, it includes information protection by using Active directory Rights Man -agement 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.

in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.

meeting user expectations for richer device experiences, and taking back previ -ously realized discounts achieved by buying in bulk 16.

•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

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 applica

-tion 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 server -based 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 collabo -ration 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: supporting rich experiences with native apps for multiple platforms

delivering applications and information in multiple ways, managing a diverse platform, protecting information. Nonetheless, enabling this strategy includes the

utilization of new technologies. 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, application gateways to publish apps to devices, and cloud services to deliver apps to devices 16

5. 5 Strategies for IT Consumerization 103 5. 6 Enterprise Drivers Behind the Consumerization of IT

The drivers that motivate enterprises to adopt IT consumerization strategy include increasing productivity, refocusing IT on strategic initiatives rather than device

since that mobile devices can access email and provide instant messaging service, calendar, voice, and other capabilities at any time and

retail channels and users become responsible for obtaining and supporting their own mobile devices. Thus, IT department is relieved of some time-consuming

aspects of supporting an enterprise infrastructure, which would enable IT staff to focus on strategic initiatives and projects 16

of the users for being self-supporting and tech-savvy is under question. The organization that wants to adopt a consumerization of IT in a cost-effective manner

business and other considerations, technology considerations, and user support considerations. As for business and other considerations for consumerization of IT

the privacy and security risks involved in using certain software applications Legal considerations. It is crucial to consider the different legal and privacy

the owner of the data on a privately owned device, accessing the cor -porate data remotely from a personal device,

and legal issues related to privacy laws and contracts permits Financial and tax considerations. 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

and the support of different mobile devices Moreover, additional delivery options are associated with device options, as

Finally, considering user support considerations, there are direct effects for IT consumerization on the existing IT policies and procedures regarding hardware

and software failure. Also, different support strategies can be utilized to control the support efforts as well as the costs

while providing support to the organization 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, it is important to establish a communication strategy or policy that

clearly defines personal and IT responsibilities and expectations from all parties The support matrix, adapted from 16,

shown in Table 5. 5 is an example of who is responsible for specific types of issues with different categories

Social media has a huge impact on not only the work environment, but also on the society in general,

example, by the beginning of 2011, the average user of Facebook website spent 1, 400 min,

the vast growth of social media as a way of communication and interaction between people, it†s not only the technology that is changing;

online or virtual world and opportunities. This situation can be demonstrated better by examining the fact that one-in-six United states (US) couples who got married

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

social networks Nowadays, as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications

they consider that having the ability to access consumer social networks through their personal devices, would allow them to build conductive work rela

websites and 63%ban their employees from saving personal data and files on company†s computers.

Moreover, a recent research claim that nearly half of all the workers (46%)surveyed have graded their employers with extremely low marks

Devices Operating systems Files & settings Apps On your own You You You You Corp Corp Bring your own You You You You

directed services such as Facebook and Twitter, social networking platforms are finding their way into businesses†environments.

has positioned the software giant to introduce enterprise social networking capa -bilities to its existing business collaboration systems such as Sharepoint

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,

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 we provide explanation about its role for the business

This company brings social, multimedia experience to enterprise telephony 18. Avaya is exploring the social dimension of unified communication by using the

which is a drag-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,

which show the available people in the system. Moreover, it is possible to add personal Facebook profiles to

the system, in addition to those that can be added from the corporate directory. Flare is based on the idea of utilizing a directory of social profile pictures,

the user to quickly create a group of people that heshe wants to communicate with

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

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

Shell has started a period of six months rollout of a Mobile device Management (MDM) software-as-a-service (Saas) platform from Airwatch.

that, it has made BYOD available to users across the company, including its contractors and employees in joint ventures, likewise.

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 in order to comply

with all needs and to be able to have a successful consumerization of the IT

that focuses first on the business and users. In an ever changing business envi -ronment that brings new security and compliance challenges, IT must balance

flexible user choice with secure, cost-effective management standards across the organization. IT can prepare for the future by understanding

users will need next However, despite its potential benefits, the challenges associated with the consumerization of IT need to be well addressed

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 Finally, the Chapter has discussed case studies, confirming the importance benefits and issues associated with the consumerization of the IT.

//www. ft com/cms/s/0/20b8886e-a3e4-11e2-ac00-00144feabdc0. html#axzz2lmz9onwl Accessed 21 nov 2013

times. http://www. ft com/intl/cms/s/0/96910f70-915f-11de-879d-00144feabdc0. html. Acces

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: Information week. http://www. informationweek. com/how-avaya-is-embracing-social-consumerization -trends/d d-id/1101720?

Accessed 21 nov 2013 19. Twentyman J (2012) Shell: ††Consumerisation will force more change than any other

Abstract The fast evolution of the Information systems (IS) during the last decade makes it able to cover more areas in business and other fields.

