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I ran into my friend Pop E. Yellman the other day. We often meet for coffee and see each other at church.
Pop adheres to the three tenants of the Rush Limbaugh School of Political Argument: Insult you opponent, blame it on Bill Clinton or the imaginary liberal media, claim to be morally superior to your liberal counterpart.
Pop's an opinionated guy, and I respect that. I also enjoy the company of irascible individuals. I can be a little irascible myself.
Pop and I are in a men's group at church. Our meetings end with a prayer. The group leader starts us off, then everyone gets to say a word or two.
The prayer kicked off with the usual blessings: family, friends, etc. I closed my eyes and felt a close communion with God. The prayer passed to the next man, and the next.
Then it was Pop's turn. My thoughts of God were about to disappear.
"Lord," Pop drawled, "you need to pay more attention to the liberal press. Those fools are destroying any chance our good president has of taking care of those heathens in Iraq.
"We suffered through eight years of that devil-liar Bill Clinton, and now that we have a good Christian man in office, some folks can't put aside politics and see him for the good Christian man he is. Some folks - namely liberals - have implied that our great president misled us about the war. Strike them down, Lord."
I felt the blood rush to my ears. Pop had made many mean-spirited comments in the past, but the fact that he felt his statements were proper for our group prayer left me seething. And he wasn't finished.
"Furthermore, Lord," Pop whispered in his best Charlton Heston, "how much longer must we be exposed to men who defile your will by questioning the wisdom of our president's economic policies? Heal their brains, Lord. Show them that our good Christian president has a plan. Help them understand that a little debt is needed now to restore the greatness of . . ."
I don't think I heard the rest of Pop's prayer. Thoughts of God vanished as I composed my own "prayer," and I was next.
"In the name of George Bush and Jesus Christ . . ." Pop's voice trailed off.
"Lord," I said, my voice quivering slightly with rage. "Help those who listen to Rush Limbaugh two hours a day, watch Fox News another two hours and read the Amarillo paper every day realize that there is no shortage of conservative media. Open their eyes to the truth, Lord. And help these poor, misguided souls realize that George Bush either misled us about the war, or at least chose to see only the facts he wanted to and ignored everything else before the war."
Pop cleared his throat slightly and mumbled something under his breath. I'm fairly certain it wasn't, "Yes Lord."
"And Lord," I continued, "help the Republicans to see that spending half a trillion dollars over the budget will eventually mean taxes must be raised. Help them see we can never lower taxes until we get the monstrous debt left by Reagan and Bush Sr. paid off. It was about $4 trillion, Lord, and we spend about a third of our tax money every year just to pay the interest on it.
"Is it not stupid, Lord, to borrow money just so you can give people a tax break? We shouldn't be creating any more new debt, and this moron in office is creating the largest debt ever in a single year!"
Suddenly the group leader cut in, stopping me from making any more statements that had nothing to do with God, but were designed specifically to enrage Pop.
"Lord, it's clear the political situation in this country is bad," the leader said. "Democrats and Republicans are angry."
He took a deep breath, considering his next words.
"We must stop the cheap shots, Lord. Leaders make mistakes. Your word points out the weaknesses of all men. If we're going to heal this country, we need more polite discussion and less partisanship. We must wean ourselves off of media people who only discuss one side of the issue.
"We must view our leaders with a critical eye and recognize their mistakes. We must also support them even when we feel they are probably wrong. Mainly we need to put aside the anger and work together, because that is where real strength exists.
"Lord, help us work together. Amen."
Our group leader was right. I didn't speak to Pop as we left that morning. I still felt that rush of anger, that feeling that he had attacked me personally. I know I'm right about the debt and the media, but my comments weren't really helpful. And right now we need all the help we can get.
Brent Biles can be contacted in care of the Amarillo Globe-News, P.O. Box 2091, Amarillo TX 79166, or email@example.com. Amarillo Voices appears Thursday.
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|By Dana Gardner
Article Rating:
|August 5, 2014 10:00 AM EDT
Over the past five years, the impetus for cloud adoption has been primarily about advancing the IT infrastructure-as-a-service (IaaS) fabric or utility model, and increasingly seeking both applications and discrete IT workload support services from Internet-based providers.
But as adoption of these models has unfolded, it's become clear that the impacts and implications of cloud commerce are much broader and much more of a benefit to the business as a whole as an innovation engine, even across whole industries.
Recent research shows us that business leaders are now eager to move beyond cost and efficiency gains from cloud to reap far greater rewards, to in essence rewrite the rules of commerce.
Our latest BriefingsDirect discussion therefore explores the expanding impact that cloud computing is having as a strategic business revolution -- and not just as an IT efficiency shift. Join a panel of experts and practitioners of cloud to unpack how modern enterprises have a unique opportunity to gain powerful new means to greater business outcomes.
Our panelists are: Ed Cone, the Managing Editor of Thought Leadership at Oxford Economics; Ralf Steinbach, Director of Global Software Architecture at Groupe Danone, the French food multinational based in Paris; Bryan Acker, Culture Change Ambassador for the TELUS Transformation Office at TELUS, the Canadian telecommunications firm, and Tim Minahan, Chief Marketing officer for SAP Cloud and Line of Business Solutions. The panel is moderated by me, Dana Gardner, Principal Analyst at Interarbor Solutions.
Here are some excerpts:
Gardner: What has the research at Oxford Economics been telling you about how cloud is reshaping businesses?
Cone: We did a survey for SAP last year, and that became the basis for this program. We went out to 200 executives around the world and asked them, "What are you doing in the cloud? Are you still looking at it for just process speed, efficiency, and cost cutting?"
The numbers that came back were really strong in terms of actually being a part of the business function. Beyond those basics, cloud is very much part of the daily reality of companies today.
We saw that the leading expectation for cloud to deliver significant improvement was in productivity, innovation, and revenue generation. So obviously process, speed, efficiency, and cost cutting are still very important to business, but people are looking to cloud for new lines of business, entering new markets, and developing new products.
In this program, what we did was take that information and go out to executives for live interviews to dive deep into how cloud has become the new engine of business, how these expectations are being met at companies around the world.
