Wednesday, August 2nd, 2017

Time	Event
12:00p	Top 10 Data Center Stories of the Month: July 2017 Here are the most popular stories that appeared on Data Center Knowledge in July: Machine Learning Tools are Coming to the Data Center – You need more than sensors to monitor modern data center infrastructure, and a new generation of applications aims to fill the gap by applying machine learning to IoT sensor networks. When Clouds Break: the Hidden Dangers of Cloud Computing – The decision between using a public cloud versus owning your own infrastructure is not so different than deciding between renting and a buying a home.  It is a choice between controlling your own environment versus living within someone else’s domain. The home owner (or public cloud provider) reaps the benefits of equity gains while the renter continues to pay someone else’s mortgage. 10 Things Every CIO Must Know about Their Data Centers – While data centers aren’t necessarily something CIOs think about on a daily basis, there are some essential things every executive in this role must know about their organization’s data center operations. They all have to do with data center outages, past and future ones. VMware, Once the “Easiest Value Proposition in IT,” Defines Its New Role – At VMware, a company that about a decade ago enjoyed selling the “easiest value proposition in IT history,” staying relevant today, in a world where most enterprise applications are already running on virtual machines, and where companies have a constantly expanding universe of infrastructure options for their software, never stops being a work in progress. Pat Gelsinger, CEO, VMware (left), speaking with Michael Dell, CEO of Dell Technologies, on stage at VMworld 2016. Switch Offers to Build Custom-Size Data Centers Anywhere Clients Choose – The Las Vegas-based data center provider that has traditionally been focused on building large, multi-tenant data center campuses, is now also offering to build single-user data centers of custom size, wherever customers need them, using the same patented design elements used to build its massive campuses. Switch’s Las Vegas 10 data center (Photo: Switch) US Ban on Its Data Center Switches a Setback for Arista – at Least a Temporary One – While it’s unclear how long the ban will stay in effect, it is at least a temporary setback for Arista, which has made inroads in the lucrative $10.4 billion data center networking equipment market. It’s been especially successful in selling to hyper-scale data center operators. Arista Networks’ founder Andy Bechtolsheim (right) also co-founded Sun Microsystems and was one of the first two people to invest in Google. Here, he is speaking with Intel CTO Justin Rattner on stage at the 2013 Open Compute Summit in Santa Clara, California. Oracle Wants Its Cloud to Grow Inside Your Data Centers – Taking a different approach to hybrid cloud than some of its biggest competitors, Oracle has substantially beefed up the capabilities of its on-premises cloud product called Oracle Cloud at Customer. It gives companies the ability to use its cloud services but have them run inside their own data centers. Oracle Co-CEO Mark Hurd speaking at Oracle Open World in September 2013 in San Francisco. Hurd was then the company’s president. (Photo by Justin Sullivan/Getty Images) You Can Now Earn a Bachelors in Data Center Facilities Engineering – Developed after lengthy consultations with Google, Facebook, and Microsoft, the Sligo, Ireland-based school said the studies will focus on traditional enterprise data center practices with the hopes of graduating a class ready and able to help fill the skills gap in technology management and operation of data center facilities. The Peculiarities of High-Availability Data Center Design on a Cruise Ship – Much like a big hotel, a cruise ship usually has a data center onboard to provide digital services. While a data center on a ship is similar to one in a hotel – both have servers, storage, and networking gear to run software – there are some differences. A TUI Cruises vessel (Photo: TUI Cruises) GoDaddy Drops Curtain on Its Cloud Business… Again – You’re probably thinking, “GoDaddy is in the public cloud business?” Therein might lie the problem. Stay current on data center industry news by subscribing to our RSS feed and daily e-mail updates, or by following us on Twitter or Facebook or join our LinkedIn Group – Data Center Knowledge. (Comment on this)
3:00p	New Bill Aims to Address Gaping Holes in IoT Security Brought to you by IT Pro A bipartisan group of U.S. senators is hopeful that new legislation could fill holes in the way Internet of Things (IoT) devices are secured – typically as an afterthought – at least for public sector buyers. The new bill, introduced on Tuesday, would require vendors that provide connected equipment to the U.S. government ensure products are patchable and meet industry security standards, according to Reuters. Under this bill, devices that have unchangeable passwords or possess known security vulnerabilities would be banned from government use. It would also allow federal agencies to ask the U.S. Office of Management and Budget for permission to buy non-compliant devices if other controls were in place, Reuters reports. See also: Microsoft Says Government Should Regulate IoT Security Republicans Cory Gardner and Steve Daines and Democrats Mark Warner and Ron Wyden are sponsoring the legislation. “While I’m tremendously excited about the innovation and productivity that Internet-of-Things