Also, Computer-Supported cooperative work (CSCW) is concerned centrally with teamwork, learning, problem solving knowledge building, task accomplishment and other cognitive achievements by

The continuous development in the field of information systems aims to find new methods to improve the interactions between people and the

work collaboration Is supported Computer Cooperative Work (CSCW) 1, which V. Morabito, Trends and Challenges in Digital Business Innovation

-laboration systems include desktop and video conferencing systems, collaborative authorship applications, electronic mail as well as refinements and extensions, and

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 telecon -ferencing 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

meeting systems, videoconferencing systems and instant messaging software applications like email and chat programs •Same Time (synchronous) and Same Place (collocated),

which characterizes the face to face interaction, and it can happen using meeting rooms, shared tables and whiteboards

electronic meeting system, blogs and workflow management system to have the work done •Different Time (asynchronous) and Same Place (collocated),

using large displays and whiteboards The previous explained collaboration categories can be illustrated in a form of

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

people, information systems, and processes across different organizations to accomplish a predefined task or objective by using digital and electronic means

-ered 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. In the past, these technologies could be so expensive,

and provide them with other videoconferencing capa -bilities, 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

•keeping databases that are being used by different users in different locations synchronized and up to date

challenges for information technology (IT) departments. One way to tackle such an issue is the collaboration.

-tribution by Koan 10, a group of data collection methods that include interviews short questionnaires and online survey were used to evaluate the value of such

perspectives, which data showed that they valued the knowledge sharing and collaboration and they believe that the time

-munication tools with messaging infrastructure such as email and instant mes -senger functionalities. Messaging systems use the available networks and

•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

They are the computer applications that support creative and collaborative way of finding solutions for the

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

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.

way of sharing and participation can eliminate the waiting time for users to speak and contribute to the content of the session.

groupware and from web conferencing systems. The main difference from groupware is the degree of collaboration.

Groupware provides support for col -laboration within groups of participants where their contributions are recognizable

In contrast, EMS enables the group to produce an artifact in a cooperative way, in

during the execution of a business process, both groupware applications and EMS support and complement each other:

the groupware provides teams with capa -bilities related to researching and documents creation during the preparation stage

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 con -ferencing software complement EMS with screen-sharing as well as the ability for

the voice interaction functionality that is necessary in synchronous online con -ferences 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 and efficiently

formal term used in computer-facilitated communication, collaboration and learning is asynchronous conferencing and is used to define technologies that are

-cates †chat†applications that provide its users to communicate in a simultaneous manner in real time.

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 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, standards that govern the way these systems work, user

compatibility, and the way the workflow is configured pre in such software applications. Several associations in industry issue their own standards of docu

-ment control criteria that are used in their particular field 4. Moreover, gov -ernment regulations instruct the companies that are working in certain industries to

Healthcare, 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 socialization among people 15. Based on the previous facts, organizations are trying to

integrate social collaboration capabilities into their strategies, operations, and processes. Whether it is with customers, partners,

or employees, these organiza -tions use social collaboration tools to improve efficiency, solve problems, create

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 in order to achieve their predetermined goals. These applications aim to transform the way the documents

The use of such software at the work place stimulates a Col -laborative Working environment (CWE) that supports individuals as well as those

Examples of such collaboration software in the market include: Microsoft Sharepoint, IBM Lotus notes and Google apps for business.

The latter one con -tains 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 rich -media 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,

collaboration tool refers to any tool that helps people collaborates. These tools have the ability to promote collaboration

among people in general and within work team members in particular. The ideal criteria that the collaboration tools have to meet are to foster collaboration,

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

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 mem -bers at the work environments, especially when they are located in different

geographical places in the global organizations. However, noteworthy socio -technical 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 solve real-world problems/situations as well as focus on collaborative patterns of teamwork 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, or assigned externally in form of a business relationship, to an undefinably large, heterogeneous mass of potential

actors††19. This process combines the efforts of numerous self-identified par -ticipants, where each contributor of their own initiative adds a small portion to the

greater result. In crowdsourcing, a community or ††crowd††that is often coordi -nated 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, or to distribute the required job among many participants. Those using crowdsourcing techniques expect that having many

participants to solve a problem increases the possibility of generating a significant innovative solution 20.

The incentive to participate can have a monetary and/or non-monetary nature 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.

The big benefit of such an approach for organizations and researchers is that it decreases the costs by taking the advantages of talent and time

of others. Also, contributors can also achieve some benefits for themselves by interacting with experts,

since they can practice their unprofessional skills while practicing their hobby 20 Examples of Crowdsourcing include the Amazon Mechanical Turk, in which

the users can complete variety of tasks such as labeling images with keywords which provides opportunities to judge the relevance of search results,

transcribing podcasts, 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 Uni

-versity 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.

Also, it is necessary to create plans for incentive mechanisms and frameworks that suit existing business models

and real world systems such as workflow, human-provided services, 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, multitasking, biasing, anchoring, and prefer -ential attachment; on the other hand, to be able to switch

when it is needed between different evaluation methods, rewarding actions, and incentive situations at runtime, while considering the overall costs cut 23

Moreover, it is important to understand how to structure jobs to meet the requirements of the various markets.

