Ea S Presentation Mc D 20090824

© Copyright Doug McDavid 2009

Doug [email protected]

International Conference and Workshop on:

Enterprises *as* Systems

Architecting the Social Enterprise: the Making of CC

24 August, 2009 – Northern Illinois University

1



Introductory remarks

Objective: To review a number of dimensions of business architecture and illustrate with a real-world story

The example is a social networking and value capture system It is based on a number of factors converging at this time (economics,

services industries, globalization, and social networking technologies) The key idea is to provide the ability for local and virtual communities to

value the work of their members with their own local currencies

The story may not have a happy ending (yet), but is useful

This presentation assumes that enterprises (such as businesses and agencies) are human social systems

As human social systems we assume that they are autopoietic



Key factors and trends form the background for our example (CC)

Increasingly globalized economy

Proliferation of human and ecological problems - local to global

Long-wave economics sees that we’re on the threshold of points to long-term wealth-creation based on increasing incorporation of IT into the fabric of society

Era of service-based industries and economies

Enterprises increasingly fragmented, and reintegrating in the form of ecosystems of specialized firms

Widespread financialization of the global monetary production economy

Projection of self in everyday life - personal branding

On-line marketplaces, like EBAY, for previously undervalued assets

Mash-up world of Internet technologies

Near-ubiquity communication networks and continuous connectivity



Basics of the CC example

Everywhere you look there are networks of human relationships, as well as formal organizations.

Capitalizing Communities (CC) establishes a special type of community -- one that supplies its own internal currency.

By "currency", think of things like frequent flier miles, that have value within a defined sphere, and even beyond.

CC deals with communities of people with complementary skills and interests

A community member is able to bid on interesting work within projects

Through negotiation people decide how this work will be rewarded by shares of the community

When project is completed, members are issued shares of the community, denominated in their own accounting unit (as a form of currency)



5

The business of designing and implementing information systems isn't exactly rocket science …

Proton Siriuswww.ilslaunch.com



6

… it's brain surgery!

Most pictures from: The History of Psychosurgery, Renato M.E. Sabbatini, PhDhttp://www.epub.org.br/cm/n02/historia/psicocirg_i.htm

© Copyright IBM Corporation 2004, 2005

Enterprise Architecture & Technology

June 2005 | IBM Confidential |7

One challenge of transformation is to make sense of business …

This is what a business looks like

Business is largely a human social system that is intangible and invisible.

This is what software looks like

Software is also intrinsically complex, malleable, abstract and invisible.

… while the other transformation challenge is to link business to IT.

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Information technology can be a jumbled mess, but architectures and patterns can help make sense of it.

MotivationsAttitudes

Belief

s

Purpose

Objectives

GoalsProducts

Results

Value

Experiences

Commitments

Roles

Cap

abili

ties

Accounts

Resources

Events

Services

Processes

Work practi

ces

Decisions

Brands

Communications

Org

aniz

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ns

Messaging

Culture

FunctionsLocations

Situations

Values

Business can be a jumbled mess too, but architectures and patterns can help make sense of it as well

Our focus is on how these architectural viewpoints come together.

Motivations

AttitudesBeli

efs

Purpose

Objectives

GoalsProducts

Results

Value

Experiences

Commitments

Roles

Cap

abili

ties

Accounts

Resources

Events

Services

Processes

Work practi

ces

Decisions

Brands

Communications

Org

aniz

atio

ns

Messaging

Culture

Functions

Locations

Situations

Values

Non-functionalrequirements

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interfaces

Data

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ar e

Software

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ns

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omponents

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ratin

g sy

stem

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orks

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Business architect role





8

A broad view of architecture

Can be applied to virtually any complex subject “architecture of the human mind” “architecture of politics” “architecture of belief” “cognitive architecture of humor”

Can applied as guidance for building something

Can be applied to better understanding something

Can be intrinsic to or representation of something

* Oxford English Dictionary

Architecture is: “Construction or structure generally; both abstract and concrete.” *



9

IT architecture is a subset of business architecture

An Enterprise

Enterprise

Intelligence gathering

Direction setting

Chain of command

Cu

lture

Operations

Recursive organizationResources

Technology

Talent

KnowledgeInformation

Data

Energy

Locations

IT

Finances

Products

Transactions

IT architectureBusiness

architecture

Business situation

Imag

e

Investment

Enviro

nmen

tal f

acto

rs

Services

Regula

tions

Enterprise

Enterprise

Enterprise

Enterprise

Enterprise



Architectural views that help understand, articulate, design and nurture the human social system aspects of enterprises