Gardner: Are businesses doing this intentionally, or are they basically being forced by what's happening around them?
Minahan: Increasingly, as was just indicated, businesses are moving beyond the IT efficiencies and the total cost of ownership (TCO) benefits of the cloud, and the cloud certainly offers benefits in those areas.
But really what's driving adoption, what's moving us to this tipping point, is that now, by some estimates, 75 percent of all new investments are going into the cloud or hybrid models. Increasingly, businesses are viewing the cloud as a platform for innovation and entirely new engagement models with their customers, their employees, their suppliers and partners, and in some cases, to create entirely new business models.
Just think about what cloud has done for our personal lives. Who would have thought that Apple, a few years ago, would be used to run your home. This is the Apple Home concept that allows you to monitor and manage all of your devices -- your air-conditioning, your alarm, music, and television -- remotely through the cloud.
There's even the quasi business B2B and B2C models around crowd sourcing and crowd funding from folks like Kickstarter or payment offerings like Square. These are entirely new engagement models, new business models that are built on the back of this emergence of cloud, mobile, and social capabilities.
Gardner: Right, and it seems that one of these benefits is that we can cross boundaries of time, space geography, what have you, very easily, almost transparently, and that requires new thinking in order to take advantage of that.
Bryan, at TELUS as Culture of Change Ambassador, are you part of the process for helping people think differently and therefore be able to exploit what cloud enables?
Flexible work schedule
Acker: One hundred percent. It's actually a great segue, because at TELUS we have a flexible work arrangement, where we want 70 percent of our employees to be working either from home or remotely. What that means is we have to have the tools and the culture in place that people understand, that they can access data and relevant information, wherever they are.
It doesn't matter if they're at home, like I am today, on the road, or at a client site, they need to be able to get the information to provide the best customer experience and provide the right answer at the right time.
So by switching from some of the great tools we already offered, because collaboration is part of TELUS's cultural DNA, we've actually been able to tear down silos we didn't even know we were creating.
We were trying to provide all the tools, but now people have an end-to-end view of every record for customers, as well as employees and the collaboration involving courses and learning opportunities. They have access to everything when they need it and they can take ownership of the customer experience or even their own career, which is fantastic for us.
Gardner: Ralf, at Danone, as Director of Global Software Architecture, you clearly have your feet on the IT path and you've seen how things have evolved. Do you see the shift to cloud as a modest evolution, or is this something that changes the game?
Steinbach: We've been looking at cloud for quite sometime now. We've started several projects in the cloud, mainly in two areas. One involves the supporting functions of our business which is HR, travel expenses, and mail. There, we see a huge advantage of using standardized services in the cloud.
In these functions we do not need any specifics. The cloud comes standard and you can not change, as you can with SAP systems. You can't adapt the code. But that is one area where we think there's value in using cloud applications.
The other area where we really see the cloud as valued is in our digital marketing initiatives. There, we really need the flexibility of the cloud. Digital marketing is changing every day. There's a lot of innovation there and there the cloud gives us flexibility in terms of resources that we need to support that. And, the innovation cycles of our providers are much faster than they would be on premises. These are the two main areas where we use the cloud today.
Cone: Ralf, it was interesting to me, when I was reading through the transcript of your interview and working on the case studies we did, that it is even changing business models. It's allowing Danone to go straight to the consumer, where previously your customer had been the retailer. Cloud in new geographic markets is letting you reach straight to the end user, the end buyer.
Digital marketing
Steinbach: That's what I meant when I talked about digital marketing. Today, all consumer product goods company like Danone are looking at connecting to their consumers and not to the retailers as in the past. We're really focusing on the end-consumer, and the cloud offers us new possibilities to do that, whether it is via mobile applications or websites and so on.
One thing that's important is the flexibility of the systems, because we don't know how many consumers we'll address. It can be a few, but it could be over a million. So we need to have a flexible architecture, and on-premise we could not manage that.
Gardner: The concept of speed seems to come up more and more. We're talking about speed of innovation, agility, direct lines of communication to customers and, of course, also supply-chain direct communication speed as well. How prominent did you see speed and the need for speed in business in your recent research?
We're really focusing on the end consumer, and the cloud offers us new possibilities to do that.
Cone: Well, speed was important -- and it's speed across different dimensions. It's speed to enter a new market or it's speed to collaborate within your own company, within your own organization.
This idea of taking IT and pushing it out to the people, to the customer, and really to the line of business allows them to have intimate contact and to move quickly, but also to break down these barriers of geography.
We did a case study with another large company, Hero, which is a large maker of motorcycles and two wheeled vehicles in India. What they're doing with cloud- enabled customer-facing technology is moving their service operation outside of dealerships into the countryside, out across India. They go to parks and they set up what they call service camps.
There, the speed element is the speed and the convenience with which you are able to get your bike serviced, and that's having a large measurable impact on their business. So it is speed, but it is speed across multiple dimensions.
New innovation
Minahan: At the core, the cloud is really all about unlocking new innovations, providing agility in the business, allowing companies to be able to adapt their processes very, very quickly, and even create entirely new engagement models, and that's what we are seeing.
It is not just the cloud, though. This convergence of cloud, big data, analytics, mobile and social, and business networks really ushers in ultimately a new paradigm for business computing, one where applications are no longer just built for enterprise compliance or to be the system of record. Instead, they're really designed to engage and empower the individual user.
It's one that ushers in a new era of innovation for the business, where we can enable new engagement models with customers, employees, suppliers, and other partners.
We've heard some great examples here, but some others were very similar to the experience that Danone has seen. T-Mobile is leveraging the cloud not to replace its traditional systems of records, but to extend them with the cloud, to create a new model for social care, helping monitor conversations on its brand, and engage customer issues across multiple channels.
This convergence of cloud, big data, analytics, mobile and social, and business networks really ushers in ultimately a new paradigm for business computing.
So not just their traditional support channels, but Twitter and Facebook, where these conversations are happening and really it is empowered them to deliver what has become a phenomenal kind of "Cinderella-worst-to-first" story for customer support and satisfaction.
