Recent Blog Posts

Public Cloud is Unsecure… Isn’t It?

When the discussion turns to the use of public cloud, statements are often made that the cloud is not secure. According to the National Institute of Standards and Technologies, public cloud is an “infrastructure [that] is provisioned for open use by the general public. It may be owned, managed, and operated by a business, academic, or government organization, or some combination of them. It exists on the premises of the cloud provider.


While enterprises often do not question the security of their private clouds, the level of security concerns seems to rise when it comes to public clouds.


Why is that?


Public Cloud Suffers from a Lack of Transparencycv.png


Traditionally, large public cloud providers have been very secretive about their security measures – not responding to client’s requests for information, and definitely not allowing their clients to audit their environments to understand whether appropriate security measures are taken.


The lack of breaches seems to demonstrate that environments are actually quite secure, but the lack of communication has a tendency to leave the situation open for interpretation. Amazon Web Services (AWS) definitely improved its communication when it released the Amazon Web Services: Overview of Security Processes document last June. Google also documented its security approach (although it is still questionable whether it truly addresses the issue in a transparent manner). And Microsoft Azure’s white paper on security, dated August 2010, can be publicly found here.


These documents actually describe the security aspects of the infrastructure on which your applications will run. However, it does not describe the end-to-end security that will protect your application once you expose it to the Internet. Ultimately that is what you need to think about.


Public Cloud Security is a Shared Responsibility


Infrastructure security is more often than not handled by a service provider. In other words, that service provider will ensure your applications and data are fully isolated from other companies on a multi-tenant environment. This ensures that another user of the same service cannot access your applications and data from within the infrastructure environment in which both companies run their applications. But it is your responsibility to ensure an external hacker cannot get into your applications and steal your data. You cannot expect your service provider to take that responsibility if you use IaaS.


How Should I Manage My Public Cloud?


So what do you need to take care of when you develop an application or a service that will run on a public cloud environment?


The Cloud Security Alliance published a document titled “Practices for Secure Development of Cloud Applications.” AWS also developed an interesting document describing the best practices to secure applications that run on their service. Although some of them are quite specific to AWS, it’s interesting to look at these documents and extract best practices.


In a nutshell, the public cloud service provider will ensure your compartment is secure.


This leaves you responsible for ensuring the content of your compartment is not hacked into from the outside. And this is actually not that different of what you do in your datacenter. The difference of course is that you are now operating in a virtual environment rather than a physical one. 


Often I keep hearing that OpenSource is not secure.  Let me share with you the OpenStack security guide, a very comprehensive document describing how the OpenStack security is set-up. As you will see, it is quite similar to what other service providers are already doing.


Nevertheless, public cloud service providers should be more transparent in the description of their services. The only way you can truly compare the security levels of each of them is using the CSA (Cloud Security Alliance) STAR (Security, Trust and Assurance Registry) submissions.  While it doesn’t tell it all, it’s a good starting point.


What do you think? 


Let’s continue the conversation. I would love to hear your opinions, stories and experience.


- Christian V

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Securing your enterprise with the trifecta of partnerships at HP Discover

Adversaries R Us continue to gain momentum through collaboration and innovative techniques planning their next attack.  They get better and better at continuously gaining access to the most valuable asset for all enterprises – data.  The most effective way to combat Adversaries R Us is to beat them at their own game by through collaborative security intelligence.  Such ecosystems are best enabled through global partnerships across all layers of the IT infrastructure including the processor, servers, the operating system or the software. This theme clearly emerges from the HP Discover Security Track sessions that highlight how the trifecta of HP, Microsoft and Intel come together to empower global organizations with multiple options to build out a better, more secure enterprise.

3 CEOs at Discover.jpg

At the last HP Discover Conference in Las Vegas, HP CEO Meg Whitman had quipped “Sometimes 30-year marriages need a little rejuvenation,” on stage with Intel CEO Brian Krzanich and Microsoft CEO Satya Nadella by video.  Perhaps one can witness the outcomes of said rejuvenation through the trifecta of this partnership.


In the IT6611 session, Jonathan Donaldson – General Manager, Software Defined Infrastructure, Cloud Platforms, Intel asks what we tend to give up when we carry on our daily lives in our own ecosystem of devices, apps and the Internet of Things. Donaldson highlights how Intel is collaborating with partners to protect the privacy of individuals.  Intel’s approach to doing this is with a foundation that requires the datacenter be more agile, secure, and anonymous.