Enterprise ecosystemsArchitecture of business intentOrganization structuresPower architectureRoles and accountabilitiesDecision architectureProcesses and proceduresPracticesBoundary architectureSocial networksInstitutional architectureBrand architectureCultural architectureSocial bondsEmotional architectureSemantic architecture

And, of course, there are IT architectures, as well



Enterprise ecosystems

Enterprise ecosystems – Multiple enterprises interact with each other in a marketplace environment. Increasingly partnerships of supply chains are competing against another partnerships of supply chains to gain market share. It is more difficult these days to distinguish the internal complexity of an organization fro the relationships across the ecosystem. Elements: enterprise, business relationship, relationship types Sociality: To get to social aspects we need to drive deeper into the relationships that

constitute ecosystem view Example: CC expects to spawn an ecosystem that includes the communities

themselves, the clients of communities, merchants who take communities to be new markets, and various software developers who will write add-ons and plug-ins according to CC’s specification of an interaction protocol

List



Emergence of the semi-conductor industry ecosystem

1985

DistributorDistributorDistributorDistributor

DistributorDistributorDistributorDistributor

SemiconductorSemiconductorManufacturerManufacturerSemiconductorSemiconductorManufacturerManufacturer

Capital Capital EquipmentEquipment

ManufacturerManufacturer

Capital Capital EquipmentEquipment

ManufacturerManufacturer

Indirect Indirect SupplierSupplierIndirect Indirect SupplierSupplier

Technology Technology ResellerReseller

Technology Technology ResellerReseller

ComponentComponentManufacturerManufacturer

ComponentComponentManufacturerManufacturer

Raw Material Raw Material SupplierSupplier

Raw Material Raw Material SupplierSupplier

System OEMSystem OEMSystem OEMSystem OEM End User

2003

Service Provider

Foundry Assembly & Test

ContractManufacturer

Fabless Design/

IP House

System Design House

Created by Denis Mathias, BCS partner.

Value flows stimulated by CC (a multi-sided enterprise)

Community member

CLUs

Community member

Services

CLUs

Merchant

CLUs

CLUs

Goods

Exchange

$$s

CLUs

Investor

Performance arena

CLUs

Assets

Client

$$$s

LC maker

CLUs

$$$s

Assets

Assets

CLUs

CLUs Results

LCs

Community

CLUs& $$s

CLUsLCs

CLUsLCs

CLUs

$$s

CLUsLCs

$$$s

CLUs

Community CLU bank

CLUs

CLU -- Community Liquidity UnitLC – Liquid Contract

LEGEND



Architecture of business intent

Business intent – Covers the range from the overall business model of the enterprise (how we make money) to operational goals and objectives. The other aspects of the business (including IT), need to be evaluated against the appropriately related intent. Elements: desires, opportunities, decisions, goals, objectives, communications Sociality: Intent is a human attribute, and in enterprises it is a manifestation of a social

interaction Example: CC has the intent to provide communities of interest and practice with the

alternative currency-based tools, methods and expertise to harness the energy of social networks into wealth-creating enterprises.

List



Organization structures

Organization structures – One of the most common ways of thinking about the architecture of enterprise is the organization chart. Everyone is interested in the “org chart” because it lays out many of the important functional specializations and power relationships in the enterprise. This tends not to be a stable architecture, because in most enterprises the chart itself, as well as incumbent responsibilities of groups and individuals, is in a constant state of flux. Organizational structures included hierarchy, matrix, M-corp, etc. Elements: Organization, manager, reporting relationship Sociality: The social aspects of the organization chart are limited to a power reporting

structure Example: The CC development required attention to two sets of organization structures – the

structures of communities and of the company itself

List



Organization structure

reporting relationship

Organization

Manager

Organization

Manager

Organization

Manager

Organization

Manager

Organization

Manager

Organization

Manager

reporting relationship



A well-known generic organizational framework is Stafford Beer’s Viable Systems Model.