devices will unleash, I have long been concerned that too many Internet-connected devices are being sold without appropriate safeguards and protections in place,” Sen. Warner said in a statement. “This legislation would establish thorough, yet flexible, guidelines for Federal Government procurements of connected devices. My hope is that this legislation will remedy the obvious market failure that has occurred and encourage device manufacturers to compete on the security of their products.” The bill will also include protections for cyber researchers who are working in good faith to find IoT vulnerabilities, such as the recently discovered Devil’s Ivy. In a recent survey of 500 IT executives, 48 percent of firms reported to have experienced at least one IoT security breach. Interestingly, companies that have not experienced a security breach have invested 65 percent more on IoT security than those who have been breached, according to the same report. In the public sector, IoT is still in its infancy across the federal and local levels of government, and because it’s an emerging technology “it can be expensive and it is relatively untested,” according to Joshua New, policy analyst at the Center for Data Innovation in an interview with GovTech. And like any new technology, risks around security can make it even harder for the public sector to adopt. Its supporters hope that this legislation could address that, even as they try to take the “lightest touch possible.” “Through their spending power, governments can drive the focus and accelerate the adoption of IoT technologies and solutions. In aggregate, governments represent a huge global market,” said Maciej Kranz, who is the best-selling author of Building the Internet of Things and Cisco’s vice president of the Corporate Technology Group. “Their priorities, what they choose to buy, and what problems they choose to address can drive the roadmaps of IoT technology and solution providers. Military requirements, for example, have accelerated the technology development and adoption of drones, wearables, sensors (especially bio-sensors), and many IoT communication technologies.” Indeed, the biggest spenders on IoT within the public sector are military and law enforcement. According to a report released last year by Govini, the “Department of Homeland Security and Department of Justice have tripled their spending on equipment and services related to the Internet of Things (IoT) over the past six years.” This article originally appeared on IT Pro. (Comment on this)
3:30p	The Rise of the Open Software Platform Brian Zrimsek is Industry Principal at MRI Software. Many software companies today talk up the virtues of buying all the components of a primary business software platform from a single vendor. On the surface, this sounds like a reasonable approach. After all, with the entire solution coming from a single vendor one would expect that each component should integrate well with the overall platform and, if there is a problem, IT has that “one throat to choke.” In some situations, buying the entire solution from a single vendor probably does make sense: If IT is looking for software to meet a relatively straightforward need, such as video conferencing or file sharing, an out-of-the-box, single vendor solution is typically a smart choice. But if the organization is dealing with a complex problem – like running a real estate business or managing a global supply chain – there is no single silver bullet. Each organization needs a solution that meets its unique needs and, to achieve that, they need a platform that can incorporate innovation no matter who is producing it. In today’s fast-paced business environment, innovation gives organizations a serious competitive advantage and an open system is the only way to fully take advantage of it. My Advice: Open Up Even within the same industry, organizations with complex operations all run their businesses differently because, somewhere along the line, they’re dealing with different situations. For example, a commercial real estate (CRE) organization with mostly shopping malls as assets will have very different processes from another CRE company whose holdings are concentrated in office parks. It’s unrealistic to expect a one-size-fits-all, single-stack solution to address all the needs that each of these businesses face. An open, flexible software platform embraces many different functional areas – even those that compete with the vendor’s own components. If done right, you can achieve a software infrastructure that’s perfectly tailored to meet your organization’s individual needs. No single vendor could possibly create a software platform that meets the dizzying array of demands facing organizations managing any complex operation. And if a single vendor tries to be everything to everyone, many of its functional areas simply aren’t going to make the grade, because the company lacks the domain expertise of a more focused software developer. Along the same lines, a single vendor platform also slows innovation. Eventually, some innovative capabilities will make their way into the core product, but only after a long time has passed. Can you wait that long? If your competitors have adopted an open platform that enables them to integrate new capabilities from new vendors easily, your competition could have years to take advantage of a technology you lack, simply because you’re tied to a closed platform. Take an everyday example: if you travel with an iPhone, you likely