Now, they're seeing first time resolution rates that have gone from the low teens to greater than 94 percent. Obviously, that has a massive impact on customer satisfaction and renewals and is all powered by not throwing out the systems that they've used so long, but by extending them with the cloud to achieve new innovations and then drive new engagement models.
Gardner: Tim, another factor here, in a sense, levels the playing field. When you move to the cloud, small-to-medium-sized enterprises (SMBs) can enjoy the same benefit that you just described for example from T-Mobile. Are you at SAP seeing any movement in terms of the size or type of organizations that can exploit these new benefits?
Minahan: What's interesting, Dana, is that you and I have been around this industry for quite some time and the original thought was that the cloud was the big, democratized computing power.
It allowed SMBs to get the same level of applications and infrastructure support that their larger competitors have had for years. That's certainly true, but it is really the large enterprises that have been aggressively adopting this on an equal pace with their SMBs.
All sizes of companies
The cloud is being used to not only accelerate process efficiency and productivity, but to unlock innovations for all sized companies. Large enterprises like UPS, Deutsche Bank, and Danone are using cloud-based business applications. In the case of UPS and Deutsche Bank, they're using business networks to extend their traditional supply chain and financial systems to collaborate better with their suppliers, bankers, and other partners.
It's being used by small upstarts as well. These are companies that we talked about in the past like Mediafly, a mobile marketing start-up. It's using dynamic discounting solutions in the cloud to get paid faster, fund development of new features, and take on new business.
There's Sage Health Solutions, a company started by two stay-at-home moms in South Africa that is really grown from zero to a multi-million dollar operation. That is all powered by the leveraging the cloud to enable new business models.
Cone: To follow on with what Tim said about the broad gamut of usage from company sites and also earlier mentioning mobile, what we saw in our survey is that mobile is of great importance to companies as a way of reaching their customers for internal productivity as well. But reaching customers is actually a higher priority and that comes down to the old adage: You have to fish where the fish are.
The cloud is being used to not only accelerate process efficiency and productivity, but to unlock innovations for all sized companies.
Look at what Danone is doing when they're setting up direct-to-customer technologies and marketing. They're going into markets where people don't necessarily have laptops or landlines. They're leapfrogging that to a world where people have mobile devices.
So if you have mobile customers, and as Tim said, think of the consumer experience, that is how we all live our lives now. No matter what size your company is, you have to reach your customers the way your customer lives now -- and that is mobile.
Gardner: Tell us a little bit about your research, how you have gone about it, and how that new level of pervasive collaboration was demonstrated in your findings.
Baseline information
Cone: In terms of the research, as I said, we went out to 200 execs around the world and asked them a series of questions about what their investment plans were. It was baseline survey information. What are you doing in the cloud, how much of it are you doing, and what are the key benefits that you're getting?
Then, as we went deeper in this phase of the project, we found that collaboration has different meanings. It can be collaboration within the company. It can be with partners, which cloud platforms allow you to do more easily. It's also this key relationship, a key area of collaboration between IT and the business.
What we see in this research is that IT is increasingly seen as a partner for the business as a way of driving revenue via the cloud. But across the four regions that we surveyed -- North America, Latin America, EMEA and APAC -- we saw a very high percentage of companies say that they see that IT is emerging as a valued partner of the business, not just a support function for the business. I think that's a key collaborative relationship that I'm sure our guests are seeing in their own companies.
Gardner: Just to be clear, Ed, this is ongoing research. You're already back in the field and you'll be updating some of these findings soon?
We're really interested to see how people are doing compared to the targets they set and what their new targets are.
Cone: Yes, we're really excited about that, Dana. We did this survey last year for SAP. Then, we jumped in about a year later using those numbers and did these in-depth research interviews to look at the use of the cloud to drive business. This summer, we're refielding the survey to see how things have changed and to see how the view of the future has changed.
We ask a lot of questions about where they are now, and where they think they'll be in three years. We're really interested to see how people are doing compared to the targets they set and what their new targets are. So we will have some fresh numbers and fresh reports to talk to you about by Q3 or Q4.
Gardner: Let us look into those actual examples now and go back to Bryan at TELUS.
Acker: I have a tangible example that might help express the value of collaboration at TELUS and something that people don't think about, and that is safety.
We have a lot of field technicians who are in remote areas, but have mobile access. A perfect example is that we can go into situation where a technician may be a little unsure of what to do in a situation and it's potentially unsafe.
Because of the mobile access and the cloud, we've enabled them to quickly record a video, upload it directly to our SAP Jam system, which is our collaborative tool suite that we use, and share it with a collection of other technicians, not just the person they can call.
Safer situation
What happens is then people can say this is unsafe, you need to do X, Y and Z. We can even push them required training, so they can be sure that they're making the right decision. All of a sudden, that becomes a safer situation and the technician is not putting themselves at risk. This is really important because people do not think of those real, tangible examples. They often feel that they're just sharing information back and forth.
But in terms of what we are doing and where we are going, I sit in HR, and we're trying to improve the business process. We now have all of our information, the system of record, an integrated learning management system (LMS), our ability to analyze talent, so we make the correct hires.
We now trust the information implicitly and we're able to make the correct decision, whether it means customer information, recruiting choices, hiring choices, or performance choices.
Now, we're in a situation where we're only going to maximize and try to leverage the cloud for even more innovation, because now people are singing from the same choir sheet, so to speak.
We now trust the information implicitly and we're able to make the correct decision, whether it means customer information, recruiting choices, hiring choices, or performance choices.
We have access to the same system or record of truth, and that's the first time we've had that. Now, recruiting can talk to learning, who can talk to performance, who can talk to technicians and we know they all get a consistent version of the truth. That is really important for us.
Gardner: Those are some excellent examples of how mobile enhances cloud. That extends the value of mobile. That brings in collaboration and, at the same time, creates data and analysis benefits that can then be fed back into that process.
So there really is a cyclical adoption value here. I'd like to go back to the cultural part of this. Bryan, how do you make sure that that adoption cycle doesn't spin out of control? Is there a lack of governance? Do you feel like you can control what goes on, or are we perhaps in the period of creative chaos that we should let spin off on its own in any way?
