SAPphire and Supernova: two reasons for a visit to Constellation

R “Ray” Wang’s Constellation group is worth watching anyway. But just now there are a couple of good reasons.

First, if you’re a SAP user, they have coverage of the recent SAPphire conference. Remember that Ray’s primary expertise, from his days at Forrester, is in ERP. Just go to Constellation and search for “Sapphire 2014″ for pre- and post-event analysis. There are of course also replays and other notes on the SAP website, if you want to go back to the originals.

Secondly, they are launching the call for this year’s Supernova innovation awards. Again, worth watching if your focus includes the what, how and who of innovation in business. As I’ve commented before, I’m not clear on the relationship between this Supernova event and the one formerly hosted by Kevin Wehrbach of the Wharton Business School (University of Pennsylvania) but Wehrbach’s Supernova hasn’t happened since 2010 and was described by him in 2012 as “on hold”.

Note, by the way, that their URL has changed from to just

• Constellation: search for Sapphire 2014
• Call for Applications: SuperNova Awards for leaders in disruptive technology, Courtney Sato, Constellation, 17 Jun 2014
• SAPPHIRE NOW 2014 (SAP Events)

It’s so easy to get drawn in …

A friend recently posted on Facebook an observation that several friends had “Liked” a posting relating to the case of the war veteran who went missing from his Hove care home in order to attend the D-Day celebrations. What concerned my friend wasn’t the underlying story; it was that that the posting in question had been placed by an organisation which is an offshoot of the BNP. No, I’m not going to add to their publicity by naming it, but you can find some discussion by following the Costa Connected link below.

My friend has a strong antipathy to the message of spurious British-ness, not least because of having a marriage partner whose family were recent immigrants – from what used to be referred to with pride as a Commonwealth country. Having lived in east London for over twenty years, and enjoyed the variety and splendour of a multi-cultural society, so do I. But that’s not the point of this post.

The point is one I’ve made before: when one assesses a piece of content, especially online, be careful. Especially especially [read that carefully, it’s not a mistake] if one proposes to share or Like it. It’s important in serious or academic reporting, which is why ITasITis postings always look behind the news reports. Media often do little more than repeat the press release, or they contain unintentional inaccuracies. Go back to the original source, look for other independent reports of the work.

But this highlights that it’s equally important in the easy world of social media.

It’s so easy to Like a Facebook posting, especially now that FB drops a lot of things into your stream that have nothing to do with your friends. It’s easy to re-tweet something without really looking. But the organisation that made the initial post, in this case, gets to count those Likes and give itself an air of unwanted respectability.

Oh and incidentally: the media reports were way over hyped. It was made out that Bernard Jordan had had to “escape” from his care home. Yes, there are people who are diagnosed as EMI (Elderly and Mentally Incompetent) who have to be protected by not being told the code for the door to the outside world. But not in this case. What actually went on was that Mr Jordan was too late to join any of the organised travel parties. So he decided to make his own way. He simply forgot to tell the home he was going and, quite rightly, they got worried when they realised he’d disappeared. Thanks to media (social and conventional) he was quickly located, but there was no suggestion that he wasn’t then safe. BBC reporting, especially locally here, was more balanced: see the links. Escapade, yes: escape, no. Another case of going behind the high-profile headlines.

But to return to the main theme: Look carefully at what you’re Liking, and equally carefully at who.

• What It Really Means When You Like or Share Content from [name deleted], Costa Connected, 7 Jun 2014 (thanks to my Facebook friend for this link)
• Disappeared D-Day veteran back in UK, BBC News, 7 Jun 2014, featuring an interview with the Chief Exec of the care home
• Bernard Jordan: City honour for veteran’s ‘heroic escapade’, BBC News Sussex, 10 Jun 2014

Growth, Innovation and Leadership: Frost & Sullivan

I’m on a Frost and Sullivan webinar: Growth, Innovation and Leadership (GIL: a major Frost theme). It’s a half-hour panel to discuss successful types of innovation and examples of future innovative technologies with Roberta Gamble, Partner, Energy & Environmental Markets, and Jeff Cotrupe, Director, Stratecast. David Frigstad, Frost’s Chairman, is leading. The event recording will be available in due course.

