Thank you for the 2010s and looking forward to the 2020s.

Happy New Year!!!  As we look forward to the new decade,  we should reflect on the past decade.  

Content-driven services
A lot happened in the 2010s,  Netflix, Amazon Prime, ESPN 3 made streaming content "cool."  I went this route because my DVDs were getting scratched, and I was not happy with my cable service.  Overall I saved money, and I was pleased with its flexibility. I could watch content on my handheld devices.  

Prediction for the 2020s:  

• I envision these types of streams will continue to grow, and the cable TV will eventually disappear.  Folks will pay for recorded and live content rather than specific tv channels.  I would rather directly pay the NBA, NFL, MLB, and NHL rather than go through ESPN and FOX sports.  
• I envision broker companies that will focus on aligning users, content providers, and marketing companies.  The broker companies will develop user profiles based on patterns.  They will use  AI and machine learning to build and improve user profiles.  These profiles will then leveraged to provided target adds.  Amazon is already taking steps to go this route via Amazon Channels[1].  

Technical Debt

Currently, Chief Information Officers (CIO) are struggling with aging infrastructure and the lack of funds to upgrade the infrastructure, which includes network infrastructure, databases, applications, and other IT-related components.  Hackernoon.com does a great job of defining Technical Debt[2], and Technical Debt is one of the significant causes of cybersecurity vulnerabilities.

Prediction for the 2020s:  

• Companies will be forced to address this problem in the 2020s because of security vulnerabilities that be in exposed in the old infrastructure.
• I envision start-up companies that will specialize in upgrading infrastructure, which includes moving digital assets (e.g., applications, data, and others) to the cloud. These companies will bring processes like DevSecOps[3] and the associated tools to the project.
• These companies will need to provide a holistic approach in assessing the issues, developing a strategy, and executing the plan. 

Leverage platform services

In the 2010s,  companies recognized that they need more enterprise IT services. Email isn't the only enterprise service. Services like Identity and Access Management (IAM) services, enterprise search,  document management, and others need to be considered as well. Companies bought the infrastructure and hired the staff to develop the service and maintain it.  Unfortunately, a document management SME doesn't have the bandwidth to understand the rapidly evolving cybersecurity attacks.  This leaves the businesses behind the eight-ball when it comes to sustaining an enterprise service and be vigilant of cyber threats.

Prediction for the 2020s:  

• Large vendors like Google, Facebook, Microsoft, and others will offer cloud-based enterprise services.  These services will have simple and clean interfaces.  By having a clean and straightforward interface,  the potential targets for a cyber attack are reduced. The current set of examples of cloud-based enterprise services are the Google Identity Platform [4], Tableau Online [5], and others. 
• I envision IT groups focus on training their staff on how to integrate their business applications with their enterprise services.  

CXO roles

Currently, the Chief Information Officer (CIO) is the chief IT officer in any business organization.  Typically the Chief Information Security Officer (CISO) and the Chief Data Officer (CDO) report to the CIO.  I envision these roles will change in the future.

Prediction for the 2020s:

• Due to the continuous threat of cyber attacks, the role of the CISO will be elevated in the business organization.  The CISO will be equivalent to the CIO.  
• The job of the CDO will continue to be a tough one[6].  The CDO role will not be funded well and may not have a lot of authority.  The CDO will need to please two masters, the CDO and CISO.
• The CDO role will follow a similar pattern to the Gartner Hype Cycle [7], where the hype will go down because the CDO role is not an operations role.  The CDO will be on the same level as the Chief Technology Officer (CTO) or lower.
• The Cloud Architect will be elevated to the C-Suite due to the complexity of the cloud and the cybersecurity threats. On December 30th, 2019, The Wallstreet Journal published an article, Ghosts in the Clouds: Inside China’s Major Corporate Hack[8], which discusses how the Chinese hackers went in through the cloud providers.

NOTE: Image for this blog post is located at https://pixabay.com/illustrations/new-year-s-day-2020-new-year-s-eve-4722431/.