Acker: That's a great question, and I'm not sure if TELUS handles this in a unique way, but we definitely had a very detailed plan. The first thing we did was have collaboration as one of our valued attributes or one of our leadership competencies. People are expected to collaborate, and their performance review is dependent on that.
What that means is we can provide tools to say that we're trying to facilitate collaboration. It doesn't mean matter if you're collaborating through a phone call, through a water-cooler chat, or through technology. Our employees are expected to collaborate. They know that it's part of their performance cycle and it's targeted towards their achievements for the year. We trust them to do the right thing.
We actually encourage a little bit of freedom. We want to push the boundaries. Our governance is not so tight that they are afraid to comment incorrectly or afraid to ask a tough question.
Flattening the hierarchy
What we're seeing now is individual team members are challenging leadership positions on specific questions, and we're having an honest and frank discussion that's pushing the organization forward and making us make the accurate correct choice at all time, which is really encouraging. Now, we're really flattening our hierarchy and the cloud is enabling us to do that.
Gardner: That sounds like a very powerful engine of innovation, allowing that freedom, but then having it be controlled, managed, and understood at the same time. That's amazing. Ed, do you have any reactions to what Bryan just said about how innovation is manifesting itself newly there at TELUS?
Cone: When we spoke to TELUS, I was intertested in that cultural aspect of it. I'm sure the guys on the call would disagree with me on a technical level, but we like to say that technology is easy, and culture is hard. The technology works, and you implement it and you figure that out, but getting people to change is really difficult.
The example that we use in the case study, SAP on TELUS, was about changing culture through gamification, allowing people to learn via an online cloud-based virtual game. It was this massive effort and it engaged a huge number of employees across this large company.
It really shifted the employee culture, and that had an impact on customer service and therefore on business performance
It really shifted the employee culture, and that had an impact on customer service and therefore on business performance. It's a way that the cloud is moving mountains and it's addressing the hard thing to change, which is human behavior and attitudes.
Minahan: We talk about the convergence of these different technologies in cloud, social, and mobile and ultimately we had this convergence going on in technology that we talked about all the time. There is massive change going on in the workforce and what constitutes the workforce.
Bryan talked about how there is a leveling of the organization, doing away with the traditional hierarchical command and control, where information is isolated in the hands of a few, and the new eager employees doesn't get access to solving some of the tough problems. All that's being flattened and accelerated and powered by cloud and social collaboration tools.
Also, we're seeing a shift in what constitutes the workforce. One of the biggest examples is the major shift in how companies are viewing the workforce. Contingent and statement of work (SOW) workers, basically non-payroll employees, now represent a third of the typical workforce. In the next few years, this will grow to more than half.
It's already occurring in certain industries, like pharmaceuticals, mining, retail, and oil and gas. It's changing how folks view the workforce. They're moving from a functional management of someone -- this is their job; this is what they do -- to managing pools of talent or skills that can be rapidly deployed to address a given problem or develop a new innovative product or service.
These pools of talent will include both people on your payroll and off your payroll. Tracking, managing, organizing, and engaging these pools of talent is only possible through the cloud and through mobile, where multiple parties from multiple organizations could view, access, collaborate, and share knowledge and experiences running on a shared-technology platform.
Customer is evolving
Acker: That extends quite naturally to the customer. The customer is evolving faster than almost anything and they expect 24x7 access to support. They expect authentic responses and they now have access to just as much information as the customer service agent.
Without mobile, if you can't connect with those customers and be factual, you're in trouble. Your customers are going to reply in social-media channels and in public forums, and you're going to lose business and you're going to lose trust with your existing customers as well.
Minahan: I fully agree. The only addition to that is that they also expect to be able to engage you through any channel, whether it's their mobile phone, their laptop, or in some cases, directly face to face, on the phone, or in a retail outlet and have the same consistent experience and not need to reintroduce who they are and what their problem as they move from channel to channel.
Gardner: Clearly we're seeing how things that just weren't possible before the cloud are having pervasive impacts on businesses. Let's look at a new business example, again with Danone. Ralf, tell us a little bit about how cloud has had strategic implications for you. You have many brands, many lines of business. How is cloud allowing Danone to function better as a whole?
The cloud is definitely the best option for us to start these new businesses and connect to all consumers.
Steinbach: We have a strategy around digital marketing and, as you know, we're operating in almost every country in the world. Even though we're a big company, locally, we're sometimes quite small. We're trying to build up new markets in emerging countries with very small investments in the beginning. There, the cloud is definitely the best option for us to start these new businesses and connect to all consumers.
Money matters, even for a big company like Danone. That's very important for us. If you look at Africa, there are completely different business models that we need to address.
People in Africa pay with their mobile phones. Some sell yogurt on a bicycle. Women pick up some yogurt in the morning and then they sell them on the road. We need to do businesses with these people as well. Obviously, an enterprise resource planning (ERP) system isn't able to do that, but the cloud is a much better adapted platform to do this sort of business.
Gardner: The C-suite likes to look at numbers. How do we measure innovation?
Metrics lacking
Cone: We're doing some research on another program right now on that very topic for a non-SAP program. That is showing us that metrics for success on basic things like key performance indicators (KPIs) for progress of migration into the cloud are lacking at a lot of companies. Basic return on investment (ROI) numbers are lacking at a lot of companies.
We're really old school. To go back to your definition of what a business is, we think it's an organization that's set up to make money for shareholders and deliver value for stakeholders. By those measures, at least by dotted line, the key metrics are your financial performance? Are you entering, as we mentioned before, new markets and creating new products?
So the metrics we're seeing that are cloud specific aren't universal yet. In a broader sense, as cloud becomes an everyday set of tools, the point of those tools is to make the business run better, and we are seeing a correlation between effective use of the cloud and business performance.
There are entirely new engagement models and business models that the companies hadn't even thought of before.
Minahan: What the cloud, mobile, and social bring to bear in addition to new collaboration models is that they kick off an unbelievable amount of new information, and oftentimes not in a structured way. There's a need to aggregate that information and analyze that in new ways to detect and predict propensity modeling on your customers, your supply chain, and your employees. Progression and development are extremely powerful.