understand the disadvantages of a single stack from personal experience. How often have you tapped on an address, Apple Maps appears, and you roll your eyes in annoyance? Sure, occasionally I’ll stick with Apple Maps because it’s more convenient, but I usually select the address and paste it into Google Maps, which is much more likely to actually lead me where I want to go. Do you know anyone who willingly uses Apple Maps? The Single Stack Decathlete Let’s look at it another way. Ashton Eaton of the United States won the gold medal in the decathlon at both the 2012 London and the 2016 Rio de Janeiro Olympic games. He is the current world record and Olympic world record holder. By any measure, he is an astonishingly good competitor. That said, he set the Olympic record for the decathlon in 2016 finishing first in just two of the ten individual events and, in another two, he didn’t even crack the top ten. In fact, when you compare his performance to that of the Olympians competing in individual events in Rio, he looks downright mediocre. His best finish in an individual event would have been in the long jump, where he’d have placed tenth. In all the others, he would not have even qualified. Please understand, I’m not knocking Eaton. He’s clearly one of history’s greatest athletes. But he’s only one person with a limited amount of time and energy, and he has to train for ten different events. His goal is not to be the best at any individual event, but rather to perform better, on average, across all ten events than everyone else. He can have weaknesses relative to the competition and still win. A great, closed shop enterprise software company is a lot like a decathlete. The software vendor is doing the best it can across many different functional areas, but it will never be the best at all of them. As a result, customers get mixed application performance across all capabilities. Often, these vendors will concede that they may not be the best at any individual capability, but they claim can still beat other competitors on integration, pricing and support. That’s almost certainly not the case. Older, legacy products may not interoperate with the current platform, and, if the vendor has made acquisitions, it’s even less likely these solutions will play well together. As for pricing, many vendors actually charge more for additional solutions than their competitors, because they know that once they have a customer on their platform, there’s nowhere else for the customer to go without replacing the entire suite, which can be prohibitively expensive and operationally crippling. Finally, an open vendor’s support should be every bit as strong as that of those who sell a “single stack.” For vendors, a complete commitment to open platform means standing behind partner integrations as if they were their own. You should expect the support experience to be just as good — if not better – than a closed system. The Future is Open The open platform approach aligns very well with what Gartner has called “post-modern ERP.” The idea is that a post-modern ERP (enterprise resource planning) platform unites both administrative and operational functions through integrations with other software to deliver business flexibility and agility. Certainly, Gartner sees the open, flexible platform as the future of enterprise software. I agree with them, and not just because the benefits to customers are so clear. The software vendor benefits as well. If the vendor does it right by creating and standing behind integrations with a variety of both established vendors and upstart innovators, their open platform will become the foundation that many types of organizations will use to automate their unique array of business processes. By taking advantage of their partners’ functional areas, open platform vendors can address the widest possible market. This increases sales not only of their own platform, but increases the number of customers to whom the platform vendor can sell their own components. Yes, customers will sometimes choose to use a partner’s software instead of the platform vendor’s, but with a wider market to address, there are more opportunities to sell the vendor’s own solutions, and, in the long run, that means more sales. In fact, this has already happened. Take a look at Salesforce, and how it has evolved. Initially, Salesforce took advantage of its then innovative software-as-a-service (SaaS) model to take over the customer relationship management (CRM) market by 2004, crushing their older and more established competitor, Siebel. But it wasn’t SaaS that transformed Salesforce into the $65 billion company it is today. Salesforce owes much of it success post-2005 to how easy the company has made it to integrate with Salesforce, and to the AppExchange, a marketplace that helps Salesforce’s partners sell their integrated solutions. This openness to working with other company’s software has enabled Salesforce to expand beyond CRM. Today, Salesforce has more than 1.4 million developers registered to create software that integrates with their core products, and the AppExchange features thousands of applications that have resulted in millions of installations. Let’s face it: What you, as the buyer, care about more than anything else is solving your business problems, and rightfully so. Though the allure of a single stack may be strong, weigh the pros and cons carefully. Your organization will probably need to draw on a broader set of solutions to succeed. After all, a company succeeds