Frank Mong – HP VP & GM, Security Solutions and Bret Arsenault – Microsoft VP & CISO encourage you to start thinking like a bad guy in TK6315.  “While the security industry remains overinvested in products and technology, and underinvested in people and processes, hackers are spending more money and sharing information”, reads the abstract.  Next generation of security challenges require a new style of thinking fostered by meaningful collaboration.  In IT6680, Arsenault asserts – “Cyber Security: It is not if, but when!”


Guess who is responsible for Cloud Security? In B6557, Intel Fellow, Nigel Cook and HP Director Michael Aday detail how HP Helion OpenStack can enable enterprises to better trust their clouds and ensure that their most sensitive and important information is treated appropriately. Remember the 3 equations for the most effective cloud solutions? The session highlights HP+Intel strategy for enabling business critical and highly secure workloads in the cloud through a variety of delivery models to address security requirements such as data governance and sovereignty.  Check out DT4252 that details a service provider’s experience deploying scalable, secure, enterprise-class, and cost-effective platform through HP Helion OpenStack.


These are but small but significant windows into the work being done by each of these partners. The synergies realized by such partnerships to build a better, more secure enterprise, manifest themselves through these sessions.


How about you? What are some of the partnership strategies that apply in the context of your enterprise?  Overall, what is the role of partnerships from the perspective of Enterprise Security?

Tell us your story.


Team up with HP Technology Expert, E.G.Nadhan


Connect with Nadhan on: Twitter, Facebook, Linkedin and Journey Blog.



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Intel and HP Team Up in Barcelona for HP Discover 2014

Are you equipped with all you need to know to transform your business in 2015? Come and see what Intel has to say about the technology and business hot topics you are interested in data center, cloud, analytics, storage, big data and clients and our vision of how these are essential to the Internet of Things.


We are very honored to once again be the premier Conference Sponsor at HP Discover and are looking forward to seeing you all in Barcelona this year! As ever, the pace of innovation and change we see in the information technology market continues to excite. No doubt the recent announcement from HP on the separation of its business in 2015 and how this development will position HP for further accelerated performance and clear industry leadership in key areas is going to be a hot conversation topic throughout the three days.


However, let’s stay focused on the leading business and technology solutions that Intel and HP are dynamically collaborating on to bring to market over the next year; we promise there will be no shortage of exciting things for us to talk about as we count down the final days of 2014 and launch into 2015.


800.jpgBetter Business With Intel


This year the Intel showcase theme is Intelligent Business Transformation   powered by your Intel-based data center and business clients. Are you ready for some energized discussions, and keen to learn how Intel technology in conjunction with our partner’s enhanced solutions can help shape your business strategy?


We invite you to come and find us at HP Discover to experience exciting platform innovations and groundbreaking technologies which will change the way you work, live, and interact in the future.


Welcome to the Innovation Station


We’d especially like to highlight one of our Innovation Theater sessions that will explore how the Internet of Things built on the foundations of cloud, analytics, and data center needs to fundamentally protect the privacy of individuals as we fuel the build-out of enhanced services made possible by analytics and cloud architectures. The build-out requires the data center to be more agile, secure, and anonymous. Come and learn how Intel and partners are working toward a world driven by data-rich services that maintain your digital privacy.


Please sign up for Intel sessions when you register for HP Discover and check out our Partner Page to learn how you can start following us on social media.


Finally, don’t forget to get in touch and sign up for the Intel IT Center — we’re looking forward to meeting you in Barcelona!

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Hybrid Cloud Offers More Flexibility for Innovation

According to Franklin Morris at PCWorld, almost 90 percent of businesses are using cloud computing in some form. The question in the last few years isn’t if the cloud should be implemented, but how to do so most effectively. With private, public, and hybrid options available, IT decision makers are faced with the tough decision of choosing the model that best fits the needs of their organization at any given moment.


The benefits of public cloud computing include cost-efficiency and scalable architecture. Organizations gravitate toward public cloud solutions for business support applications like email and CRM systems. The benefits of private cloud services include superior customization, security, and privacy.  This is attractive to businesses who want tighter control over core applications.