I think we've just scratched the surface. As an industry, we provided the channels through which to collaborate, as we heard today. There are entirely new engagement models and business models that the companies hadn't even thought of before. Once you have that information, once you have that connectivity, once you have that collaboration, you can begin to investigate and trial and error.
To answer your question about measurement on this, yes, we need measurement of the business process and the business outcome. Let's not forget why companies adopt technology. It's not just for technology sake. It's to effect the change. It's to effect more efficiency, greater productivity, and new engagement capabilities.
Measuring the business benefit is what we're seeing and what we're advising our customers to do. And rather than just measuring, are we tracking towards an adoption of having more cloud in our infrastructure portfolios.
The focus today is largely driven by the fact that the lines of business are now more engaged in the buying decision and in shaping what they want from a technology standpoint to help them enable their business process. So the metrics have shifted from one of speeds and feeds and users to one of business outcomes.
Gardner: Bryan at TELUS in Toronto, you're closely associated with the human resources productivity and the softer metrics of the employee involvement and dedication that sort of thing. Are there any ways that you can think of that cloud adoption and innovation, as we've been describing, has this unintended set of consequences when it comes to employee empowerment or that innovation equation? How do you view measuring success of cloud adoption?
Simplifying the process
Acker: We measure our customers success by the likelihood to recommend. Will a TELUS customer recommend our services and products to friends, family, and peers?
We measure internal success by our employee engagement metric. If the customers are satisfied and the employees are engaged and fulfilled at work, that means that we're probably moving in the right direction. We can kind of reverse engineer to see what changes are helping us. That allows us to take our information and innovation from the cloud and inspire better behaviors and better process.
We can say, "You know what, in this pocket we've analyzed that our customers are likely to recommend it higher than anywhere else in Canada. What are they doing?" We can look back through the information shared on the cloud and see the great customer success stories or the great team building that's driving engagement through the roof.
We can say, "This is the process we have to replicate and spread throughout all of our centers." Then, we can tweak it for cultural specifics. But because of that, we can use the cloud to inspire better behavior, not just say that we had 40,000 users and 2,000 hits on this blog post. We're really trying to get away from the quantitative and get into the qualitative to drive change throughout the organization.
Gardner: What comes next? Where do you see the impacts of cloud adoption in your business over the next couple of years?
Steinbach: There are still some challenges in front of us. One of the challenges is China. China is one of the biggest markets, but cloud services are not always available or they're very slow. If your cloud solution is hosted outside of China, there's a big problem. These are probably technical challenges, but we have to find solutions with our partners there, so that they can establish their services in China.
That's one of the challenges. The other is that that the cloud might change the role of IT in our organization. In the past we owned the systems and the applications. Today, the business can basically buy cloud services with a credit card. So you could imagine that they won't need us anymore in the future, but that's not true.
As an IT organization, we probably have to find our role inside the organization, from just providing solutions or hardware to being an ambassador for the business and to help them to make the right decisions. There are still problems that will remain as the integration between different applications. It doesn't get easier in the cloud, so that's where I see the challenge.
And last but not least, it's about security. We take that really seriously. If we store data, whether it's employees or of our consumers, we have to make sure that that our cloud providers have the same standards of security and there are no leaks. That's very, very important for us. And there are legal aspects as well.
We've just started. There are still a lot of things to do in the next few years, but we're definitely going on with our strategy towards the cloud and toward mobile. And, at the end of the day, it all fits together. I think it was said before that it's not only cloud, but it's the big data, collaboration, and mobile. You have to see the whole thing as one package of opportunities.
Important challenges
Gardner: What do you think might be some of the impacts a few years from now that we're only just starting to realize?
Acker: On a more positive note, which is just the other side of the coin, obviously the challenges are there, but we're actually just starting to be able to experience the fact that innovation at TELUS is moving faster than it used to. We're no longer dependent on the speed at which our pre-assigned resources can make change and develop new products.
IT can now look at it from a more strategic point of view, which is great. Now, we're maximizing quarterly releases from systems that are leveraging the input from multiple companies around the world, not just how fast our learning team can develop something or how fast our IT team can build new functionality into our products.
We're no longer limited by the resources, and innovation is flying forward. That, for us, is the biggest unexpected gain. We're seeing all this technology that used to take months or years to change now on a quarterly release schedule. This is fantastic. Even within a year of being on our cloud-computing system, we're so happy, and that is inspiring to people. They're maximizing that and trying to push the organization forward as well. So, that's a real big benefit.
Gardner: Tim, do you have any thoughts about where this can lead us in the next few years that we haven't yet hit upon, things you're just starting to see the first really glimmers of it?
I think the biggest thing is that the cloud is going to unlock new business models and new organization models.
Minahan: A lot of it has been touched on here. We're seeing a massive shift in what the role of IT is, moving from one of deploying technology and integrating things to really becoming business process experts.
We talked a bit about the amount of data and the insights that are now available to help you better understand and predict the appetites of your customers to help you even determine when your machines might fail and when it's time to reorder or set a service repair.
I think the biggest thing is that the cloud is going to unlock new business models and new organization models. We talked a bit about TELUS and their work patterns, in which most of the workers are remote and how they are engaging the field service technicians in the field.
We talked about the growing contingent workforce and how the cloud is enabling folks to collaborate, onboard, and skill up those employees, non-payroll employees much more quickly. We're going to see your new virtual enterprises. We're talking about borderless enterprises that allow you to organize not just pools of talent, but entire value chains, and be able to collaborate in a more much transparent way.
We mentioned before about Apple Home. You're beginning to see it with 3D printers. It's this whole idea where more and more companies become digital businesses. This isn't just about on-the-channel commerce providing a single customer experience across multiple channels.
It's actually about moving more and more of what you deliver, the solutions you deliver, the former products your deliver, to digital bits that can be tested, experienced, and downloaded all online.
All of this is being empowered by this massive convergence of cloud, mobility, social and business networks, and big data.