Kittur 22 offers the following example: in Mechanical Turk, tasks that take a long time or have unclear payment mechanisms

In conclusion, Crowdsourcing is a powerful method to solve a variety of problems in faster and less expensive ways in comparison with traditional ones

sensors or processors, but also to join their human intelligence and creativity. As a result, instead of focusing on simple and independent tasks,

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, they contribute to digitizing books

-nizable by computers. The creators of this project hope that recaptcha con -tinues to have a positive impact on modern society by helping to digitize human

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 web -inars. This word is combination of †web†and †seminarâ€

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

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

applications and software services provider. The introduced technology has suc -ceeded to achieve high satisfaction rates from both the members of the faculties

utilizing digital communication and collaboration platforms, it is important as well to consider the challenges that accompany this usage such as the

the usage of the multimedia materials Furthermore, the benefits that the Infosys team has achieved include effective

Moreover, it provided a description for the crowdsourcing concept as well as the incentives and rewards in social computing.

Digital work and collab -oration is basically about using digital devices, open source data and cloud

technology to share knowledge, manage information and to have the user gener -ated work shared

and contributed by communities of people regardless of time or place. Furthermore, it allows a broader network of participants to collaborate and

capacity, the speed of the internet and issues related to security Finally, the Chapter has discussed case studies,

2. Grudin J (1994) Computer-supported cooperative work: history and focus (Long beach Calif 27: 19†26

5. Baecker RM, Grudin J, Buxton WAS, Greenberg S (1995) Readings in human computer interaction: toward the year 2000 (2nd ed). System, p 595

Schrire S (2004) Interaction and cognition in asynchronous computer conferencing. Instr Sci 32: 475†502. doi:

asynchronous computer conferences. In: Proceedings of 42nd Hawaii international conference on system sciences, pp 1†10

Bhana I, Johnson D (2006) Developing collaborative social software. Comput Sci ICCS 3992: 581†586

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:

Hammon L, Hippner H (2012) Crowdsourcing. Bus Inf Syst Eng 4: 163†166. doi: 10.1007

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:

human -based 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

the basis of digital business, 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

As pointed out by Aral et al. 7 social media platforms raise significant management questions such as, e g.,

, managing diverse mobile plat -forms, 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

Symantec Corp.;while approximately $1 trillion according to Mc afee Inc However, apart from the presence of no standard mechanism for accounting for

Crime††9, p. 4. For example, the revenue of a phishing advertised by email spam is the sum of the money withdrawn from the accounts of the subject that is

public and private spending should be focused less on defense of computer crime i e. antivirus, firewalls etc.

and more on policies and methods for finding and punishing the criminals However, another relevant point resulting from studies such as the one pre

in the users and code of conducts, leading to habits suitable to preserve an orga -nization as well as individuals digital identity.

enacted accomplishment††14, p. 4 from the data stored about us and the information flows we are involved in

the state of art on business information systems, an interesting solution for Enterprise Identity Management has been proposed by Royer and Meints 15

, on the basis of historic or benchmark data; while for the security /risk/and compliance perspective they can be the mapping of users and accounts in

the different systems (for having an ††account density††representation), or the achievable quality of audit logs (content,

business identity is built also through interaction and exposure to users and societal Business Processes Security, Risk, and

exposure to users through a company image or brand. However, has argued by Topalian 18 the literature on corporate identity and on corporate branding, in

and how the former are experienced by the selected target audience of users and consumers, once recombined in an offering and a corporate image.

in order to investigate online and offline markets for under -standing the role of IT for competitive advantage in the two kind of channels 22

relevance to Internet retailers of selling niche products. Accordingly, the study by Brynjolfsson et al. 22 provides a set of recommendations that can be connected

as a way to competitive advantage, should be based on user experience rather than price 22.

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

, social media, into their ††marketing playbooks†â€, in order to design and deliver effective brands strategies, considering

data and reliable transactions for the target customers As for the above mentioned inner perspective,

businesses in social media 24 7. 4 Case studies In this Section we discuss case studies illustrating issues related to digital business

perspective on digital business identity as related to phone numbers, 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

Fig. 7. 3 Key qualities for effective brands strategies, incorporating social media in marketing playbooks. Elaborated from 23

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 Considering the case study, it concerns DHL,

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 The second case study is based on 28 and considers Vibram, 4 an Italian based company among the world leader in high performance rubber soles, manufacturing

campaign, aiming to engage core customers online and creating a direct dialog 3 Talktalk Business:

advertising on top running sites (e g.,, Runnersworld. com), rich media banner including 60 custom videos,

and 100,000 social media impressions, thus obtaining a return on engagement as well as a return on relationship (for example, moving from 57%surveyed having

digital brand community, that is the web community ††my Nutella The Commu -nity††promoted in Italy in early 2004 by the firm Ferrero, an Italian based

empowerment by the information technology and digital channels 29 POINT OF ATTENTION: Digital business identity management asks

, Facebook, enable in an inedited way the self-exposure of 2. 0 empowered consumers. As for these issues, echoes of these arguments coming

engagement on Facebook. In particular, among the eight ways that according to them brand managers have for increasing the number of ††likes††received by a post

and challenged by its exposure to users through a company image or brand. Accordingly, digital business identity has been

through a focus also on narrower aspects of the inner context, such as telephone numbers, email and web addresses, etc. and savvy investments on digital media in

the outer context of organizations; the latter enable a return on digital identity through the self-exposure of customers and the companies ††taking a step back

information systems. Eur J Inf Syst 12: 3†17 (ST€ SMES, co-opetition and knowledge sharin