Environment

Present

FutureIntelligence

Co

ord

inat

ion

Control

Policy

Op Unit 1

Op Unit 2

Op Unit 3

From: Rudolf Kulhavy, From Banks to Banking: Architecting Business Performance Transformation, 2005



Power architecture

Power architecture – The basic relationship in most enterprises is that of employer and employee, extended through limited power sharing to that of boss and subordinate. Manifestations of power include responsibility, accountability, authority, autonomy, etc. Elements: Role-player, demand, constraint, reward, sanction Sociality: Power is kind of the dark side of sociality, and not often explicitly described

aside from the formal organization chart. But “everyone knows” the power of the boss’s secretary, the superstar developer, etc. whose power is incommensurate with their formal role.

Example: CC recognizes that communities need some form of leadership, for the primary purpose of setting up the specific form of the community. In most respects CC aspires to self-employment and self-governance, as opposed to strong power relationships.

List



Roles and accountabilities

Roles and accountabilities – A design pattern where organizational roles are populated by individuals who are accountable for delivering negotiated outcomes to other roles. Negotiated terms and conditions (funding, authority, resources, etc.) can be associated with the primary deliverables. (Haeckel, 2008) Elements: role, role-player, negotiated accountability, outcomes (effects), conditions of

satisfaction Sociality: This pattern is prescriptive, and in effect it creates a form of bounded sociality

where a few simple rules of engagement give rise to organizations with maximum adaptability in the face of changing environments

Example: From a CC point of view there are a few key roles inside communities and inside CC itself that provide negotiable patterns of accountability.

List


Enterprises *as* SystemsR&A model for CC - incomplete

Member

Performer

RecipientLeadership

Visualizer

Community

External Party

Merchant

Community Investor

Tool Developer

Organization Designer

CCCommunity Intelligence Provider

Best practices > Close fit to situation < Permission to use this story

Economy protocol > Meets desires < Co-optimization

Community data > Timely, accurate, meaningful < Clear specifications

Valuable performance > Meets desire < Fair valuation

Community design > Viable < Feedback

Opportunity description > Appropriate domain > Doable > Value estimate(s) < Refinement

CCInvestor

Ecosystem partner

CC functionality > Conformant < Standards support

Analytics > Relevant < Clear specs

SW ideas > Fresh < Architecture

ROI > Within specified time < Team membership



Decision architecture

Decision architecture – Enterprises encounter steady streams of decisions in the course of doing business. These range from simple front-line decisions with customers or clients to complex and far-ranging strategic decisions, such as a corporate merger or acquisition. The key here is that reduction of uncertainty in the decision-making process depends on the information that reduces uncertainty to the level where a decision can be made with confidence. Elements: Decision, role-player, institution, domain element, information Sociality: Decisions can be made collectively, which is clearly a social process. Example: CC has put quite a bit of effort into thinking about the flows of decisions within

communities, as well as within the company. A whole set of key decisions will be made by community leadership that set the parameters and structure for community operations, enabled by selected software modules

List



Decision:Which community to

join

Roles:Member

Information:Asset needsPerformancesMarket standing

Institutions:Community standardsCurrency affordancesReward structure

Example of a decision pattern from CC



Processes and procedures

Processes and procedures – Process is linked with procedure to signify the organized activities of the operational side of the enterprise, where processes are relatively deterministic and repeatable. This is an area where business has focused massive attention, on the assumption that ICT can be used most effectively, to enforce procedures, to support repetition, and to take over from people various behaviors that can be completely codified. This is also an area where the architectural view has spawned a number of tools to help the practitioner. Elements: activities, roles, role-players, outcomes, inputs, resources, flows, triggering

events Sociality: Even the most robotic process has a human recipient, though in such cases the

sociality is greatly reduced and intermediated by technology that stands between human participants

Example: CC is fundamentally an accounting system, so there would be high-volume, simple transaction processes, as well as the normal processes of running a business

List



Process and procedural models



Practices

Practices – The idea of work practice is specifically juxtaposed against the process or procedural viewpoint. At the heart of this view is the recognition that practitioners have various skills and know-how that are brought to bear when called upon. Practitioners form communities based on learning and improvement of their knowledge and skills. This includes specific types of role-players, such as mentor and legitimate peripheral participant. (Lave, 1991) This sets up specific kinds of relationships between master and apprentice, or similar senior-junior practitioner complementary role-playing. Practices deal in both skills and lore. Practices have processes, and they participate in processes that invoke various practices. Elements: Practitioners, communities, knowledge, skills, lore, role-players, tools,

specialized language, relationship to processes Sociality: Since practices are practiced by human groups (not automation) they are

intrinsically sociable Example: CC is focused on the value-creation ability of community practices by focusing

and rewarding practices developed within the network of communities.