when it has a great team that works together; a CEO who tries to do everything on his or her own is almost certainly going to fail. So when you’re looking for a broad software platform to manage and automate your business, look for a solution that can help you create a great, united team made up of the best players you can find. The decathlon is fun to watch, but there’s a reason that Usain Bolt is more famous than Ashton Eaton. No one should try to run their organization like a decathlete. Opinions expressed in the article above do not necessarily reflect the opinions of Data Center Knowledge and Informa. Industry Perspectives is a content channel at Data Center Knowledge highlighting thought leadership in the data center arena. See our guidelines and submission process for information on participating. View previously published Industry Perspectives in our Knowledge Library.   (Comment on this)
4:37p	Chris Downie Makes His Next Move In the second half of 2015, after Digital Realty Trust closed its $1.9 billion acquisition of Telx, Chris Downie, who’d been Telx’s chief executive until the deal closed, took some time off. He’d worked for the US colocation and interconnection heavyweight for close to nine years, first as president and CFO, and since 2013 as CEO, taking the helm after its prior chief executive, Eric Shepcaro, passed away. Parting with Telx was bittersweet; the company had carved out a special place for itself in the interconnection-centered colocation market, where he saw things were still in the early innings. He had worked nine years on understanding the business, and the sale to Digital gave Downie a chance to think about what his next move would be. It wasn’t all one long vacation. His understanding of the business was in demand, as Verizon and CenturyLink had been shopping their massive data center portfolios around, and Downie found himself consulting companies interested in buying those assets. He “helped people understand the opportunity there,” as he puts it. Chris Downie (Photo: Peak 10) He explored a variety of potential “situations” for himself, and eventually Peak 10 came up. The Charlotte-based data center provider’s owner, private equity firm GI Partners, was looking for a chief executive to take it to the next level, and a recruiter contacted Downie about the opportunity. Downie knew GI; anybody who’s spent time in an executive role in the colocation business tends to, but he knew GI especially closely – he had already worked for them in the past. The San Francisco-based firm owned Telx for a portion of Downey’s time there. GI bought Peak 10 in 2014 and last year tapped Downie to take over for David Jones in the CEO role. After several months of due diligence on both sides, he signed an offer. Deal Creates New National Player When he took over Peak 10, the company already had some scale: 15 facilities in 10 tier-two markets, all of them in the Southeast, and just shy of $200 million in annual revenue. GI charged Downie with scaling the platform to the national level, and he didn’t take long to deliver. Less than two months ago Peak 10 announced an agreement to acquire the Denver-based colocation company ViaWest from Canada’s Shaw Communications; the $1.67 billion deal is now closed, the companies announced today. Not only does the deal make Peak 10 a national player, it makes it one of the two largest colocation providers in secondary data center markets across the country. The second one is TierPoint, and the two companies are now of similar size. The ViaWest acquisition expands Peak 10’s reach to 40 data centers in 20 markets, reaching as far west as Portland. The combined company’s total data center capacity will be 2.7 million square feet and 90MW of power, Mike Fuhrman, Peak 10 CTO, told us following the deal’s initial announcement in June. Read more: TierPoint Now Has a Huge Rival in Secondary Markets Watching Cable Grow Up Born in Woonsocket, Rhode Island, and having lived in Brooklyn, Westchester, Manhattan, and New Jersey for most of his 48 years, Downie calls himself a “New York-area kid.” His parents divorced when he was young, and home was wherever his mother lived. He “didn’t necessarily start life with much in a way of resources,” he says. He had to work hard to get to where he is today. After earning a bachelors in history from Dartmouth in 1991, Downie went to work on Wall Street, first as a financial analyst at Bear Stearns, and two years later as VP of investment banking at Daniels & Associates, an investment banking firm with a focus on media and communications. He worked on his MBA from NYU while at Daniels, and in 2000 landed his first C-level role, becoming CFO and senior VP at BroadStreet Communications, an early internet voice and data provider that went out of business as a result of the dot-com bust in 2001. Downie says he watched cable grow as a vertical during his early investment-banking career and in subsequent roles. In the early 90s, when he started his career, cable was “a bunch of guys that had good ideas and a lot of money to wire up people’s homes.” Fast-forward to today, and many of them have generated a lot of value. He’s been inspired by a host of entrepreneurs in cable and cellular, he says, specifically pointing out the cable and media mogul John Malone. Reading about Steve Jobs also had an impact. “That was a very dynamic situation, where a lot of innovation around product and product presentation led to a company that changed people’s perception of how fast things can move,” he says