A Cloud Platform for Data Collaboration?

Hewlett-Packard today announced the availability of a Cloud Computing Platform for the Manufacturing Industry on the back of its product recall partnership with GS1. The product recall approach consists in a cloud based service providing access to product track and trace information across the supply chain and is primarily focused at the FMCG and Retail industry. It allows them to collaborate and exchange data across the ecosystem while not having to invest in a private environment to do so. The real interesting part is that, working with GS1, HP immediately secures a consistent identification of the products, as this is precisely what GS1 stands for. Otherwise one could say this has already been done, but not in the cloud neither with GS1.

The benefit for companies is that the service allows a faster and more effective way to identify the products that have to be recalled, resulting in both a cost and a risk (liability) reduction. The service is available on a subscription basis.

Now, could this be a first example of how companies could collaborate in the future? Rebecca Lawson seems to hint that way. I also found a blog entry on the HP site labeled “A Cloud ecosystem for inter-enterprise visibility” that hint into the same direction. What additional services could be delivered, well Mick Keyes hints at counterfeiting efforts and hazardous materials as other areas.

If I understand correctly and the platform consists in a development and runtime environment that provides data, analytics, management and security services, then I can see many opportunities. In a couple earlier blogs I spoke about the need to exchange structured data across companies. This might be the backbone that would allow us to do just that. Let’s dream for a moment and assume we have available a service allowing us to share information across our supply chain without requiring upfront investments, just “pay-as-you-go”. This would allow us to more easily motivate our partners to participate and experience for themselves the advantages of sharing. It would demonstrate how sharing allows to reduce inventory, to optimize capacities etc.

To date it may just be a dream, but definitely worth monitoring how HP will evolve this platform.

Promote Collaboration in large Enterprises

After a good break where I had the opportunity to discover other cultures, I’ll come back to that, I found an interesting challenge at my return in the office. One of my clients want me to present on how to promote collaboration in a large enterprise that has grown through acquisitions. I point this out as each of the business units has its own culture, making things a little more interesting.

Many large companies are actually confronted with this problem and although many have tried most have failed of really getting things going. The first issue is that each business unit is ultimately measured on its results. When things get though, as in the current environment, business units have a tendency to focus on their own objectives, ignoring anything else. And one can argue that, ultimately, collaboration will give them more benefits than working in isolation, it does not matter, they focus on their own objectives. Dave Packard used to say “Tell me how you are measured and I will tell you how you behave”. He is absolutely right in this. It’s all about measurement and the associated incentives. So, you could say, lets change the measurement and reward everybody on the company successes. Yes, that would work, but would dilute responsibilities. Who is responsible to maximize the revenues from each of the business units.

Developing the incentives to ensure maximal revenues for each business unit while maximizing collaboration, taking advantage of the “power of the portfolio”, is really an art. It consists in establishing measures and rewards that include both aspects. The use of balanced scorecards may help in this process. But there is another element to take into account. It is not enough to incent teams to work with each other, its also important to ensure they know of each-other and can easily find the appropriate resources to collaborate with. Particularly in large enterprises grown through acquisitions, this is absolutely not trivial. One approach I have seen in companies is the use of a “buddy program” where employees from different business units help each other understand the workings and culture of the other unit. It works effectively to integrate an acquisition for example and it helps harmonizing the cultures.

A more intriguing approach to finding the right resource in a large organization I have seen lately is a program from HPLabs, called WaterCooler. WaterCooler is a social networking tool focused at helping employees find the right resources (information and people) to address a particular problem. It aggregates shared internal social media and cross-references it with an organization’s directory.

As I progress with the preparation of my presentation, I’ll share some more thoughts with you. Feel free to share yours with me. We may be able to find the approach that helps companies to break down the Chinese wall they have between their BU’s.

Instant Messaging, more than a gadget

Instant messaging, whether it is MSN, Yahoo, AOL or any other, is a simple tool that allows quick interventions and fast responses. I have a tendency to use it all the time with my teams. It allows me to immediately have an answer to a question, without having to interrupt what the other is doing. It also allows me to trigger a conversation with a simple question, " are you available?". When I get that question, I typically respond with the telephone number of where I can be reached. It's an easy way for fast interactions, allowing each of us to continue our work without major interruptions. Unfortunately, our IT department, as many others I suppose, refuses the use of commercial Instant Messaging tools that allows collaboration across companies. There are apparently security risks of doing so. They now standardized us on Office Communicator, which is a nice product that integrates well with Outlook and shows automatically when you are available or not. But it does not allow access outside the firewall.

In that we are missing a major collaboration opportunity. Indeed, many of us are working with partners, our supply chain is reaching outside our own company. And it is with those people that we want and need to work. Do we need multiple instant messaging tools to achieve this? We shouldn't. Because there should not be a difference in the way we engage our best partners and our own resources. I still cannot understand why Microsoft and the others have not managed to solve the security issue. Or is there actually a security issue? Isn't it the will to be able to control what employees do with people outside the company?

The more our companies are going global, the more we need to work with people we only have electronic contact with. Making those relationships simple and easy, facilitating the communication, should be the number one goal of our IT departments. Unfortunately, that does not seem to be the case. What do you think about this?

Actually meeting your virtual partner

Years ago, I started working with a team that was based in Bangalore and was given the name of a contact with whom I was supposed to arrange the use of Indian resources in EMEA projects. I will actually never forget my first call to him. First it took me quite some time to get through, and finally when I got him on the phone, I kept hearing horning and noise on the line. I had the impression he was sitting in the middle of the street, with cars buzzing all around him. And he must really be in a strange position as all those guys needed to horn to get around him. My imagination went wild

It's only six months later, when I finally went to Bangalore, that I started to understand. The building in which we had our offices were not really air conditioned in those days, as it was quite difficult to ensure a consistent supply of electricity. So the team was used to open the windows, and those were facing a busy street (actually, are there any others in India?). I also understood the two fundamental rules of driving in India (The bigger the more priority & Horn any time you do something), and its implications on the environment of the team that quickly became friends.

This short story to illustrate the importance of never to assume things. Actually, imagination is not really a good thing when working with remote people as it may get you believing things that are far from reality. I learned about the importance to visit the people and understand in what environment they are operating. Now, if visits are impossible, photos and short videos can be used to show remote team members what the environment is and how the person on the phone looks like. Pragmatic approaches should be used for people to understand each-other environments and habits. That's what I learned then.