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Bala Iyer

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Do you have a strategy for your social media presence?

Posted by Bala Iyer on Fri, Mar 05, 2010 @ 06:25 AM

Last week we had an interesting discussion in my MBA class about managing your personal brand on social media sites. Most of us use applications like Twitter, Facebook, LinkedIn and blogs in a haphazard manner. Have you considered what overall image emerges from your participation on these sites? Even if you don’t know it, potential employers and collaborators are looking at these and forming an informed (?) opinion about you.

Here are some tips that came out of the class discussion

Point of view: blogs are about having an opinion about events around us and articulating that with passion. If you have a domain of interest—football, technology, cooking recipes, etc.—start talking about that on your blog. This is a way to engage and learn from friends and followers. The takeaway here was that opinions don’t have to be exclusively job related. People like to engage with you if you have diverse interests.

Event filtering: As you read about world events, does something catch your attention? In many instances you are not sure how this relates to what else we know. This is ideal for a tweet. I use my twitter feeds as a filtered source for information on technology strategy. I follow less than forty people and this allows me to actually pay attention to the triggers that I get. Before I start to follow them, I track their feeds for some time to see if they are interesting. If I do not get relevant feeds from those I follow, I stop following them.

 Evaluating presence: How do you assess the “goodness” of your personal investment in social media? We talked about using the social graph application on Facebook. This shows your social network as a visual. My network was dense, with all my friends (mostly students) connected to one another. I had a small set of professional colleagues and a smaller set of family members off to the side. Look at your network and see how the nodes cluster. Do you have a diverse network? Research has shown that diversity in your network is a good thing and that connecting otherwise disconnected groups (brokerage) is also good. Another application – twitter.grader.com – can help you compute your influence on twitter. The application also gives you some tips on improving your network.

Network fragmentation: Maintaining your social networks across these sites can be challenging. Some efforts are underway to interoperate across these networks (see the action streams initiative). Today it is possible to connect your event streams between Twitter, LinkedIn, Facebook and your blog. Since you may have a different network on each one of them, it is important to filter what you cross post.

Exhibiting expertise: Is it OK for us to avoid participating in these communities? Examples from Amazon and Salesforce.com communities show that expertise in some areas can be gained only by participating. On Amazon Web Services (AWS) participants earn badges based on how much they add to the discourse. These badges will be used as proxies for expertise in a chosen area. Today this trend is only for technical communities but this could easily spill over into other areas. Learning how to participate and navigate in these communities could be vital to your success as an employee or entrepreneur.

Did I miss anything from our discussion? Please add your thoughts to this.



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Research project for learning from the Indian ITES sector

Posted by Bala Iyer on Sun, Jan 31, 2010 @ 01:10 PM

Indian ITES sector shot into global prominence in the first decade of the 21st century with world-class service delivery models focused on operating efficiency across a wide range of business processes. While there is widespread acceptance that India is a prominent and important locus for carrying out business processes, there is also the perception that India is not quite ready for moving into the next phase of growth. The current economic conditions have forced IT vendors to innovate and survive the turbulent times. During the first act, there was minimal differentiation amongst the top-tier Indian ITES providers. To make matters interesting, many multinational IT vendors have also set up operations in India to neutralize the cost leadership advantage while claiming to be more innovative.

As I watched the quarterly results from the ITES sector, it shows that they have continued to show double digit growth in revenues and margins. What steps have they taken to do that? In the first 90s, they specialized in moving work overseas. This was followed by making IT programming services a commodity and delivering it using a global delivery model. This approach has also been applied to entire business processes that created the BPO industry. Their unique approaches to building the IT infrastructure, sourcing talent, and utilizing knowledge management systems were of great help. The capabilities required for the next act are quite different. One approach taken is to move up the IT stack and deliver consulting services. They have also done some innovations in the business models by linking their payments to customer success factors. The birth of the knowledge process outsourcing industry has created a new industry around decision support. I am sure that there are many other innovations currently happening. A colleague of my Venkatraman (from Boston University) and I are studying this industry to understand the new moves that are being invented by the ITES industry. It is our hope that other businesses can learn from this sector.

What are some of the interesting projects that are taking place within the ITES sector? What new competitive moves are being created at this time? We hope to shed some light on these questions this summer. Watch this space for updates.