---

[1] Casey, H., and Reisinger, C. (2019, May 13). What Is Amazon Channels and Is it Worth It? Tom's Guide. Retrieved from https://www.tomsguide.com/us/amazon-channels-faq,review-4125.html.
[2] Hackernoon.com. (2018, Jan. 25). There are 3 main types of technical debt. Here’s how to manage them. Retrieved from https://hackernoon.com/there-are-3-main-types-of-technical-debt-heres-how-to-manage-them-4a3328a4c50c.
[3] RedHat, Inc., (n.d.). What is DevSecOps?  Retrieved from https://www.redhat.com/en/topics/devops/what-is-devsecops.
[4] Google, LLC (n.d.). Google Identity Platform. Retrieved from https://developers.google.com/identity
[5] Tableau, LLC (n.d.). Tableau Online. Retrieved from https://www.tableau.com/products/cloud-bi.
[6] Bennett, Jo. (2016, Apr. 11). How chief data officers can tackle formidable roadblocks, including people, culture, and internal resistance. Smarter With Gartner. Gartner, Inc.  Retrieved from https://www.gartner.com/smarterwithgartner/half-of-cdos-succeed/.
[7] Gartner, Inc. (n.d.). Gartner Hype Cycle.  Retrieved from https://www.gartner.com/en/research/methodologies/gartner-hype-cycle.
[8] The Wallstreet Journal (2019, Dec. 30). Ghosts in the Clouds: Inside China’s Major Corporate Hack. Retrieved from https://www.wsj.com/articles/ghosts-in-the-clouds-inside-chinas-major-corporate-hack-11577729061.

Sorry Walmart. I don't buy books or DVDs but digital content

As my love affair with my Kindle Fire continues, I realize that my buying habits are strongly influenced by my Kindle Fire.  I don't go to Barnes and Noble to buy books anymore.  I now go to Barnes and Nobles to have a Starbucks coffee (a venti bold) and an old-fashioned donut.  I don't meander towards the section at Walmart where $5.00 DVDs are littered in a container.

I used to buy DVDs but now I don't.  I don't miss my five kids' small fingers scratching the DVDs or finding the DVDs in unexpected places.  My PS3 DVD drive doesn't work either due to curious kids playing with the PS3 buttons.

With Amazon, Netflix and other companies pushing streaming content, I don't buy my content on physical devices.  I buy movies and books on Amazon and store it on their cloud. I plan to purchase kindles for my wife and my older two kids in the next few months and give them access to my Amazon library.  I also plan to lock down the kids devices and let them access Amazon freetime which is a kid friendly site.

It is true that you cannot stream content on the Kindle without Wi-Fi.  The big question is then what do we do when we are traveling in a car.  The Kindle let's you download movies and books on the device. 

This leads to a future prediction.  Cars will have Wi-Fi connects which will allow their passengers to access content while traveling.

What does this mean to traditional companies like Walmart, Target, Barnes & Noble who sell content on traditional devices.  They need to evolve.

I could see them getting in content storage business.  What!!! WalMart in data storage business?  No way!!!  Disney is doing this already.  When you buy a Disney movie on DVD, you can also access the DVD content online via DisneyFile.  Disney may done it for mobile devices like iPads and other tablets but there is a market for content storage.  Amazon sells content storage space at an extremely rate.  Check out Amazon Glacier

All said and done.  Digital information business is rapidly evolving.  Security is a concern but that hasn't stopped folks like me changing their buying habits and driving change.

Netflix Phenomenon and Mobility

Three weeks ago, I attended a two day workshop called the mGov Strategy.  This workshop's purpose is to provide input to OMB's mobility strategy for the US Federal Government.  Steve VanRoekel, OMB CIO, sponsored this workshop.  US civil servants from various lines of government joined the workshop. OMB split the working group into five sub-groups.  The sub-groups were:

1. Acquisition - How can US government address acquisition of mobile technologies and services? Can the US government streamline the acquisition process.
2. Security - How to safeguard government information and technologies from hackers.
3. Privacy - How to protect mobile user information from inappropriate use especially when they interface with US government mobile sites and apps.
4. Citizen apps - How to develop a mobile presence to engage US government's biggest customer US citizen.
5. Infrastructure - How can US government address the evolution of mobile technologies and associated technologies like cloud computing, social computing and others.