about Apple and its late founder and CEO. The Enterprise Market Opportunity In Downie’s view, the biggest opportunity for Peak 10 today is enterprise outsourcing. Like other service providers in the IT infrastructure outsourcing food chain – be they hyper-scale clouds, colocation companies, or managed service providers – Peak 10 is hoping to get a piece of what is potentially a huge and still largely untapped enterprise market. “Fair minority of enterprises have really truly taken their IT infrastructure out from behind legacy firewalls and colocated in third-party environments,” Downie says. “There’s a whole lot of cost advantages to doing that.” But it isn’t just about cost advantages. In some cases companies are “forced” to deploy infrastructure on the other side of their on-premises data center firewalls for business reasons, he says. Take some widely used Software-as-a-Service applications: Salesforce doesn’t have an on-premises version of its software; and if you don’t want to use it over the public internet, your choices are either buying direct connectivity to Salesforce from a carrier or going to a colocation facility where you can buy a private cross-connect between your network and the SaaS provider’s. Building out the interconnection aspect is one of Downie’s big projects at the company, which he admits has been “a bit more passive and reactive with regards to building awareness of the connectivity resources it has.” Peak 10 certainly isn’t known for having an interconnection play that’s comparable to Telx’s or Equinix’s, but according to him, it’s more of a market-perception problem. (“The facilities have all the connectivity resources you need.”) Not Chasing “Shiny Objects” The concept of cloud services, technology infrastructure offered as a utility, has changed the world, but Downey isn’t worried that some other piece of innovation will come around and make the value proposition of the physical data center irrelevant. “The world is still very physical at the end of the day,” he says. Telx’s business was built around thousands of interconnects between companies’ networks, but those interconnects lived (and still do) in Telx data centers, relying on the essential, physical data center components: electricity, fiber, UPS systems, chillers, air handlers, generator fuel, etc. “That’s generally underappreciated,” when people talk about cloud. Which is why Downie doesn’t let himself get distracted by the latest and greatest. “There’s a lot of hype; there’s a lot of innovation going on in and around these IT environments; and you can chase a lot of shiny objects, or you can make sure that you are evaluating things as they relate to your core competencies.” Assets data center companies build have 20-year return profiles, and if you’re someone like him, you have to make decisions in that context. That’s true for his customers as well; he says you should be evaluating data centers and providers in that decades-long context and selecting providers who make the right investment decisions, informed by the long view. “As an operator, my biggest challenge is making sure I have capacity to meet demand where it’s most relevant.” (Comment on this)
5:28p	CGI to Cut 1,600 Jobs as Client Shift to Digital Accelerates Sandrine Rastello (Bloomberg) — Canadian technology-service provider  CGI Group Inc. said it’s cutting 1,600 jobs while hiring in other areas as it responds to clients’ accelerating demands to provide more online services.The Montreal-based company will post a pretax expense of C$165 million ($131 million) over the next year to account for the job cuts and “address underutilized resources,” Chief Financial Officer François Boulanger told analysts on a conference call Wednesday. Conversations with clients “indicate a clear and accelerating need for our clients to become digital to meet their customer expectations -– this was the top global trend, the top business priority and the top technology priority,” Chief Executive Officer George Schindler said on the call. “Nearly 80 percent of clients interviewed across every industry plan to increase or maintain their IT budgets — with significant increases for new applications and automation.” He said the company, which has a staff of about 70,000 around the world, “will continue hiring and developing in-demand expertise” and that the “billable headcount” will grow. Like rivals Accenture Plc and International Business Machines Corp., CGI is trying to decrease dependence on traditional technology outsourcing work by harnessing demand from businesses and governments to take their operations and services online. It’s also accelerated medium-size acquisitions to add banking clients and broaden its reach in the U.S., where it has long relied on government contracts. A sample of the job offers on CGI’s website includes positions around data analysis, web development and security. Lower Margins Profit margins declined a half percentage point from a year earlier to 9.8 percent, the company said in its third-quarter earnings statement. Earnings, excluding some items, rose to 93 cents a share, compared with the 94 cents projected by analysts. Revenue topped estimates at C$2.84 billion. CGI measures “will be focused on readjusting its employee skill base in order to improve utilization rates and increase automation, which should lead to improved margins” starting next year, Maher Yaghi, an analyst at Desjardins Capital Markets, wrote in a note Wednesday. “We do not believe this initiative is likely to result in a negative impact on the company’s revenue growth trend.” The U.S., CGI’s largest market, was also its fastest growing in the third quarter, with revenue rising 17 percent to C$813.7 million. Growth in Canada was 6.8 percent. In the U.S., CGI is pitching its services to government and corporate clients with an emphasis on its local workforce there, a message it’s betting will have appeal since the Trump administration has placed such a heavy emphasis on job creation. The company employs more than 11,000 people in the U.S., very few on a visa, leaving it less exposed than many rivals to an overhaul in the work visa program. CGI shares have risen 3.5 percent this year, for a market value of C$19.7 billion. (Comment on this)
