I attended the funeral ceremony for Andy McCabe, EMEA Healthcare CTO, Enterprise Content Division, EMC, yesterday together with Yves Mahieu and John Gurnett. Andy passed away at the age of 52, after being diagnosed with stage 2 lung cancer just a short 7 months ago.
Our presence at the ceremony was highly appreciated by Andy’s wife, mother, and sisters as Andy’s work was very important to him and he was engaged in his worklife until his final minutes. His wife, Emy, told us that Andy wired his room in the hospital with a flat screen, iPads and computers to stay connected and supportive in requests coming from EMC field that were not aware of Andy’s difficult condition.
We all will remember Andy as a technical genius that took abstract business ideas and created the technical manifest to make it a reality. For us at the Enterprise Content Division, Andy was the bridge between the business solution and the enabling infrastructure. We constantly reached out to Andy to get his advice regarding architecture and sizing. Andy always replied with a smile and smart advice that made him so loved and appreciated by EMC colleagues, partners and customers.
Andy had a brilliant mind and could figure out how the complete healthcare stack evolves as well as which role each EMC product played in delivering a complete modernized healthcare experience. Andy spent significant time in the past 2 years developing an EMC presence within the fast developing world of genomics. Unfortunately, his sickness took him too early before his hard work could save his life.
Large-scale capital projects have always been the lifeblood of Energy companies. From offshore platforms, refineries, and pipelines to power generation plants and transmission lines, these projects fuel growth and enable companies to take advantage of new opportunities.
Despite their importance to the business, capital projects are often a risky investment for Energy companies. A recent Ernst & Young survey showed that projects in the Oil & Gas industry have a poor track record. In fact, E&Y found that nearly three-quarters of projects failed to deliver by their projected completion date, and nearly two-thirds of projects came in over-budget. Those are scary numbers, but the scale of these cost overruns makes it even worse: estimated projects costs averaged 59% above initial budgets.
Even in the best of times, this is a problem that demands attention. But in the Oil & Gas industry today, it is not the best of times. From its three-year high last June, oil prices have plunged dramatically over the last half of 2014, and the impact to this industry has Continue reading →
At Momentum at EMC World, our executive team spoke about the critical importance of content and how the “digital first mindset” is driving the way that people work in all industries. In today’s blog, our partner ecosystem provides insight into how going digital is a game changer, even in the sporting industry.
Every day IT consultants struggle to change the way clients work. We often hear “If it isn’t broke, why fix it?” But sometimes you’re bucking more than inertia, you’re bucking tradition. The American Football team, the Buffalo Bills, was keeping paper player health records and paper contracts worth millions in old school files—an entire back office workflow built on wood pulp.
The plays were outdated, but they were also tradition; simply the way most teams had long done things.
…now 90 percent of the record keeping we do is paperless. Everything is digitized and works off of that system.”
Shone Gipson, assistant athletic trainer for the Bills, was ready to do away with the paper tradition; including 50 years’ worth of files stuffed with crucial—and sensitive—player medical records. He knew the old way was broken and needed fixing.
Three years ago, Gipson and the Bills reached out to our team at Biel’s Document Management. They wanted a way to digitize player medical records, make them portable for players, and secure enough to comply with strict federal HIPAA (Health Insurance Portability and Accountability Act of 1996) regulations.
Given the “tradition,” we pretty much had to start from scratch: revising the process of Continue reading →
In this third and last post of the mini-series regarding the success factors for ECM Vendors in the Big Data era, I will share insights and considerations around another big ask I hear from customers that can have a big impact in determining the success or failure of an ECM suite: choice.
Enterprises are looking for potentially long term relationships with software vendors where the investments that they make today can keep providing value for as long as possible. A long-term relationship, and the ROI that it can generate, has a lot to do with the level of choice that the customer is provided with by the ECM vendor. Providing clients with choices and avoiding any lock-in situation can translate into lower risk for both, and long lasting benefits from the investments made. Choice definitely includes, but is not limited to, the technology aspects alone.
Choice is a key factor especially during this big global transformation when there are no certain paths and comfortable best practices to follow. Technologies, clouds and compliance requirements are evolving rapidly and these changes sometimes provide unexpected and disrupting new ways to approach business or new compelling events that open a whole new set of incremental businesses.
So customers need to be in a condition where they can select among the broadest set of options: choice to decide which cloud to use, choice to decide where the cloud should be: private, public or hybrid. They need to be able to opt for hybrid combinations of applications running in the public cloud integrated with applications running in the 2nd platform with their data secured within their firewalls. The more options customers will have when switching their IT models and architectures to meet their rapidly changing business needs, the higher will be the chances that their current investments will continue to produce positive ROI in the longer term.
Vendors that do not provide choices are seen with suspicious eyes by an increasing number of companies and even if these vendors have a good offering today they might lose against vendors with more flexible and future-proof strategies and offerings.
Embracing global industry standards prevents the vendor lock-in effect and provides customers with more options over many different aspects, which will turn into more flexibility, longer term ROI and maneuverability for the client. It’s again about choice. Offering an application fabric designed for the latest and most popular development languages and frameworks (ExtJS, AngularJS, Spring, etc.) will provide a more agnostic and autonomous approach to developers thanks to the abstraction from the internal business logic and complexity of the ECM backend framework. Therefore for customers, the pool of available resources to choose from is much bigger and the risk of getting stuck with limited options – costing the customer – is averted.
Choice and risk limitation can also derive from adopting open standards in relation to the archiving data architecture. Would you put all of your data assets in the hands of a proprietary and closed architecture? Or would you rather prefer an open architecture, which implements a global standard that guarantees future portability and choice to select among different technologies and clients to leverage your data mine? And what about the standards, which are governing specific industries? In Healthcare a correct implementation of the HL7, XDS and DICOM standards by the vendor will translate into a much higher level of choice for the customer when designing healthcare architectures and solutions requiring tight integrations with existing healthcare entities. The more choice, the lower the risk, and ultimately the higher the value.
Another important measure of choice an ECM vendor provides to its customers is given by the number of 3rd party applications that are developed on the backend.
Customers will benefit from a wide range of applications, technologies and solutions to choose from to solve their problems while consolidating their investment on the chosen technology. A rich 3rd party solutions portfolio can fill the technological and industry gaps that the ECM vendor cannot cover alone, extending and complementing its native offering. A broad ecosystem of partners that develop solutions on top of an ECM architecture represent a solid assurance on the longevity of the ECM vendor and its technology. In order to achieve all of this, ECM companies needs to provide standards based, open architectures where reliable API and REST services don’t come as an afterthought and are provided with a self-explanatory set of documentation. The success of an ECM platform as a development environment of choice of course is not only determined by technological factors but also by wise commercial political choices and investments in the partner arena.
Let’s start with a simple definition to better understand whether such things can exist. A smart city or county is one that embraces specific technologies for the betterment of the public. To be more precise, the smart city uses open data, big data, the internet of things, geolocation, and mobile technologies to improve the lives of those that live there.
A simple example would be a mobile app that tells you where the nearest fire station is located. It uses your location and cross references that to a public open data set containing the addresses of all the fire stations in the city. The app may not even have been built or paid for by the city as the city may have partnered with a local university where the app was developed as part of a student project or hackathon. Could this information help a home buyer with a preference to live close to a fire station? Yes, but the smart cities concept can go much further with even more interesting data sets, interactions, and apps. Are you tired of circling the block looking for a parking space? What about an app that shows you where the closest Continue reading →