As the member of the security sub-group, we discussed several policy and technical approaches.  The thing that caught my eye and basically sums up any future technical advancement is the ability to do use any application from anywhere and anytime.  I call this the "Netflix phenomenon"

Even though Reed Hastings, Netflix CEO, won't win the CEO of the year award, I still give him credit in taking the movie watching experience from a cinema theater to any possible device which is accredited by Netflix.  I admit that Google introduced this feature with YouTube however Netflix took it to a new level.  I can now start a movie via  my laptop, pause it and then resume it on my iPad.  I like this DirecTV commerical which captures what I am talking about.


To develop this type of an IT service, enterprises need to invest in the following technologies and architectures like:

• Cloud computing - IT departments need to centralize their business applications and act as cloud brokers to outsource some of their applications to third party clouds like Amazon EC2, Google Cloud, Rackspace and others.  I believe unless OMB makes significant investments in IT infrastructure, agencies will have to act as cloud brokers. It's a cost effective mechanism.
• Smarter Pipes - Where is Mario when you need him?  With all of the data and information streaming back and forth between clouds, user devices, government needs to influence how IT networks should evolve.  Since mobile users are constantly starving for the fastest network, vendors have to realize that simply scaling up the networks is not a sustainable model.  Vendors and research institutes need to look at how data should traverse the network and optimize it.  A good example is that vendors need to develop information caching mechanisms at the network level.  
• Smarter security - One of the best phrases used by the mobile users in the government space is, "brick". Users can call and email on a brick but nothing else.  Security personnel should realize that clamping everything defeats the purpose.  IT risk management should be a key in developing a smarter security posture. Single sign on is key as well. No one wants to sign on with multiple usernames and passwords to do their work.
• Usability - One of the best parts of using Netflix is how intuitive the user interface is.  Ease of use is a key phrase to describe Netflix's user interface.  We need to identify and prioritize what functionality is needed or desired on a mobile app.
• Flexibility - Use sound architecture principles like loose coupling, simple interfaces and architectures.  Simpler is better.  
• Standards based architecture -  Eventhough there is an over abundance of  standards especially XML (frankly I am sick of how folks are misusing it), we still need to emphasize it and design appropriately.  Having a 50MB XML payload in SOA enabled information exchange is NOT smart architecture.  I am not going to expound on the 50MB XML example since it is aggravating.

Even though Reed Hastings didn't make alot friends with Qwikster or jacking up the monthly Netflix fees,  he did build a pretty cool service called Netflix streaming.  As I write this blog, my youngest son is watching Power Rangers in Space via the WII and my oldest two are watching a Dreamworks movie via the PS3.  My third one is having fun the old fashioned way. She is attending a birthday party. Thanks Reed and now bring down the monthly fees.

Google TV

I am glad that I trusted my gut instincts and got rid of Dish Network and wanted to watch all of my television via the Internet. I did it because:

• I didn't want to let my kids watch tv all of the time
  
• it saved me alot of money (around $120/month)
  
• I wanted to watch TV shows when I wanted to watch them
• I didn't want to revolve my schedule around a specific time of the week
• I wanted to pay for content that I was more comfortable. I would have paid more money to watch all NBA games and not the Catholic Channel.

It has worked out. I enjoy ESPN3, Sunday Night Football on NBCSports.com, Netflix, Hulu, YouTube and others. I now have a wider selection on Comcast and I am thinking of getting NEO Cricket channel.

Television content is now geared towards my lifestyle and I am not altering my lifestyle to watch TV. Google TV, Comcast and others are enabling others to do the same.