Nicholas Evans is a Vice President and General Manager within the Office of the CTO at Unisys. One of Consulting Magazine’s “Top 25 Consultants” for 2007, and one of ComputerWorld’s Premier 100 IT Leaders for 2009, he leads the worldwide Strategic Innovation Program and the company’s focus on disruptive technologies and trends including cloud computing, mobile computing, social computing, big data, and Cybersecurity.
Mr. Evans has over twenty years of consulting experience in a wide variety of industries. He is the author of several books on emerging technology including titles from Financial Times Prentice Hall ("Business Innovation & Disruptive Technology: Harnessing the Power of Breakthrough Technology…for Competitive Advantage" and "Business Agility: Strategies for Gaining Competitive Advantage through Mobile Business Solutions"), Microsoft Press, and Powersoft Press. His other writings at Computerworld are listed on his author page.
Prior to Unisys, Mr. Evans was Global Lead, Emerging Technology at BearingPoint, Inc. where he focused on the delivery of emerging technology strategies and solutions for BearingPoint clients. Prior to BearingPoint, Mr. Evans was the National Technical Director for E-Business at PricewaterhouseCoopers. He co-founded the National Internet Consulting Practice for Coopers & Lybrand in 1997.
His extracurricular interests include triathlon having been a member of Team USA and a former U.S. National Champion.
Contact him at the email below or connect with him at LinkedIn.
This is a weblog of Nicholas D. Evans. The opinions expressed are those of Nicholas Evans and may not represent those of Computerworld or Unisys.
The term game changing has been thrown about so extensively that it has lost much of its initial impact. The litmus test for this over-used adjective, of course, is whether or not the technology in question does indeed change the actual game in a significant (or even disruptive) manner -- whether that is a commonplace business model or process, or even a more literal sporting event.
As part of their everyday use, many IoT devices will contribute to what I call the “Internet of Behaviors”. This is the detailed usage and behavioral data that’s collected as individuals use various IoT devices and systems. It provides compelling insights that organizations can use to gain a better understanding of their customers in terms of their preferences, behaviors and interests.
The cybersecurity world is at a crossroads in its evolution. In the same way that concentric castles, with inner and outer walls, were built in response to advances in siege technology, a new approach is required for cybersecurity due to the evolving nature of today’s threats. This new approach should combine the existing tenets of “converged security” and “defense-in-depth” with the new tenets of “zero trust” and “adaptive perimeter”.
As emerging technologies evolve they often find an initial niche in highly specialized application scenarios, or in specific industry verticals, before expanding to wider areas of applicability. Within these initial niches the end users can be any combination of early adopter from digital enthusiasts, to fashionistas, to – perhaps mostly importantly - folks simply using the technology because it serves a specific need extremely well.
Protecting against malware, as well as protecting against other forms of cyber-attack, is a bit like playing chess. You need to know the characteristics of your opponents and their typical moves – and that’s just for starters. Just like chess, many of these hackers, have a playbook of moves that they’ll try out on their opponents to uncover vulnerabilities.
As we move swiftly into 2014, here’s a list of what I believe are some of the top considerations for CIOs embarking upon their digital transformation agendas.
Every fifteen years or so, the IT industry has witnessed new innovations in computing which have changed the way IT services are delivered to the business and end users. After the mainframe era, mini-computing era, personal computer and client-server era, and the Internet era (or more correctly, the “Web” era), we’re now in what many call the fifth wave of corporate IT. This fifth wave is characterized by a new master IT architecture comprised of social, mobile, analytics and cloud technologies collectively known as SMAC.
It may come as no surprise that one of many challenges with innovation in large organizations is in successful execution. There’s often no shortage of ideas, but the optimal alignment of organizational funding, processes and structures necessary for translating these ideas into a steady pipeline of new products or services is often a significant management challenge.
It's critical to maximizing the business value of disruptive trends -- such as social, mobile, analytics and cloud -- that we understand their adoption lifecycles and leverage them appropriately at each stage.
Sometimes the CIO plays the role of Scotty, making repairs to the engine room. Sometimes the CIO is a strategic advisor to the captain, relying upon data and logic to guide the captain's life and death decisions for the ship. To help illustrate this, we’ll look at cloud computing, mobile computing, social business and big data with an eye towards how they’re contributing to both IT as the engine room and IT as the business.