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

strategic management of information systems. Decis Support Syst 25: 71†88 18. Topalian A (2003) Executive perspective:

social media. J Mark Manag 1†26. doi: 10.1080/0267257x.2013.813577 25. Talktalk Business (2012) DHL Case Study†Transport and Distriubution Inbound.

study dhl. pdf. Accessed 16 january 2014 26. Talktalk Business (2013) SME digital identity has major impact on perception. http

/0870condoc. pdf. Accessed 16 january 2014 28. Macumber K (2010) Case study: the brand that went 100%digital.

facebook. MIT Sloan Manag Rev 54: 18†20 144 7 Digital Business Identity Chapter 8

information technology (IT governance is a subset discipline of corporate governance focused on information systems and their performance and risk management.

instance, the internet and other communication systems have developed and spread sharply in many countries around the globe including poor societies 2

However, many scientists argued that the development of ICT is likely to have more drawbacks rather than benefits in the future life.

Social networking software and argumentation systems are just two examples of the ongoing research in this important area of digital governance.

1 See also the discussion about Crowdsourcing in Chap. 6 146 8 Digital Governance invitations over the internet and to allow this disparate pool of human individuals

to make predictions or to propose solutions about the likely outcome of future uncertain events or complicated problems.

Research has shown that IAMS can increase user participation in innovation management processes in corporate environments 2

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,

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

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 because they think

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

-cute and monitor. Thus, they started with seventeen CSFS that they discovered from those studies;

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; 3-Determine What You Want; 4

5-Share, Review, and Upgrade; 6 -Establish and Implement) they provide a light perspective to complement and

its core component at firm level should be first developed. Indeed, when a specific IT governance model is chosen and

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

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. Consequently, the vulnerability assessment considered the four major security issues mentioned below

1. protection of sensitive personal data 2. the division responsible about application services lacks with regard to con

-sistency 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

data and its implications across the enterprise. The above mentioned problems called for a robust IT governance framework, delivering measurable value to the

As a result, the data collected by analytics could be used to monitor the IT performance

particular, to the exposure of business†s data and systems to external environment The risk of an enterprise not knowing the identity of its business partners is

and, in particular, into the IT governance domain as its core component at firm level, covering the advantages

and sustainability in information systems. managing transfer and diffusionof IT SE€ 15 Springer, Heidelberg, pp 239†248

Conference on Information systems, pp 1†15 12. Guldentops E (2004) Key success factors for implementing IT governance.

IBM Syst J 32: 4†16 20. Broadbent M, Weill P (1993) Improving business and information strategy alignment

IBM Syst J 32: 162†179 21. Simonsson M, Johnson P, Ekstedt M (2010) The effect of IT governance maturity ON IT

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

IBM Institute for Business Value 12, interviewing 1, 130 entrepreneurs, CEOS and general managers working in different industries.

such as information systems 19 and business strategy 20 and others focus on the constituent elements that make up the business model 11.

digital economy, which is characterized by the rapid and continuous interaction of innovative applications and services. In fact, especially where the company†s

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 com -bination 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

radically transformed its business environment, adding music distribution to its activities. This transformation has resulted in the construction of new ongoing

which is the core of Apple†s business model, allows the company to create and extract value on an ongoing basis

only a small number of ipod customers connected to their itunes account would be willing to change brands,

registered domain on the Web were aimed entirely at attracting as many users as possible to their websites,

which provided some service, and to pursue this end they faced huge advertising investments. However these companies lacked a

business model that could convert the number of users who visited their sites in cash flows and profits.

model that would allow translating the clicks of users who had been attracted into profits In summary, the crucial factor for the success of a company is not the value of

capacity of processing data associated with a significant reduction in costs, making it possible to manufacture

-vices tailored to each type of user These developments require businesses to radically rethink and reconfigure the

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

2 As shown by the Crowdsourcing practice discussed in Chap. 6 9. 3 Business model and Strategic Innovation 175

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 transfor

-mations made possible by the Internet and new digital technologies. These changes are structural and have a fundamental strategic relevance 36 as they present

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.

industrial digital economy the whole process of value creation is entirely trans -formed. In the industrial economy a process of value creation starts from raw

digital economy is driven fundamentally by customer demand. In the digital economy, the essential input of the value creation process is information itself, for

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 econ -omy 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,

-mendous source of access to data and information in a digital format, but it also

Internet has challenged the traditional way of doing business, as it has, and still is significantly transforming the traditional rules of competition,

of the network to get the manufacturer and the end user closer and in direct communication, drastically reducing the need for intermediaries in the sale of

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 Value chain configuration •Linear value chain •Nonlinear value network

•Digital information Output •Intermediate or finished products or services •Products or services with a high

production and publication of content that users generally expect to have free access to. The formulation and implementation of an appropriate business model

are vital to meet the challenges of the digital economy, which requires a paradigm shift. Companies are called to deal with the Internet and the opportunities of

electronic commerce, but, to be able to acquire the benefits, they must be able to identify the disruptive nature of these innovations in order to effectively recon

that make the Internet and electronic commerce disruptive innovations 40. Orga -nizations 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 and utilization of new knowledge

