Bringing compute resources to the edge implies efforts in reducing the amount of data that needs to be sent up to the cloud. For many data-intensive applications such as video surveillance, natural speech recognition and health related monitoring, the need to process data as close to the source as possible can be important for both efficiency and security.
The major pitfall with edge computing, as it is now, is not a lack of data available but the lack of understanding in how, where and when to use it. Enterprises are starting to really understand that sometimes data has more value staying close to where it is, rather than centrally collecting it.
So why does certain data need to stay at the edge?
1. It’s big. Bandwidth issues exist: networks need to be kept clear of large volumes of data needing to be sent up into the cloud.
2. It’s timely. Speed of reaction is important: having low latency low allows rapid response as the data is processed where it sits. Imagine the reaction time necessary on the brakes of a self-driving car, for example.
3. It’s valuable. Security and privacy concerns that are alleviated (mostly) by keeping data processing as local to the data source as possible thus eliminating massive amounts of potentially hackable personal data from being stored in the cloud.
What is the power of data in a smart structure? Trust in data is now essential to effective digital transformation. Single verifiable source of truth is critical to sharing and collaboration using data sets. We are not getting into a blockchain discussion here, but it is imperative that data can be reliably sourced. Leaving it where it is, as a single source which can be both dynamic and real-time, is important.
I believe that data-driven implementations of Edge as a service (EaaS) will be important this year, especially in mission critical production activities, which could be oil and gas, machine assisted surgery in healthcare or any activity where immediate data inputs affect automation-assisted performance.
Content is not King. Content is more like microplastic, everywhere and in volume. Content is not curated anymore, on the contrary. Content is everywhere, sprayed like a firehose.
This is why the streaming wars on broadcast media content is reasonably meaningless. Because when you see how much people can make from YouTube and the advertising model there, you wonder why Netflix, Amazon, Disney, etc is spending so much money and time creating “original content”.
Because we are all now self-important, as shown by our need to create our own narratives (Instragram, TikTok) and our own self-fiction. Heck, some even want to test their DNA to create their own biological narrative.
In the early era of broadcast media, we had both content creation and network curation. People in media became trusted sources of information. Right now, it takes personal effort to curate what is true, and what is not. And much like the concerns when portals were created, many personal curation attempts end up filtering all but what they want to hear, not necessarily what is true.
Because of this, we get other people’s detritus. And the effort to filter, to listen, to critically think – is beyond many people’s capacity. (Unfortunately, I see this in working in higher education. I also see a great deal of mental health issues, which I believe is tied to this.) And I also see less people willing to read, which may be a function of time.
Trust now is a function of curation. And the instinct to trust is built on experience and wariness, not openness and willingness to listen.
This stream of thought came to me this morning when I realized that I was not reading new authors, having bought a new book from an author I had not read before. I have been reading blogs and articles using tools such as Medium but finding less and less relevant content for my personal interests.
So how do you go about finding new relevant and honest content in (nearly) 2020? Where do you apply a trust factor in terms of sourcing relevant material? I watch less TV, listen to less broadcast media, and generally have less media entertainment in my life at present. I no longer find it that relevant or entertaining. But I see myself in the minority, given how many people are attached to small or large screens, or with headsets or earbuds on.
I am highly critical of content now and limit myself to infrastructure providers that are not going to make me uncomfortable with their efforts to sell my data in exchange for access. Have we all become more wary?
Where do you find yourself in this next decade finding relevant and interesting content?
I have been actively looking at workplace design the last few years, focusing on why and how a workplace motivates creativity and inspires collaboration. If you go back and look at some of my blog posts, you will see discussions on IoT, lighting, temperature and use of space as part of our quest with technology to make workplaces more inclusive and efficient.
But I am not ending it here, in fact quite the opposite. I have recently seen how the space that you work in impacts how you perceive work. Which is why I question the whole coffee shop working ethos, as well as the lack of logic on putting up glass walls between offices. Neither situation creates comfort and engagement. Coffee shops may be hip, have coffee and great music, but you cannot focus nor engage well for any period of time with others there. And as for the glass walls, my colleagues either stay away or put up posters blocking the view.
So I am now looking at how technology enables the use of space, and how technology and intelligent design can really push the boat out on how we work, and more importantly why we work as we do.
I woke up at midnight from a nightmare, and knew first thing this morning that I had to write this post. The nightmare was caused by a service model I am participating in where I acquire the services of an expert.
Why would an expertise service model give me a nightmare? Let’s first look at the service models we are used to, and then I can show you where this one caused my severe reaction.
We are used to a subscription (utility) model, where we sign up and consume, and then monthly (or other time frames) we are billed for our consumption. If you do not use the service, you are still billed for a basic fee for connectivity.
The next more common model is one of retainer. I use the services of an expert when it is necessary (lawyer, consultant, accountant) and they bill me on billable hours, and I pay when service has been rendered.