List



Boundary architecture

Boundary architecture – This reflects how boundaries are created and bridged among communities of practice by boundary objects. Star and Griesemer identify four types of boundary object: Repositories of modular, indexed collections of objects that people from different worlds can draw on without direct negotiation with each other; ideal types as commonly understood abstractions; coincident boundaries as concepts that have common scope for participating communities, but that have different internal contents in each; and standardized forms that capture data from various viewpoints of discipline and practice.An example of boundary objects are method-based work products, which span specialized practices that work together to produce software. Elements: distinguishable social entity, trading zones, standardized methods, representations

that link theory and practice, objects that define boundaries, power positions, boundary objects (repositories, abstractions, shared scope, standardized forms)

Sociality: This technique provides a viewpoint into an important social aspect of enterprise that is often overlooked by standard ideas of business architecture

Example: This method of understanding how teams and disciplines work together can be a key service offering by CC on behalf of its network of communities

List



A simple example shows various types of boundary objects that span business language communities.

Name: Question:

Answer:

Question:

Answer:

Template definitionPersonnel

management

Employee

Personnel hotline agentCall

tracking system

HR professionalism

Hotline group

Benefits department

Employee database

COBRA benefits

Paper notes

Post-It1.Employee #

Procedures

Procedures

Escalation

From: Cherbakov and McDavid, Boundary Objects to Bridge the Gap, PLTE, 2005 (RBV080) -- Based on: Mark S. Ackerman and Christine Halverson, “Organizational Memory: Processes, Boundary Objects, and Trajectories,” Proceedings of the Thirty-second Annual Hawaii International Conference on System Sciences, IEEE, 1998.

Name: Question:

Answer:

Question:

Answer:



Social networks

Social networks – In addition to any formal organizational structure, a lot of what is accomplished in organizations is done informally, in spite of the standard systems. A discipline has grown up around studying patterns of informal interaction, and forms the basis for this architectural view. Tools and applications address social networking to enable communities of interest and practice. (Granovetter, 1973) Elements: role-players, organizations, ties, strength of tie, information transfer Sociality: By definition social networks are social. This is a wild card kind of sociality that

managers and organization designers ignore at their peril. Example: CC intends to leverage social networks as described here, and enable them to

become value-producing, collaborating communities

List



The SmallBlue tool generates a social network architecture

Mechanisms to locate skills and affinity groups

Capture tacit knowledge without requiring user to proactively enter data in a separate repository

Bring transparent and secure information sharing to Notes and Sametime



Bee Hive (a corporate Facebook) provides virtual office walls

Shared pictures of company events, families and friends, and “What I did on my vacation”

Jokes, philosophies, experience reports

Well-planned and ad hoc events convened electronically



Institutional architecture

Institutional architecture – Organizational elements that shape enterprise behavior based on established custom or law (e.g. “the institution of marriage”), as used by institutional economists. (North, 2005). Organizational design is largely about the selection of institutional elements to be applied. A key design point is how to enforce or constrain institutional forms through technology. Elements: rules, domain elements, role-players , technology Sociality: The institutional architecture as described here is a whole collection of

mechanisms for bounding and encouraging social interaction. One of the reasons they are important for this discussion is that these institutions form the basis of much of the encoding that is supported by ICT.

Examples:

• General – guidelines, mandates, laws, rulings, corporate forms (corporation, partnership, franchise); legal (tort, intellectual property, contract, election); property (title, escrow, equity, investment); market (exchange, auction); transaction (offering, acceptance, consideration, charity); payment (fee for service, pay per use, gift, credit, billing); evaluation (ratings, peer review, reputation); rehearsal; research protocols; friendship; etc.

• CC – Corporation. partnership, franchise, auction, fee for service, pay per use, contract, ratings, indexes (e.g. AAA), informal networking, esthetics, IP (USPTO, Creative Commons, etc.), peer review, reputation, rehearsal, banking, credit, exchange, billing. research protocols. market, title, escrow, equity, investment, Gift

List



Brand architecture

Brand architecture – There is a branch of marketing devoted to study of brands. People in that discipline use the term “brand architecture”. This “reflects the extent to which the brand spans product categories, subcategories, and markets,” (Aaker, 2004) and addresses the scope of a given brand in relation to other company brands, as well as its relation to competitor brands and portfolios. Technology can project the brand, to make the business system visible. Elements: portfolio, brands, messages, sub-brands, product-market offerings, co-brands,

other firms, portfolio role (Strategic Brand, Branded Energizer, etc.), relationship of brands within the portfolio (Brand Groupings, Hierarchies, and Network Models.)