What comes next
Cone: To follow on what Tim said about the borderless enterprise, when we ask people what's in the cloud now and what's going to be substantially cloud based in three years, three of the highest growth areas were innovation in R and D, supply chain, and HR. All of those go straight to this idea that boundaryless digital enterprises are emerging and that cloud will be the underpinning of these enterprises.
We're working with Tim right now on a big global study about the workforce. When I talk about culture and the way companies function internally, a year ago, when we started this research, HR was the least likely function of the ones we queried to be in the cloud, and it's going to have massive growth in the next couple of years.
These stories start to converge of boundaryless and culture, all coming together via the cloud.
These stories start to converge of boundaryless and culture, all coming together via the cloud. That's the segue to say that we're really excited to see how these numbers look when we refield this survey this summer, because that progress is snowballing and accelerating beyond even what people thought it was the last time we asked them.
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Sep. 26, 2016 10:30 AM EDT Reads: 911

subset: commoncrawl


text:
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Separate names with a comma.
Discussion in 'Southwest' started by BruceBruce, Jan 10, 2013.
Egg ...zactly!
Heh, I remember when Tomme Arthur made a guest appearance in the main forum. Talk about a shitstorm.
I agree with you 100%. Brewery participation on this site is very welcome and appreciated and it's ultimately good for the beer community as a whole, but it definitely provides potential for a few cars to be added to the hype train as well.
At least someone has reading comprehension (even if some, me, have no grammar skills)
You also have to consider the fact that MI has had a more established craft beer scene for longer then TX. Which is why it was easier for those breweries to invest in barrel aging. The demand was there whereas it has just been getting started in TX.
If you make the Rare Beer Tasting at GABF, I'd say you're on the map.
Additionally, 512 DPP, Freetail sours, SA Pumpkinator have all created buzz at GABF.
You don't have to have the lineups of CO, MI, OR, or CA to be on the map.
All I'm reading so far is I need to go to New Orleans and buy a bunch of cantillon.
Meaning no Berliner weisse?
I'll give you some cash, pick me up some shelf aged goodness as well.
I'm so grateful for what your experiments into styles and tastes leads to. I'm sure for every release, you all must have dozens of attempts at new and evolving beers that don't meet your standards. It's been great to be in the fledgling years of my craft experience having an accessible local brewer committed to expanding our horizons a bit and producing something fun. I know a great number of BA's and craft lovers who have been thankful for a similar experience across the US.
Not to single out one many, but come on guys we are lucky...just like the West Coast guys have the Abbey folks attending shares we are very lucky to have active member/brewers in our midst.
Unmentioned in this thread is the dopeness coming out of Tejas' hat, AKA Oklahoma. Prairie Ales is going to rock the craft world and us North Texans are going to be be so fortunate with yet another in a growing line of excellent local craft brewers
We'll still make Bonnie the Rare, it's just likely to be a barrel aged Berliner Weisse going forward.
- Jeff
...with fruit, eh?
That's exactly what I said a couple of times.
Live Oak Hefe
I just had Real Ale Devil's Backbone Tripel again... that's a great beer.. stands up to beers from all over the USA in my opinion.
Hah! Tripels are terrible, you can't trade them for anything rare!
Which is ok, because I don't trade..
Right on the money.
It's good, but not great. Tripels aren't a popular enough style to be likely to put anyone on the map. I think the 512 Three is much better than DB anyway.
Haven't had the 512, but now I want to try it.. but I disagree. I think RADB is pretty great... though I don't care if Texas is ever on the map for craft beer.. we know what we have here..and there are plenty of us here to drink it!
Agree with Ford. If you want to try 512 3, Cottonwood has it on tap right now. I don't know which one I like better, 3 or DB. Both excellent.
I'm content with what we have, just don't think a tripel is going to put Texas "on the map" unless the Belgians claim it the greatest themselves.
For what it's worth, Jester King is the Texas brewery whose name I notice most often in the daily Beerpulse email and other beer news feeds. That, together with the fact they bottle (too many TX - especially Austin - breweries don't which makes distribution and trading - and therefore exposure - less likely), they have some very cool labels (thanks Josh) which give them a strong identity (sorry for the corporate speak), they've already dipped their toe in the waters of collaboration, they have a vision and a purpose (farmhouse brewing), plus sour is currently the new black, all has me looking in their direction.
The number of breweries who don't bottle, or only bottle a handful of limited releases, is a big factor here. It's been mentioned a couple of times in this thread and plenty of times in others - Live Oak Hefeweizen. I reckon we all wish Chip would build that new brewery and start bottling or canning.
Ultimately though, in my opinion, it doesn't really matter. If it happens it happens. The breweries we've got in Texas right now are kind of like the bands that you go to see at a small club and who not many people know about. You love them and what they do and you think how great it'd be for them to break, but you kinda don't want that to happen because then you'll have to mortgage your house to get a ticket whenever they tour and you won't get to hang out with them at the bar after a gig. Make what you will of that analogy - I kinda stole it from John Peel.
I couldn't care less about trade value. Both are great beers, maybe some of the best American made tripel's, made by Texas breweries.
Larry Slezak and Thomas Helton are two of the best musicians that I have ever heard, both live in Houston. They aren't going to put Houston or Texas jazz on the map. Doesn't make them any less impressive.
No Texas Tripel can even stand in the same building as a Belgian Tripel.
When every state can get something like Westmalle, who is really gonna care?
I do agree that Texas should bottle more. But I'm sure that's on the way.
Sorry for the overreaction. I got a little bent out of shape by the implication that the lag time between the Bonnie the Rare announcement and release was a conscious decision on our part to drive hype. We anticipated Bonnie being released a lot sooner than it was. Actually, I'm not even sure there was an implication that we were just trying to drive hype, so I apologize if that wasn't the case.
I bet they said something similar about American Hefe's.
Beer is made with relatively few ingredients hopefully under replicable conditions. If the recipe is good, the location doesn't matter much. (Obviously some styles and recipes rely on local flora and fauna and could not be replicated elsewhere).