I am currently consuming remote expertise with a different model, and this is the one that gave me bad dreams. I pay a monthly fee, and can (per week) ask for visual analysis for up to six events. I submit the events, and then the expert gives their opinion (usually within 24 hours) via a visual medium. But it is my responsibility to provide the data in the right format and form, and to take actions after the expertise. I am also responsible for the monthly payments, as no reminder is sent. This is a small, but lucrative, business where this service is one of the smaller services of the service provider.
Why does this give me bad dreams? Because I have been using the service for 7 months so far, and I always have to remember where I am with the service (what week, what events, what payment is still required) and my subconscious reminded me last night that I have two more weeks and need to get some more events to load. Guilt by taking full advantage of my payment, in other words.
I am seeing a shift from classical service models of subscription and retention to models where the consumer has to take a more active role in the service provisioning. These services are more complex and less mainstream, and cannot actively scale as the subscription model does.
Is service complexity really a growing phenomena? In my business, I see the opposite that more and more information is put in front of a paywall to tempt the potential client (kid, candy store) to enter and to see the level of expertise on offer.
Yet when I consume from other small businesses not in technology, I see increased service complexity and enhanced consumer participation.
What do you see in your business? Reach out to me here or via my Twitter feed (@afairch) and let me know.
I have noticed more often these days the attempts of platforms to personalize my experience. When I say ‘notice more often’, I am saying that it is too obvious and also clear to me that they have not profiled me that well if this is what they believe I am looking for. And frankly, it is becoming boring!
Or the picture of me that they are reflecting back to me is seriously flawed, like a cartoon character version of me. Perhaps their algorithms are not tuned well, or they are only seeing a part of the information I have to offer as I have changed my search methods to be less obtrusive to an observer?
I say this in light of research work I am doing with Ovum on Account Based Marketing strategies and vendors. When you see the plethora of data being collected, yet in the case of me personally the mistakes being made on what interests me and what I might click on, it tells me that marketers generally are not realizing that most of us are turning down the volume on social media in our lives, and only listen to trusted voices of friends, family and people who influence we look to as trend setters. It is harder for marketer to remember that it is a ‘pull’ market right now, no longer a ‘push’ market.
I am helping someone I know craft their personal branding message, and I see others who are trying to help them implement it get it wrong on the basis of not understanding all of the parameters involved.
This leads me to believe that the problem with the social media algorithms used is that the data model is not large or complex enough to understand the subtleties involved. There appears to be a lack of learning occurring, and re-targeting efforts just amplify that finding.
So like many others I know personally, I am dialing down the use of social media and going back to more original sources, personally mined, to get my information for decisions. I’ll let you know how that goes in a few months. 🙂
On March 28th at 11am EDT (4pm CET), Dr. Alea Fairchild will participate in a webinar on “How to Thrive in the World of Data Protection and Privacy for Marketers”. Registration is still available via this link.
GDPR came into force on May 25th
of last year, and for many marketers, it was a wake-up call to reexamine
internal procedures and processes.
GDPR as a regulation takes a wide
view of what constitutes personal identification information. Companies now need
the same level of protection for things like an individual’s IP address or
cookie data as they do for name, address and national ID number. The GDPR
carries provisions that require businesses to protect the personal data and
privacy of EU citizens for transactions that occur within EU member states. And
it also regulates the exportation of personal data outside the EU.
Since its implementation last May,
marketers are still not clear on how it is enforced, what the penalties are,
and how best to tackle compliance for those small and medium size businesses
without an internal legal team. And since May, we have seen other regions
refocus their efforts on privacy and consumer data rights.
So is GDPR taking time from other
priorities, like cybersecurity or data protection policy, or does it bring a
benefit to better engaging the customer? Or are the two related?
According to a recent Ovum report, about two-thirds of U.S. companies
believe that the GDPR will require them to rethink their strategy in Europe.
Even more (85 percent) see the GDPR putting them at a competitive disadvantage
with European companies. That last
figure is puzzling, but culturally telling, as I believe from my experience
that U.S. companies view customer and prospect data differently than in other
regions of the world. So how can data
handling be transparent and create a climate of trust in the business
Let’s highlight some of the topics we will be discussing on March 28th in the webinar.
How did consumers react prior to GDPR last May? Businesses were confused on how to reach out
to prospects and customers in their data systems, so many marketers did mass
mailings to notify people that they held data on as to ask permission to
continue communicating with them. This provided a terrific opportunity to
cement a closer relationship with prospects and customers. And of these many marketers blew it, and instead
gave reason for people on their mailing lists to opt-out with pleasure. Why?
Because instead of telling people how important they are and how you plan
to interact with them going forward, these mails just reminded them they were
signed up to a mailing list that was no longer relevant to them.
Have we seen a business impact? Let’s face it, data privacy is a business
issue with strong implications on customer experience, brand reputation, and
personalization. Trust, transparency and reputation are all on the line every time
we engage with a prospect or customer. Those that took this as an opportunity
worked on addressing this as a benefit to the relationship by pointing out how
they handled data, why they collected it and how it was used, as well as how
they plan to use it going forward.