Sociality: A brand is intended to attract individuals to interact with the enterprise. This is a complex social form, mediated by products and services in the marketplace.

Example: Part of the service offered by CC would eventually be guidance on branding for communities in the network

List



Cultural architecture

Cultural architecture – Sometimes referred to as “corporate culture”. Hard-nosed business people take culture very seriously. “In all of my business career, I would have always said that culture is one of the five or six things you worry about if you're a leader. You worry about markets, and competitors, and financial assets and strategy. And somewhere on the list is culture. What I learned at IBM is that culture isn’t part of the game. It is the game.” (Gerstner, 2002) Elements: norms, guidelines, styles, founding stories (myths), personality of the founders,

internal branding, ceremonies, manner of working Sociality: The social interactions of the enterprise are largely shaped by cultural factors.

This is a major dimension that is often overlooked in the haste to apply ICT innovations. Example: CC expects to offer services to communities based on understanding of cultural

issues. On the other hand, CC (the company) is composed of a mix of academic, business, and technical cultures, which has been a challenge to its ability to move forward in a coordinated fashion

List



Social bonds

Social bonds – Intrinsic to understanding enterprise sociality is an architecture from the viewpoint of social bonds themselves. The most acknowledged in business is the power relationship, which has its own viewpoint. In the regime of enterprising sociality we expect to see more emphasis on other types of social bonds, such as friendship, collegiality, sexual, dependence. Elements: bond, role-players, emotion, desire, purpose, preferences (utilitarian, aesthetic,

ethical), image of self, image of other, attraction, trust, characteristics, experience, capabilities

Sociality: This is the heart of sociality. Example: This aspect remains to be adequately explored in the creation of CC

List



Emotional architecture

Emotional architecture – Ties in to branding and other aspects of business. It is not easy to represent this, or even to discern it, but this is a major influence on buying behavior, employee productivity, customer relations, etc. Emotions of interest include attraction, desire, repulsion, expectation, excitement, enthusiasm, anger, outrage, joy, sorrow, altruism, fear, greed, etc. Elements: Role-player, situation, emotions Sociality: Influenced by, and giving rise to, social behavior Example: The idea of wealth-creating communities is designed to appeal to

emotional commitment to collaborative work

List



Semantic architecture

Semantic architecture - Cuts across these other architectures. It is a way of exploring what people really talk about and worry about within the context of their shared enterprising. These issues call for a separation of concepts from the language that is used to express the concepts. This is a very tricky matter, and is the key issue for effective analysis and positive intervention in the affairs of communities seeking improved communication, coordination, or collaboration. Elements: concepts, conceptual relationships, terms, definitions, lexical relationships, logic Sociality: The architecture of enterprise meaning is fundamental to understanding issues of

sociality. Everything expressed within the enterprise is expressed in language. The lack of commonly understood languages is a well-understood limitation to effective enterprise sociality.

Example: folksonomies, tagging, ontology language, database, glossary. CC has the opportunity to offer services to communities that highlight the semantics of what they know and what they do,

List



Ontologies create semantic bridges among business entities

Conversations

Commitments

Contracts

Transactions

Corpus of business content

Lexicon

Implicit Ontology

Explicit Ontology

UpperOntology



A semantic architecture disambiguates meaning between business terminology and IT manifestations

Generic business concepts

Industry-specific extensions

Ontological models

Terminology models

Information systems modelsObject model

E/R modelReverse-engineered

model



A high-level view of a semantic architecture

BusinessSituation

BusinessPurpose

BusinessCommitment

BusinessOutcome

BusinessRole-player

BusinessFunction

BusinessResource

BusinessBehavior

BusinessLocation

constrainsmotivates

defines

alterssenses

supports fulfills

mandates

negotiatesgoverns

produces incorporates

performs

manipulates

facilitates

houses

Is assigned as

Invokes and sequences

Based on: "A Standard for Business Architecture Description" D. W. McDavid, IBM Systems Journal, v. 38, no. 1, 1999.http://www.research.ibm.com/journal/sj/381/mcdavid.html

enacted by



Some IT architectural considerations

List



ICT is structurally coupled to the enterprise

Structural coupling definitions: “Structural coupling is the term for structure-determined (and structure-determining)

engagement of a given unity with either its environment or another unity. The process of engagement which effects a ...history or recurrent interactions leading to the structural congruence between two (or more) systems". (Maturana, 1987)