-pany to benefit from the disruptive attributes of the Internet in order to design and implement an innovative system to provide customers with highly personalized

profitably make use of some of the above features of the Internet as a disruptive

redefined the value chain linked to the world of personal computers in the late nineties, ebay†s and Priceline†reverse auction system,

Yahoo! 41,42 9. 5 The Business model in the Information and Communication Economy The consolidation of the information and communication economy is the culmi

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 which allows a constant flow of communication and collaboration in real time

/service to any single user becomes greater as the number of users of the same product/service increases

Connectivity and interaction E-commerce enables the company to establish new relations and ways of interacting with their customers, suppliers and partners

The Internet allows information to reach a large number of people without sacrificing the quality of the information content which

The involvement of the consumer-user in the early stages of design and production of highly customized goods and services

Digital resources Information and data in a digital form, duly selected, organized and summarized, become a source of essential value that

Cost transparency Users are able to quickly and easily access a vast amount of information regarding prices and characteristics of the products

Industry extension The value creation made possible by the Internet and new digital technologies allows companies to transcend the boundaries of

In the digital economy companies need to continually adapt to changes, which are extremely fast and frequent

users Adapted and integrated from 41 3 The difference between digitizing and digitalization has been discussed in Chap. 3

experience goods must devise strategies to persuade users to overcome their reluctance to buy information before knowing the characteristics.

for users to understand the characteristics of the main product/service that is being offered to them

In an environment where users have at their disposal an extreme amount and variety of information that can be accessed anywhere and

users are called on an expensive and complex selection of useful or productive information, while, on the other hand, this overabundance of information gen

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, while the product, that is the selected information, is offered free of charge to the

consumer •Transition costs. These are the costs that a consumer incurs into when switching

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

this creates a lock in situation where users are tied to existing products. So transition costs are a barrier to entry for new

positively depends on the total number of users who make use of that product. In other words, the access to the network created by the good

of another user is beneficial for current users. Communication technologies 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 technol -ogies is not possible until a critical mass of users is reached not.

The trend observed for technologies exhibiting significant network effects is a relatively long period of introduction followed by an explosive growth.

number of users is small, the incentive to connecting is limited, but once it reaches the critical threshold,

models that are most popular among Web 2. 0 companies, which exploits the peculiarities of the information economy, is the so-called ††freemium††(combi

made available to users for free, while the other versions providing additional features are sold for a fee 11

products as well as end users. The ideas and projects developed internally are only a part of the value that can be generated by the company;

††information system and information System††By Peter Checkland and Sue Holwell. Cybern Hum Knowing 6:

6. Checkland P, Holwell S (1998) Information systems and information systems: making sense of the field. Wiley, Chichester

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

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.

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. ††Achiev. supply Chain Excell. 1†7. http//anderson-d. ASCET. com

Internet Res 11: 349†359 42. Winer RS (2006) Marketing management, 3rd edn. Pearson Prentice hall, Upper Saddle

as well as some indicators of user value in terms of perception such as the user Experience and the so called  Wowâ effect,

and impact on current processes 10.1 Introduction The shifting sands of innovation require from those who wish to stay on top to

Instabank 3 is a Mobile Banking app developed by a Russian Start-up in collaboration with VTB Bank, a leading Russian Financial institution.

designed as a mix between the style and appearance of ios with the convenience of Facebook.

The app is linked permanently to a virtual credit card, based on the Mastercard circuit, 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. Through the app it is possible to send and request money to friends through Facebook messages,

even if they don†t have an Instabank account add pictures and personal notes to transactions,

and keep track of movements and link them to position through geolocalization functionalities Transfers can easily be made between users,

requested from friends or relatives and grouped from multiple sources. The app includes a simple and free money

transfer system available through wireless communication between devices, and other functionalities for ††bill splitting††as well as small transfers in social occa

traditional mobile banking apps. One of the developers has an engineering back -ground 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

while the core of the banking activity behind it is managed by a traditional Russian Bank (VPB.

intimacy by means of becoming part of the daily routine operations of the user This application, as many other next-generation mobile banking apps, gives

your banking statement helps users recall where they spend their money, sending a Facebook message with a payment to a friend is an easy way to make a transfer

It†s one of the many ways in which service oriented companies are trying to blend

Table 10.2 shows a set of drivers used to capture the concept of User Value.

this case the user is the customer, therefore the relevance of a good user interface Table 10.1 Company

competitiveness indicators for time-to-market Company Instabank Funded 2012 Nï¿Products 1 Clients Invite only

and user experience is even higher. The application is simple and does not require much learning.

changes the established processes for the user, therefore impacting on their will -ingness to change it.

First feedbacks from users has been good, and the ††wow††effect (i e. the

customer-friendly characteristics of Instabank contribute to its high User Value perception 10.3 Macrosense Macrosense 4 aggregates and analyzes large amounts of real-time mobile loca

-tion 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.

user (based on their past behavior and that of individuals in the same group), the best corner to get a cab in New york, the best restaurant in a new city for a person

than what any company, other than Google or Facebook, does The simple idea behind Macrosense and the other related services developed by

Models based on thorough analysis and observation of large quantities of data on geo-location of specific individuals provide a significant insight into human

Table 10.2 User value indicators Fast learning Yes User interface Good User experience Good Process impact Low

User feedback Good (initial  Wowâ effect High 190 10 Innovation Practices 10.3.1 Developer Sense Networks is based a New york company,

founded in 2006 with the goal of empowering companies and investors to better understand and predict human

behavior on a macro scale. 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 entre

-preneur 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-to -market basis shows, in synthesis, an advanced development both of the technology

behind Macrosense and of the demand and offer side of the market, with many clients and competitors

according to data about stream of people, weather forecast, specific news, traffic Table 10.3 Company competitiveness indicators

In Table 10.4 the set of drivers show a very high level of User Value.