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Cloud Strategy

Posted by Bala Iyer on Mon, Dec 28, 2009 @ 06:20 AM

I just completed a report on cloud computing for the Advanced Practices Council of SIM. Here is the executive summary:

 

Current conversations about cloud computing are dominated by vendors who focus more on technology and less on business value. While it is still unclear as to what components constitute cloud computing technology, some examples of its potential uses are emerging. We represent them in a stylized fashion using seven attributes that C-level executives could use to formulate cloud based strategies.  Firms can manipulate these attributes to derive unique benefits and create a competitive advantage. As a whole, we predict that cloud strategy will lead to more intense network-based competition, resulting in a major overhaul of the current competitive landscape. It is imperative that companies prepare for such a future by reformulating their business strategy to include the attributes enabled by cloud technology. The time to begin that transformation is now.


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The Economist debate on cloud computing

Posted by Bala Iyer on Fri, Nov 20, 2009 @ 04:49 AM

I was following the recent debate in The Economist website on cloud computing. The motion on the floor was that the cloud can't be entirely trusted. We have Stephen Elop from MSFT pushing the software + services model and Marc Benioff from Salesforce.com pushing for an all out cloud future. I wrote the following on the comments section of the debate.

I found the debate on cloud computing to be very fascinating. The focus, however, has been on cloud computing technology and cloud vendors. Based on examples presented here and in what I have seen in companies, the real learning for me has been the potential for companies to adopt a cloud strategy. This means that they have the ability to reduce the "drag coefficient" of their current IT systems and focus more on the business and innovation. The current conversation is too vendor focused. The debate needs to move on to what customers can accomplish by following cloud strategies.

Cloud strategies rest on certain key assumptions about your IT capability. Core principles like data interoperability, transparency, user involvement, low switching costs, ability to mix and match applications, tap into services anywhere and anytime, ubiquitous access to information are all axiomatic to this. The CEO can now think of unique value propositions that can trust the IT systems to deliver on the underlying principles.

 



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Core players in the cloud ecosystem

Posted by Bala Iyer on Fri, Oct 09, 2009 @ 10:10 AM

This week I had a chance to present my research on cloud computing to the Advanced Practices Council of SIM. I showed the overall ecosystem and the core player ecosytem during my presentation. Here is the list of players and the visual. These core players include both well-known companies and new entrants. Salesforce.com Facebook, Rightscale, Elastra, Kaavo, GigaSpaces, CohesiveFT, Hyperic, Cassatt, Amazon EC2, Flexiscale, Boomi, MuleSource, OpSource, Cast Iron Systems, Appirio, eVapt, Ping Identity, OpenID StrikeIron, Citrix, IBM, MySQL, Oracle, Intel, Microsoft, Sun, Vmware, Google, Amazon Web Services, Hewlitt-Packard.



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Cloud computing ecosystem (updated)

Posted by Bala Iyer on Fri, Sep 04, 2009 @ 10:51 AM

This network includes infrastructure providers (triangles), platforms (diamonds), service companies (rectangles), applications (ellipses), collabartion (circles). The starting point for this ecosystem was the taxonomy provided by Peter Larid. Additional companies are included based on the industry stack. Information about links were gathered from company webistes. Strategic links are shown in tan, technical ones are shown in yellow and green links denote system integrators.


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Cloud computing ecosystem from an API perspective

Posted by Bala Iyer on Mon, Aug 24, 2009 @ 12:23 PM

The previous network diagram captured all the annouced partnerships within the ecosystem. In this network, using data from programmableweb.com, we render the network based on mashups that exist between cloud providers.


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Cloud computing ecosystem

Posted by Bala Iyer on Mon, Aug 24, 2009 @ 11:51 AM

Here is an ecosystem of companies that operte in the cloud computing space. I got the initial list of companies from a taxonomy created by Peter Larid. I added a few companies to that list and then created a database of all their alliances using information provided on their websites. Infrastructure companies are shown as triangles, platform providers are diamonds and service companies are shown as circles. Link colors denote type of alliances -- strategic (tan), technical (yellow), systems integrator (green). 



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Tag Cloud of Cloud computing

Posted by Bala Iyer on Mon, Aug 10, 2009 @ 02:21 PM

For a research project on cloud computing, I created this tag cloud using various definitions of cloud computing (Thanks Sandeep). As you can see, hardware and software figure prominently. Also, the notion of utility and on-demand services.

created at TagCrowd.com


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Ecosystem visuals

Posted by Bala Iyer on Thu, Jun 18, 2009 @ 04:12 PM

This semester in my clouds, platforms and networks class, I had students collect data on ecosystems and render them using Pajek. Here are examples of what they came up with for the class.

The ecosystem for Amazon Kinlde and Sony eReader

EMC NetApp Ecosystem

Netflix and Hulu Ecosystem



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