Frigstad asserts that most industries are undergoing a cycle of disrupt, collapse, transform (or die: Disrupt or Die is an old theme of mine). We start with a concept called the Serendipity Innovation Engine. It’s based on tracking nine technology clusters; major trends; industry sectors; and the “application labs” undertaking development (which includes real labs and also standards bodies and others). And all of this is in the context of seven global challenges: education, security, environment,  economic development, healthcare, infrastructure, and human rights.

Handover to Gamble. This is a thread on industry convergence in energy and environment, seen as a single sector. Urbanisation, and the growth of upcoming economies, are major influences here in demand growth.

We do move to an IT element: innovation in smart homes and smart cities, with integration between sensor/actuator technology and social/cloud media: emphasising this, Google has just bought a smart home company (Nest Labs). City CIOs and City Managers are mentioned as key people – a very US-centric view when most urbanisation is not occurring in the developed world … we do return to implications for developing economies, where the message is that foundations for Smart (which includes effective, clean energy use) should be laid now while there is a relatively uncluttered base to start from.

Frigstad poses a question based on the idea that Big Data is one of the most disruptive trends in this market. Gamble suggests that parking is an example. Apps to find a parking spot, based on data from road sensors or connected parking meters, are not though only being piloted in San Francisco. Similar developments in the UK were mentioned at a Corporate IT Forum event I supported earlier this year.

It’s a segue into the next section: an introduction for Cotrupe, whose field is Big Data and Analytics. Examples of disruption around here include the Google car: who would have thought Google would be an automotive manufacturer? Is your competitor someone you wouldn’t expect? An old question, of course. The UK’s canal companies competed with each other and perhaps with the turnpike roads; they mainly didn’t foresee the railways.

Cotrupe’s main question is: What is Big Data really? He posits it as an element of data management, together with Analytics and BI. I’d want to think about that equation; it’s not intuitively the right way round. But high volume, rapidly moving data does have to be managed effectively for its benefit to be realised – delivering the data users need, when they need it, but not in to overwhelm them. And this means near real-time. It’s IT plus Data Science.

Frost suggest they are more conservative than some, because they see growth of the BD market held back by the sheer cost of large scale facilities.

We’re on the promised half hour for the primary conversations, but still going strong, basically talking with Cotrupe about various industry sectors where Big Data has potential: to support, for example, a move from branch based banking to personal service in an online environment. There’s some discussion of Big Data in government: how will this affect the style of government in perhaps the next 20 years? Cotrupe mentions a transformation in the speed of US immigration in recent years, where data is pre-fetched and the process takes minutes instead of hours. He’s advocating opening up, sharing of information: in other industries too, for example not being frozen by HIPAA requirements in (US) healthcare or, perhaps, EU data protection requirements. I have personal experience of obstructive customer service people trying to hide behind those, and in fact parading their lack of actual knowledge.

Cotrupe talks about privacy, not least in the wake of Snowden and what’s been learned about sharing between NSA and the UK agencies. Cotrupe would like to see theis ease of sharing brought to bear in other areas: but asks how we manage privacy here? There are companies which are leading the way in data collection in consumer-sensitive ways, and this needs to become standard practice. In any case, not collecting data you don’t need will reduce your data centre (should that be Data Center?) footprint.

As we come to a close, with a commercial for the September event in Silicon Valley, I have to say I’m not convinced this webinar was wholly coherent.

If you call something a Serendipity Innovation Engine I want to know how it relates to serendipity: that is, the chance identification of novel discoveries.

If you present a layered model, I expect the layers to relate (probably hierarchically) to one another. It would be more valuable to talk about the four elements of this model separately and be clearer about what each represents. For example, “Health and Wellness” occurs as a Technology Cluster (why?). It’s also a Mega Trend in a layer where Social Trends also sits; surely people’s concern about Health and Wellness is a social trend? Each layer seems to mix social, technical and other concerns.

I learned a  more useful framework when teaching the OU’s Personal Development course. This really is layered. The two internal layers (this is for personal development) are one’s immediate environment, and other elements of your working organisation. Then Zone 3 (near external) encompasses competitors, customers/clients, suppliers and local influences. Zone 4 (far external) includes national and international influences: social, technological, economic, environmental and political (STEEP). On this framework you can chart all the changes discussed in today’s webinar and, I think, more easily draw conclusions!

• Frost & Sullivan Growth Innovation & Leadership
• Google buys Nest Labs for $3.2bn …, The Guardian, 13 Jan 2014
• STEEP framework: Sheila Tyler, The Manager’s Good Study Guide (third edition, 2007). The Open University. Pages 198-202