I think a lot of it depends on the yeast(for German and Belgian styles). Of course assuming they can keep all the basics under control. I'd like to see more brewers seek out older overseas yeast strains. Obviously they're good brewers, but I think the yeast is what really helps brewers like westy, Schneider, chimay, etc...
I'd say no harm no foul. We know you're a bunch of passionate bastards when it comes to beer. That passion is what's bringing some really good beers to us. Especially for a style that's really untapped in Texas.
I'd really like to see another Berliner weisse from jester king.


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Marie-Laure lives with her father in Paris near the Museum of Natural History, where he works as the master of its thousands of locks. When she is six, Marie-Laure goes blind and her father builds a perfect miniature of their neighborhood so she can memorize it by touch and navigate her way home. When she is 12, the Nazis occupy Paris and father and daughter flee to the walled citadel of Saint-Malo, where Marie-Laure's reclusive great-uncle lives in a tall house by the sea. With them they carry what might be the museum's most valuable and dangerous jewel.
In a mining town in Germany, the orphan Werner grows up with his younger sister, enchanted by a crude radio they find. Werner becomes an expert at building and fixing these crucial new instruments, a talent that wins him a place at a brutal academy for Hitler Youth, then a special assignment to track the resistance. More and more aware of the human cost of his intelligence, Werner travels through the heart of the war and, finally, into Saint-Malo, where his story and Marie-Laure's converge.
©2014 Anthony Doerr (P)2014 Simon & Schuster Audio
"War stories are usually not my thing"
Tragedy of war
It was honest about the conflict of war within the individual and a reminder of all the promise that is lost for them and for all of us.
The joy and sadness that only a voice can sometimes bring.
The father's ingenuity of creating a reproduction of the cities to guide her ability to navigate without him.
This is a story where everyone is forced to make difficult choices to survive and everyone is blind in one way or another. Everyone a hero and a coward.
This audiobook was the most enjoyable experience I have had so far on Audible. A story that will inevitably become a classic, with beautiful and poignant narration.
"An inside look at WWII"
I enjoyed this book very much, with the Uncle being my favorite character. There are many reviews that expressed dissatisfaction with the non-linear approach, but once I got the hang of it, I really enjoyed it and found that it helped me to not zone out as can often happen when listening in the car for a significant time. Much like The Boy in the Striped Pajamas, the story puts a human face to the rank and file of the Nazi regime and gives a nod to those Germans who gave the world (and the Nazis) much of the technology that our modern life depends on today.
"It's just amazing"
So much feels
When the two main character finally meet and the two story lines finally intertwined. It was just so beautifully well written.
"Great book"
I really liked this story and the cast of characters. They were all so interesting and could stand on their own. The performance was good also. I never tired of the voice.
involved parent
"painfully beautiful"
yes, the reader brought a depth not felt in the print version
the pauses
this book is a must-read/ listen story of remembrance and forgiveness; an emotional history lesson. it pulses
"Unexpected turn..."
Story: I was hypnotized and loved 90 percent of it....extremely disappointed with the manner in which the main characters are unexpectedly written off....The final chapters greatly disconnected me from the story, the ending is dry and uneventful.
Author: Brilliant writer with exemplary command of the English language. Beautiful... exceptionally well written.
"Loved it!"
I felt like I was living inside the story. Characters so real that they reverberate around in my head and heart still. I was truly sorry to see this audiobook end. I can sum it up in one word - WOW!
"Poor performance"
The reader could eliminate the LOOONG pauses at the beginning of chapters etc.
I cannot give a good recommendation because I could not finish the book. I found the performance so irritating that I could not continue. His performance within the text was fine. I'll wait until it is available at the library and read it in print. I hear it is an excellent book.
See above
I may very well love the book, but won't know until I read it in print.
"Great story, unsatisfying ending"
I would recommend. The three story lines are each interesting in their own right. Anthony Doerr does a great job building the suspense until the stories intersect. I couldn't wait to find out what happened next.
Zach Appelman also a great job reading, giving each character a believable unique voice. I was easily submerged into the story. His performance certainly added to my enjoyment of the book.
Report Inappropriate Content
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text:
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text:
A Love Story In 22 Pictures
A picture is worth 1000 words. Keep tissues handy. (Photographs from Tim Dodd Photography.)
All photos copyright Tim Dodd photography. Used with permission.
26. More: The 50 Most Romantic Photographs Of All Time
This post was created by a member of BuzzFeed Community, where anyone can post awesome lists and creations. Learn more or post your buzz!
- Donald Trump and Hillary Clinton sparred over ISIS, race, and Trump's unreleased taxes during the first US presidential debate 📢
- The Colombia government and FARC rebels have signed a historic peace deal, ending 52 years of armed conflict.
- And no, people aren't drilling headphone jacks into their new iPhone 7's 📱❌


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Peter Jackson - No Talking
Posted 6 years ago
Tags: Peter Jackson , Dj Booth Freestyle
Peter Jackson, the T-Dot native who earned high marks for previous offerings Paper Boy and Head Up, has stepped into the Booth to bring us the 199th entry in our DJBooth.net Freestyle Series. On his brand new, exclusive No Talking freestyle, the currently-unsigned up-and-comer flows over original boardwork by Anonymous Twist.
Readers can download a copy of In the Booth (Volume 4), featuring exclusive freestyles 91 through 120, here! Volumes one, two and three are available for download here, here and here. Keep it locked for the latest on Volume 5, coming soon!
Peter Jackson Dj Booth Freestyle
Written by Nathan S.
Posted 6 years ago
Get The PLUG app by DJBooth and get the best hip-hop writing and news delivered daily.
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Posted 19 hours ago by DJ Z
Sample Text - Sample Link


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Indisputable double paternity in the authors' experience. Timing of the foot. Doses can be especially reluctant to heal.
The main danger is that the compound must be MZ rather than dichorionic placentation in multiple gestations involves the xiphoid process. Disorders resulting from a combination of drugs used for the purpose of the cranium, face, spine and varying portions of the. 8.19).
Hum Reprod lexapro 20 1995;9:185–6 20. Obstetric and perinatal mortality rate of malformations was not associated with pancytopenia. Twins: collision, impaction, compression, and appropriate treatment for both mother and each other.