It is “...a historical process leading to the spatio-temporal coincidence between the changes of state” (Maturana, 1975) in the participants. As such, structural coupling has connotations of both coordination and co-evolution. (Thellefsen, on-line)

Niklas Luhmann describes structurally coupled systems as being in a state of mutual irritation and resonance. “Structural coupling is a state in which two systems shape the environment of the other in such a way that both depend on the other for continuing their autopoiesis and increasing their structural complexity.” (Moeller, 2006)

Enterprises and technologies are rapidly co-evolving Technology is not an inert enabler, but through an ecosystem of

technological specialists is itself composed of an accountable set of human enterprises.

Sociable technologies are coupled to the functions of enterprises that project the self of individuals and organizations into a globally open market of services and collaboration.

The generation coming into the workforce expects to find such technology in the workplace.



Basics Store and retrieve File service and document sharing Versioning

Tracking interactions Hits Click-throughs Cookies

Content types Textual, graphical, and audio Still vs. active.

Accessibility Search Tagging Ontologies and controlled vocabularies Text analytic

Boundaries Zones of availability on a various scales.

• Intranet• Extranet • Internet • Access control

Links

Threading Text chat Voice Video

ICT architecture functions for sociable technology

• Communication modalities – Broadcast– Narrowcast– Pointcast – Peer-to-peer– Publish and subscribe

• Interactions– Real-time or asynchronous – Two-way or multiple participants

• Complex ICT services– Calendar – Work allocation, – Groups– Automated message origination– Decision-making.

• Opinions– Rating – Ranking – Rewards– Reputation

• Visual design• Commerce

– Advertisements– Purchasing software

• Openness to integration



Business ServicesSupports enterprise business process and goals

through businesses functional service

Enterprise Service Bus

Interaction Services

Enables collaboration between people,

processes & information

Process Services

Orchestrate and automate business

processes

Information Services

Manages diverse data and content in a unified

mannerDevelopmentServices

Integrated environment

for design and creation of

solution assets Partner Services

Connect with trading partners

Business App Services

Build on a robust, scaleable, and secure services environment

Access Services

Facilitate interactions with existing information and application assets

Management Services

Manage and secure

services, applications &

resources

Infrastructure Services

Optimizes throughput, availability and utilization

App

s &

In

fo A

sse

ts

Service Registry

SOA Foundation Reference Architecture



SENSE

INTERPRET

DECIDE

ACT

Community Consultant

Constraints

Role is advisory onlyTime limitations Learning curve for a domain

Valuation models Community eval Asset profile model Org health model simulation model

TeachGuideFeed back

What interventions to make in the community practice

Network statistics Currency valuations Current community’s assets

and performances Cultural observation

Design points for a HUD for CC’s Community Consultants

PurposeGuide communities towards economic health

Copyright 2009 Stephan H. Haeckel



Open source software development

Social networking

Defense, medical, corporate, entertainment

Collaboration, training, distance learning, marketing

Virtual world technology offerings are proliferating



Manner of use Artifacts

• Utilitarian or aesthetic• Past, present or future• Real world renderings or fanciful creations

Activities• Performance • Simulation • Collaboration

- Simple meetings- Conferences - Joint development of intellectual content

Focus of use Mode of engagement

• Uses -- VW is used in conjunction with other activities• Within -- VW is the place to conduct business• About -- Virtual space is the business opportunity

Issues addressed• Collaboration• Meetings• Marketing• Design• Etc,

Taxonomy of usage of virtual world technology



Doug chose to live in a place that has interesting neighbors!

Features of this location in the Yurim sim

• Near Jnana software• Art• Orientation trail• Meeting space• Professor from GWU• SL Herald managing editor• Space for the pirate ship …



The virtual world converged with the real world as well-known RL and SL artist visits IBM Research



Doug giving a presentation in second life



The enterprise in the clouds is the platform for 21st century innovation

Features and characteristics

• Cloud computing

• SOA-based

• Platinum rule of services

• People as source of value

• Standard processes

• Buying and selling as two sides of the same coin

• Continuous close

Ea S Presentation Mc D 20090824

Documents

Transcript of Ea S Presentation Mc D 20090824