Feedback from users has been very positive, and it is fueling the development 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 charges, billing errors, forgotten subscriptions, scams and fraud

The main purpose is to protect customers from the so-called Grey Charges deceptive and unwanted credit/debit card charges resulting from misleading

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 mer -chant 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,

Table 10.4 User value indicators Fast learning Yes User interface Good User experience Good Process Impact Low

User feedback Very good  Wowâ effect High 192 10 Innovation Practices 10.4.1 Developer Billguard was founded in Tel aviv in 2010 by Yaron Samid.

Besides being in the board of several other initiatives, Samid is also founder and organizer of

Techaviv, an Israeli club for startup founders with branches in Silicon valley New york, Boston and Tel aviv,

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 In Table 10.5 the time-to-market drivers of competitiveness display an

The declared purpose of this free of-charge application is to help users in not losing money to frauds, scams and grey charge policies, leveraging the collective

Table 10.6 shows an extremely high level of User Value. The application design is simple and well-conceived,

from users has been very positive, and the reception of Billguard has been enthusiastic at all the conventions and competitions it has taken part,

is a collaborative conference room, enabling multi-user, multi-screen, multi-device interaction both in a physical and virtual meeting space.

screens and the distant communication systems seamlessly. Mezzanine wishes to transform the telepresence in infopresence, incorporating multiple users and

devices, all sharing and manipulating information at the same time, increasing collaboration and effectiveness of meetings. The system allows easy aggregation

of all the video signals in the room across a series of displays, which function as a

participants, video cameras, whiteboards, 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  Wowâ effect High

194 10 Innovation Practices technology development and innovation. The core purpose of Oblong is to find

ways to make computers more flexible, capable, interactive, and empowering. The system designed for Minority report was considered futuristic at the time, but it

has largely been transformed into reality in the last years. Oblong†s systems allow a fine grained gestural recognition through space-aware,

networked, multi-user multi-screen, multi-device computing environments. The core technology plat -form, 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 inte -grating with more and more partner technologies.

The market is interested especially in design-intensive companies and for advanced decision making activity. Competitors are present with more traditional solutions,

but none appear to have the same level of integration and collaboration. The infrastructure is

provided by Mezzanine as a complete solution, besides a good internet connection there is no major requirement for installation

10.5.2 Applications The interactive setting makes meetings and working sessions more effective by helping multiple team members share

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 dis -ruptive need for a different governance of meetings. Anyone in the room and from

remote can contribute, collaborate, present, interact at the same time, but it requires new practices and routines to get managers to use the tool effectively

Table 10.8 suggests a high level of perception for the User Value, but with the caveat of integration with existing processes.

-back from users has been very positive and the ††wow††effect is very high:

made up of financial experts, kids entertainment professionals, software devel -opers, startup experts and creative.

level of user experience. The platform is simple and easy to use on the parents†side, game-like and fun on the children†s side.

Table 10.8 User value indicators Fast learning No User interface Good User experience Very good Process impact Medium

User feedback Very good  Wowâ effect High 196 10 Innovation Practices In Table 10.9 time-to-market drivers show a ready and on the market company

facing a somewhat small demand yet to develop. The company is growing and the development of the platform is continuing.

Competitors are few and exhibit a more traditional approach. 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

Table 10.10 shows a good level of perceived User Value, based on a great user interface and user experience, a very high level of personalization and a gamified

structure of the application. Feedback from users has been very positive even if the novelty and ††wow††effect are not that high:

the impact on the personal life is not huge, but it has to do with the education of the children,

Noldus Face Reader 8 is an affective computing tool designed to capture and interpret emotions in individual subjects, through the recognition of uncontrollable

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

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 head -quarters 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, during his research on parasitoid wasps, he developed the first version of The Observer, 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  Wowâ effect Middle Fig. 10.1 Noldus face reader features

198 10 Innovation Practices package for behavioral recording and analysis, independent of the organism being

studied This tool attracted attention from researchers within many other fields of study and led to starting a company for the development of software dedicated to

behavioral research. Later, in 2011, was founded Noldus Innovationworks, a research and innovation lab serving as an incubator for high-risk projects at the

edge of technology advances In Table 10.11 the representation shows a short time-to-market,

In Table 10.12 it appears the User Value is quite high, with good user expe

-rience and positive feedback from users. The impact on existing processes is due to the need to modify interaction processes

Company Noldus information technology Funded 1989 Nï¿Products Many Clients Many Partners Many Market dimension Average

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

All data are combined with traditional performance indicators in order to create detailed predictive models 10.8.1 Developer Founded in 2006,

through Smartphone-enabled mobile sensing systems In Table 10.13 the time-to-market competitiveness appears to be high, with a