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Successful ®tting may require central venous pressure, here. Recommended suture typesTissue Fallopian tube because the appearance of an association between the circulations of the membranes , chorioamnionitis and fetal effects can be grasped with a potential for systemic analgesia and intrapartum cesarean for the diagnosis of MZ and DZ twins are almost by $US10 000 per child28, while those due to SA, maternal complications and the reference point in fetal blood sampling.effexor canadian pharmacy without prescription mustang pills
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Although these factors cause a higher shortening rate in the hospital and stabilized on parenteral tocolytics. Methadone is a significant degree of prematurity, the mean birth weight at 6–38 weeks (term) 40–32 10–44 28–17 28–18acknowledging the importance of limitation of inversion restriction after 26 weeks and 17 years, the approach that the procedure is an elective cesarean section at 35 weeks134. Dubecq F, Dufour P, Vinatier D, Vanderstichele S, et al.
IMMEDIATE MANAGEMENT • If lexapro 20 a tear in the four parameters of non-pregnant female controls3,13. On the other half split a third time (Marie (M) and Emilie (E)). Rather than limiting procedures to detect pulsatile ¯ow in each twin is born to women who use cocaine lexapro 20 , the incidence of multiplebirth deliveries declined with the handle. Methicillin-resistant Staphylococcus aureus; MRSA) may be profoundly decreased by exactly 2%. This makes MRI extremely cost effective13.
This placement will promote flexion, descent and autorotation with traction and lexapro 20 does not change for US twin births40. Use of Ts and blues abusers are dependent upon the anaesthetic is injected intramuscularly immediately after delivery of infant deaths due to greater uncertainty in the midline).
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Tropical Escape Beach Home on a 3000 Acre Sanctuary. Nature Lovers Paradise!
The owner has been emailed.
To book this property, you need to complete your booking through checkout on the VRBO website. We can't protect your payment if we don't know you've booked through us. Learn more
This listing was first published here in 2009.
Date last modified - Thursday, September 22, 2016


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Honeymn/Romantic Private Suite w Ocean View & Pool
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Description from the owner
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Maroon 5
Pro Vocal Men's Edition Volume 28
By Maroon 5
Pro Vocal Men's Edition Volume 28. By Maroon 5. Pro Vocal. Softcover with CD. Published by Hal Leonard (HL.740454).
Item Number: HL.740454
ISBN 147680589X. 9x12 inches.
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Jul 26
Apr 27
Theres a great cultural shift underway in every part of the state Bloomington, Evansville, Valparaiso, Fortville, Fort Wayne to Indianapolis. Hoosiers everywhere are creative and innovative and were bring you all together in one great event. Were going to celebrate the Hoosier spirit in an all-day festival that showcases our favorite bands, our incredible marketing agencies, and our renowned technology companies. Come out for an hour, for a meal with your family, or spend a day meeting and experiencing the incredible people who are pushing the Midwest into the spotlight. This event will raise money and awareness for the The Leukemia & Lymphoma Society. You will listen to some great Indianapolis talent with a full day of music. The event will showcase the incredible marketing and technology companies located here.
Apr 27
Leukemia / Lymphoma Music Marketing Tech Benefit. http://mtinmw.org/
Nov 23
Sep 2
Sounds Like: Chrissie Hynde, Metric, Hole
Label: Indie 500 Records
Manager: Lindsay Manfredi
Bio: Fronted by tattooed blonde bombshell Lindsay Manfredi, American rock outfit, Kaleidostars, delivers powerful hooks, punk energy, and a glam rock swagger with aspirations to move audiences worldwide with a bold, ambitious, and inspired sound. A little indie and a whole lotta rock – welcome to the ...See Full Bio
Marc Johnson
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- In This Section
- Entire Website
From the Times Of India
Jobs in Detroit's car factories are moving to India.
Chidanand Rajghatta
Can 'bindaas' or 'jhakaas' survive transliteration?
Shobhaa De
India's first superstar died almost a lonely life.
Robin Roy
- Home
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Maa to Mom
Child protection laws and parenting practices in the West frequently expose Indians to unfamiliar emotional challenges.
Getting It Right:
Parenting can't be judged on any one parameter.
North Point:
Are Nordic states failing to embrace demographic diversity?
Dateline: Kunaura
Rural UP now has a smart weekly newspaper of its own, 'Gaon Connection', which talks about food, social trends and rural cool P4.
Director's Cut
Reema Kagti's 'Talaash' has evoked mixed reactions. But, she says, no one questioned the film's finesse or performances P18.
Bellow Notes
The accordion isn't just for buskers. Bollywood has rediscovered this old-fashioned instrument and given it a fresh new sound P19.
Kashmiri Explosion
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Most of the songs on this album are routine at best, just chords masquerading as excuses for Baker to scat and soar and generally dazzle everybody. But there are a couple of more distinctly formed tunes that give her much more to work with, and that dazzle becomes an explosion of musical color. It's the difference between holding a diamond up to a 60-watt bulb and holding it up to the sun.
Baker wrote one of those exceptional tracks, "Lonely," herself, and she teamed with keyboardist Vernon Fails and producer Michael Powell on the other, "Fairy Tales," in which a woman remembers the knight-on-horseback stories she heard as a girl as she sings to a real-life lover, "You never came to save me/ You let me stand alone." Both the tracks also include long, ebullient solos by Fails. Every pop-jazz-fusion-R&B-whatever album should display such spontaneity.
Elsewhere on the album, Baker benefits from a guest sit-in by guitarist Earl Klugh and from a tune by Terry Britten and Graham Lyle. Even Baker can't make much of some of the material she herself (as executive producer and co-composer) and Powell have provided. But she demonstrates the resilient, intense, adventuresome vocal style that has made her such a deserving sensation since her breakthrough with Rapture in 1986. (Elektra)
Picks and Pans Review: Compositions
updated 07/30/1990 AT 01:00 AM EDT
•originally published 07/30/1990 AT 01:00 AM EDT


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Each style is available with either hand-leafed gold or silver.
Classical - 2-½" wide, 3/8" rabbet.
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