Were there any early adopter benefits? Firms that were first to
embrace GDPR consistently report improvements in their business outcomes,
including their customer experience and data strategies. GDPR has also been pushing
firms to innovate and prepare to deliver services of the future, in line with
compliance and transparency. GDPR can be an opportunity to more clearly engage
the prospect or customer as a trusted provider of service.
Where is data protection and privacy headed next? Tech companies
cannot require that to receive value from their products and services, you must
give up your data. If you want to ask for data, there should be a reason for it
and there must be an option to revoke the information if requested. To be
precise: Consent must stand out, be
clear and include the reasons for collection.
Where should we focus our DPP efforts? Decide the purpose for collecting the data, and the manner in which it
is collected.Make the necessary
process investments, supported by good tools, to know the state of your data
protection efforts beyond a dashboard. DPP efforts
should include internal data protection awareness workshops, privacy impact
assessments (PIAs), managed breach detection and response, and breach
notification policy. Get the necessary
tools for a data audit, as data discovery, mapping, and protection technologies
are all key aspects to protecting consumer data and privacy. Cybersecurity monitoring,
threat detection, and alerting systems are necessary to ensure GDPR compliance.
Because under current GDPR requirements, organizations have to report a breach
within 72 hours of discovery.
What can I do to proactively make this an opportunity for our marketing
protection compliance should be enforced through not only business processes and
strategies but also investment in technologies and incident response
management. Data breaches are not only
expensive but erodes trust in the brand.
Like many, I get a lot of work done from my home office. But there are drawbacks to it as well. I miss the chance encounters with colleagues, I cannot catch up on the latest non-virtual watercooler info, and I miss the local lunch food options which are more plentiful in the center of the city. #foodie
But why do so many of us prefer home working? Is it the commute, the better technology, the lack of a dress code? 😉
For me, the office environment lacks the inspirational aspects as well as the comforts. My employer has set us up in goldfish bowl offices with no visual privacy and six to an office space (or more for the admin staff). Private conversations require departing to the hallway with the mobile. My colleagues down a floor below have created an open working space, but again with the goldfish windows and lack of atmosphere.
Personally, I love analyzing why certain office spaces make work fun. I really enjoy the postings of such folks as Interior Architects (@IAarchitects) and Robin (@robinpowered ) who showcase the best of what workplaces can look like.
I do not need a Foosball table or a go-cart to make my life in the office complete. But I want to work smart and live smart, as work/life are so combined these days. I’d like a PUDO in the office, pick up/drop off dry cleaning, and group Deliveroo scheduling to save money and start conversations amongst foodies.
So why are employee experience services so low on the HR list of things to make the environment successful? What role does HR play in the connected office? Are role-based operations more efficient and/or more fun?
I am working on a smarter offices e-book, so if anyone wants to have conversations with me on the subject, reach out please. 🙂
Like lots of us, I started last year with great expectations on what I could achieve. And looking back, I did achieve quite a lot and learned quite a bit as well.
This year, instead of looking ahead and setting goals, I looked back and decided what went well and where I wanted to spend more resources on, and what did not go well and I wanted to shed certain assets to have less burden on my shoulders.
I moved away from unprofitable alliances, and moved closer to both clients and colleagues who provided me energy and knowledge.
And now, here in 2018, I am doing an energy audit as to where my time goes, and what outcomes I get from those activities. Because life is too short to waste energy on what does not feed your spirit, your soul and your wallet.
You will be seeing some new areas from me, including hotel technology, connected offices and reviews of analytics tools. Much to learn still in this world, and never too old to learn it….
I came from a congress in Paris yesterday, where I was energized by new ideas and trends. But over the last two days, I have had several internal requests for assistance. Dare I say it, for help. Some are honest and forthcoming (professor, I need a brainstorming session on my research question) and some are sly and deceitful (are you still willing to….. where I never was willing to begin with….).
What I have learned from these encounters is you are as honest as you are hopeful. I am happy to help the honest and trying, and unwilling and ignoring those who are obviously driven by other intentions. Because life is too short to waste time and effort. 🙂
I was re-reading the Fast Company article on the gig economy and the results of the Workforce for the Future report by the Aspen Institute when I came across this comment and had to stop and think for a minute. “According to 2016 Workforce for the Future Survey, having gig positions means they are able to onboard new talent and off-board unneeded skills without the burden of employment taxes and paperwork.” So if we are talking about only employing for the core competency of the business, then all the rest would be outsourced to contractors. OK, but….
There is already a business model of outsourcing components of functional activities (bookkeeping, human resources elements such as getting work permits, etc) from enterprises to specialist firms. As we create the gig economy, there is more than likely to be a market for unneeded skills as a commodity, perhaps as a Service (UNSaaS?).
What if someone would create a marketplace that consolidates all of the freelancers with those unneeded skills so that they could commoditize them and offer them as a bundled service with other elements, like the foresaid bookkeeping and permit acquisition? And this marketplace, based on the amount of work contracted through the marketplace (tiered model), could be the one to offer benefits for the contractors?
A thought. I am always on the lookout for new business models, perhaps this one is an interesting structure……