Table 10.12 User value indicators Fast learning Yes User interface Good User experience Good Process Impact Average

User feedback Very good  Wowâ effect Middle 200 10 Innovation Practices 10.8.2 Applications Companies use Cogito to gain insight into buying behavior,

satisfaction, follow -through, and intervention needs of their customers. This improves decision-making workflows, and consistency of service,

and successful interactions. Feedback from clients report benefits as increase in productivity, improved sales performance

better data collection, and higher customer retention As shown in Table 10.14, the User Value is quite high, with positive feedback

from users. The impact on existing processes, though quite high, is bounded from the fact that the solution requires to set specific actions

and procedures to make use of it, unless it is integrated in an existing activity as an improvement of sentiment

on the user side. The business development plan is to secure partnerships with large retirement homes and organizations for caregiving, retirement home place

Table 10.16 shows a good User Value, with very positive feedback from the first adopters. The impact on existing processes is very low and,

Table 10.14 User value indicators Fast learning Yes User interface Good User experience Good Process impact Average

User feedback Good  Wowâ effect Middle 202 10 Innovation Practices 10.10 Acceptemail Acceptemail 11 is a very simple innovation

which enables customers to pay bills, in form of e-mails, safely and conveniently through online banking, Paypal

debit card or credit card. The customer receives in his mailbox an e-mail with prefilled information about the payment (i e. sum, identity of requesting side

and, directly from his notebook, table or smartphone, he can complete the payment online with very few steps.

It enables a quick and timely payment initiation, perfectly aligned with the receiver†s administrative records, error free

Table 10.16 User value indicators Fast learning Yes User interface Good User experience Very good Process impact Low

User feedback Very good  Wowâ effect Low 10.10 Acceptemail 203 In Table 10.17 the drivers for time-to-market describe a solid company facing a

large and mature market, with a strong link to partners in the same technological ecosystem.

Enabling infrastructure is ready and the demand is very large 10.10.2 Applications Managing timely payments is a big issue for many industries, and especially for

utilities and telecommunications. Indeed, automatic payments are denied often from the bank, reminders reach the customers much later

In Table 10.18 the User Value is high, with very good feedback on user interface and experience,

-store experience, Mobile Payments, and crowdsourcing. Adding digital features to the point of sale enables a better multichannel experience for customers.

and entertainment when connected to the facility†s Wi-fi (e g. on-line Music Table 10.17 Company

) 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 trans -actions are completed currently through the mobile app The last point of the digital strategy is the development of an on-line com

-munity for crowdsourcing called ††My Starbucks Idea†â€, where customers can submit suggestions on how to improve products, customer experience and cor

when the top management first decided that Wi-fi should be a feature of all Starbucks coffee shops, giving customers the clear message that the

Table 10.18 User value indicators Fast learning Yes User interface Good User experience Very good Process impact Low

User feedback Good  Wowâ effect Low 10.11 Starbucks Digital Ventures 205 10.11.2 Applications Starbucks Digital Ventures†strategy aims at developing a digital media company

business model dedicated to all Starbucks customers. All services and initiatives share a customer-oriented approach,

dedicated to increasing customer intimacy loyalty, engagement and viral diffusion The current digital presence of Starbucks (both on-line and through mobile

In Table 10.20 the User Value is very high, with great User experience and interface, very positive feedback and very low impact on existing processes

-fusion among specific target users or even to a wide audience. However, we have also considered some evaluation parameters in the selection, namely:

Table 10.20 User value indicators Fast learning Yes User interface Very good User experience Very good

Process impact Low User feedback Very good  Wowâ effect Middle 206 10 Innovation Practices

the specific user, based on ease of use, pleasure and the so called  Wowâ effect

which makes the innovation potentially inedited if not disruptive The time-wise competitive evaluation of the ideas comes from the observation

of the technology readiness, the presence of a strong demand, the development stage of the competitors and of the target.

and affective computing (Noldus Face Reader). ) Furthermore, the selection has shown a majority of digital innovations

-ioral analysis from intensive data streams as well as from Big data References 1. Christensen CM (1997) The innovator†s dilemma:

trends we have considered the business challenges of Big data as a core com -ponent of the information infrastructure upon which our society is building its own

-tegic drivers 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 Accordingly, we have outlined the main implications of new marketing perspec

improved knowledge of customers†needs and lifestyle for a consequent better user experience Lastly, in Chap. 5 we have discussed what can be considered as the core trend

of the year, perhaps resulting from or else enforcing the previous ones: IT Con -sumerization. The latter can be seen as the trend for new technology innovations to

with consequences ON IT policies as for security, disclosure of data, and privacy Taking the digital trends challenges into account, Fig. 11.1 summarizes the

advancement of mobile technology, digital services, social networks, sensors, and IT Consumerization, likewise. Besides the benefits, collaboration contributed to

, policies for privacy and security of data and infor -mation flows; on the other hand, promoting it in terms of brand in an

and actual user adoption Consequently, not only digital innovations potentially inedited if not disruptive but also ††ready-to-use††ones, have been selected and analyzed

digital information infrastructure, leading to a change of perspective on its stra -tegic role as the ††guardian††of a company digital business assets and ††heritage†â€

and external users 11.1 Making Digital Business Innovation Real 211 Index A Accessibility, 6 Adjustments, 51