6:00p	Zero One: Can the CIO Change IT’s Bad Rep? By The VAR Guy Ask line-of-business executives (LOBs) what IT people really do, and you might get a blank stare. Sure, they troubleshoot email and website problems, but herein lies the rub. Tech workers only seem to jump into action whenever their technology breaks. We’ve always known about this perception problem, but it’s bigger than most people think. Here’s an interesting stat from a recent McKinsey & Company survey: 51 percent of IT respondents reported undergoing a major transformation in the past two years, yet just 36 percent of their business peers reported the same. This means a good chunk of business people probably had no idea the tech people were stressed with a big project, nor did they grasp the project’s business benefits. The McKinsey survey goes on to report more disheartening news. Respondents don’t think IT’s performance is very effective in areas critical to a company’s success. That is, IT isn’t good at designing the online customer experience, developing analytics use cases, identifying cutting edge technologies, and leading digital transformation across the company. (For channel partners, this is a laundry list of value-add opportunity.) Related: Zero One: Digital Transformation Isn’t Going Well “As a result, technology leaders aren’t often the clear owners of technology-related activities and capabilities, and many respondents – especially on the business side – see their IT organizations as replaceable by third-party providers,” say McKinsey senior partner Naufal Khan, partner Jason Reynolds and associate partner Christoph Schrey, in the survey report. More than two out of five business respondents said IT can be significantly, even fully, replaced by vendors and third-party providers. Among all respondents, nine out of 10 believe the central IT organization will undergo fundamental change in the next five years, according to McKinsey. That’s not to say IT is doomed. Not only can a strong CIO change IT’s perception, she’ll have to for the sake of the company over the next few years. Technology innovation and integration are paramount in digital transformation, delivering real business outcomes and turning the tables on disruption. IT is in the best position to lead the charge. In fact, a strong CIO can be a secret weapon in digital transformation. McKinsey says CIOs involved in overall business strategy lead to more successful digital initiatives. Forty-three percent of respondents with involved CIOs report significant business impact from digital initiatives, compared to 22 percent of others. Related: 2017 Salary Guide: 16 Hottest Digital Transformation Skills First, though, CIOs should “rewrite their job descriptions” in order to play this leading role, McKinsey says. That’s a nice way of saying the CIO faces heavy lifting on multiple fronts. One of the most important pieces of the makeover is for CIOs to become immersed in business strategy and display great business leadership skills. That is, they must break out of the cultural limitations of traditional IT. It helps if the CIO is able to report directly to the CEO, because employees are more likely to view the CIO as strategic. McKinsey found that nearly half of CIOs involved in business strategy report to the CEO. Next, CIOs must fix IT’s ineffectiveness. Traditional governance models and work-intake processes are simply too slow in a fast-moving digital world. Instead, CIOs should be looking at bi-modal architectures, DevOps, and new digital transformation skills. “The results point to three critical areas of IT ineffectiveness – a lack of priorities, operating-model weaknesses, and issues related to talent – on which organizations must make quick progress,” Khan, Reynolds and Schrey say. Related: Zero One: 10 Line-of-Business Tech Buyers Looking ahead, the great value prop for CIOs, IT and channel partners lies in integration. Digital transformation cuts across all business units and fundamentally changes how companies operate. It’s a monumental undertaking that only a few companies are tackling today but more companies will soon. As LOBs, especially chief marketing officers, make technology buying decisions in the quest for digital transformation, the next era will be enterprise-wide integration. “CIOs, then, are in a unique position to observe these activities at their organizations and serve as a central architect to help manage the technology-enabled innovations and capabilities,” Khan, Reynolds and Schrey say. Based in Silicon Valley, Tom Kaneshige writes the Zero One blog covering digital transformation, AI, marketing tech and the Internet of Things for line-of-business executives. You can reach him at tom.kaneshige@penton.com.  (Comment on this)

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