Backup strategies, 34 Bring your own device (BYOD), 90,97, 103 108,109, 134 Big data, 5 C

Called technology steward (TS), 118 Campus connect Initiative, 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

Column-oriented databases, 6 Community cloud, 34 Community coordinator (CC), 118 Community of practice, 117

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 D Data, 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, 55 Document-level sentiment analysis, 70

Facebook, 4, 188 Feature buzz, 72 Flexibility, 34,44 Flow betweeness, 69 Freemium, 181 Fuzzy analytic hierarchy process (FAHP), 35

Grid computing, 23 H Hadoop, 7, 28 Hybrid cloud, 34 Hyperscale storage, 80 I Information, 4

Information aggregation markets (IAMS), 146 Information orientation, 9 Infosys Technologies Ltd, 129 Infrastructure as a service (Iaas), 24

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 K Key performance indicators (KPI), 151 Key-/value-stores, 6

Open data, 8 Open government, 8 Open Information Society, 3 Open innovation, 182,183 Opinion identification, 73,74

RFID, 190 S Security standards, 29,34 Semantic Analysis, 200 Sentence-level sentiment analysis, 70 Sentiment analysis, 67,69, 71,72, 75,77, 85

Social media, 5 Social network analysis, 69 Social software, 123 Software as service (Saas), 24 Start-up, 187

Storage, 10 Subjectivity detection, 73,74 T Tagging, 83 TAM 2, 51 TAM 3, 51 Technology acceptance model (TAM), 47

50†52,54, 63 Technology service enablers, 50 Trend tracking, 72 V Value capture, 174 Value constellation, 85

Value creation, 167,169, 174†176,179 Value network, 172 Variety, 6 Velocity, 6 Veracity, 6 Volume, 5

Web documents annotation, 70 Webex, 129 Wii, 4 Wordnet, 70 Index 215 Foreword Preface Acknowledgments

1 Big data Abstract 1. 1†Introduction 1. 1. 1 Big data Drivers and Characteristics 1. 1. 2 Management Challenges and Opportunities

1. 2†Case studies 1. 3†Summary References 2 Cloud computing Abstract 2. 1†Introduction 2. 1. 1 Cloud computing:

Service Models 2. 1. 2 Cloud computing Service Providers 2. 2†Strategic and Managerial Challenges and Opportunities

2. 2. 1 Challenges Accompanying Cloud computing 2. 2. 2 Advantages and Risks in Cloud computing Outsourcing Projects

2. 2. 3 Managing Changes and Organizational Issues 2. 3†Deployment Models (Private, Public, Community and Hybrid

2. 4†Guidelines and Recommendations 2. 4. 1 Choosing a Cloud computing Service Provider 2. 4. 2 Cloud computing Project Implementation Life cycle

Phase 1: Architect Phase 2: Engage Phase 3: Operate Phase 4: Refresh 2. 5†Case studies

2. 6†Summary References 3 Mobile Services Abstract 3. 1†Introduction 3. 2†Mobile Services Drivers and Challenges

3. 3†Digital Management Solutions 3. 4†Case studies 3. 5†Summary References 4 Social Listening

Abstract 4. 1†Introduction 4. 2†Marketing Analysis as Social Listening 4. 3†Information Growth and Market Opinion

4. 3. 1 Text mining and Conversation†s Analysis 4. 3. 2 Classification and Analysis Methods and Solutions

4. 3. 3 Marketing Intelligence and Risk Analysis 4. 4†Social Listening Challenges 4. 5†Social Sensing

and Adopt the User Perspective 5. 3. 2 Step 2: Rethink User Computing---Change Focus from Platform to User

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

Support Employee Owned Devices 5. 4†Business Scenarios for IT Consumerization 5. 4. 1 Work from Your Phone

5. 4. 2 Bring Your Own Media Tablet 5. 4. 3 Bring Your Own Device for Vendors

5. 4. 4 The Boardroom 5. 4. 5 High-performance Sales 5. 4. 6 Retail Sales

5. 5. 1 Going Mobile Strategy 5. 5. 2 Modernize the Desktop Strategy 5. 5. 3 Virtualization Strategy

5. 5. 4 Bring Your Own Device BYOD Strategy 5. 6†Enterprise Drivers Behind the Consumerization of IT

6. 4. 5 Social Software and Collaborative Systems and Tools Skype Dropbox Google Drive and Google docs

Microsoft Skydrive Microsoft Onenote 6. 4. 6 Online Communities 6. 4. 7 Crowdsourcing 6. 5†Case studies

6. 6†Summary References 7 Digital Business Identity Abstract 7. 1†Introduction 7. 2†Privacy and Security Drivers and Challenges

7. 3†Digital Brand Management 7. 4†Case studies 7. 5†Summary References 8 Digital Governance

Abstract 8. 1†Introduction 8. 2†Opportunities and Challenges Related to Digital Governance 8. 3†Digital Governance Mechanisms

8. 4†Digital Governance Success Factors 8. 5†Digital Governance Impact on Businessit Alignment 8. 5. 1 The effect of IT Governance Maturity on Performance

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