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According to Morris, “Businesses now have an expanded set of options for operating in the cloud. They can choose to manage their cloud infrastructure in-house, or opt for a managed cloud and have their cloud provider shoulder the burden of day-to-day management. In short, the cloud of the past was a one-size-fits-all offering. Today it is easy for businesses to design a custom solution around their precise needs.”


It’s clear in today’s business environment that the needs of an organization aren’t being met by choosing just one way of doing things; by combining the services of both public and private clouds, IT decision makers are increasingly looking toward a hybrid cloud solution to provide the best of both worlds.


In a recent Wired article by Jeff Borek, he states that “hybrid cloud models using both private, dedicated IT resources and public variable infrastructure are likely to be less expensive for clients than either private or public clouds alone. However, each organization must evaluate its own business requirements to determine which type of cloud is the best fit for them.”


The hybrid model offers the most flexible, agile, and scalable option for your business and your IT department. Hybrid allows businesses to keep costs down and adapt to changing environments without sacrificing the customizability needed for continuing innovation.


For more information on the different ways cloud can work for your business, watch this helpful video on the changing face of cloud computing.


And to join the conversation on Twitter, please follow us at @IntelITCenter or use #ITCenter.

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The Coding Illini Claim Victory in the Intel® 2014 Parallel Universe Computing Challenge

$26,000 awarded to National Center for Women and Information Technology charity


The Coding Illini, a team from NCSA and the University of Illinois at Urbana–Champaign, was declared the winner of the 2014 Intel® Parallel Universe Computing Challenge (PUCC) after a final competition that had plenty of excitement as both the Coding Illini and the Brilliant Dummies met their match with a tough coding round.


The final challenge was more substantial than prior matches and was the only one this year that used Fortran. The larger code was the undoing of both teams, as each made more changes than they were able to debug in their short ten minutes. The Coding Illini added to the drama when their final submission contained an error in their coding which appears to have broken the convergence of a key algorithm in the application. Their modified application continued iterating until long after the victor was declared and the crowds had dispersed. Co-host of the event, James Reinders, suspected both teams were only a few minutes away from success based on their progress and if either team had tried to do a little less they could have won easily by posting a programming result. The Coding Illini were declared the winner of the match based on the strength of their performance in the trivia round. Based on the Illini’s choice for a charitable organization, Intel will award the National Center for Women and Information Technology a donation of $26,000.


The Coding Illini, who were runners-up in the 2013 competition, celebrate the charitable award Intel will make to the National Center for Women and Information Technology on their behalf. The team includes team captain Mike Showerman, Andriy Kot, Omar Padron, Ana Gianaru, Phil Miller, and Simon Garcia de Gonzalo.



James later revealed that all the coding rounds were based on code featured in the new book High Performance Parallelism Pearls (specifically based on code from Chapters 5, 9, 19, 28, 8, 24 and 4, in that order. The original programs, effectively the solutions, are available from The competition problems were created by minimally changing the programs through the deletion of some pragmas, directives, and keywords associated with the parallel execution of the applications.


Complete Recap


This year’s PUCC at SC14 in New Orleans started with broad global participation with three U.S. teams, two teams each from Asia and Europe, and a Latin American team. In recognition of SC’s 26th anniversary, the teams were playing for a $26,000 prize to be awarded to the winning team’s selected charity.


On the opening night of the SC14 exhibition hall, last year’s winners, the Gaussian Elimination Squad from Germany who were playing for World Vision, eliminated their first round opponent, the Invincible Buckeyes from the Ohio Supercomputer Center and the Ohio State University who were playing for CARE. The German team had a slight lead after the first round that included SC conference and HPC trivia. Then their masterful performance in the coding round even amazed James Reinders, Intel’s Software Evangelist and the designer of the parallel coding challenge.


In the second match, The Brilliant Dummies from Korea selected Asia Injury Prevention Foundation as their charity. They faced off against the Linear Scalers from Argonne National Lab who chose Asha for Education. After round one, the Brilliant Dummies were in the lead with their quick and accurate answers to the trivia questions. Then in round two, the Seoul National University students managed to get the best Intel® Xeon™ and Intel® Xeon Phi™ performance with their changes to parallelize the code in the challenge. This performance cemented their lead and sent them on to the next round.


With the first two matches complete, the participants for the initial semi-final round were now identified. The Gaussian Elimination Squad would face The Brilliant Dummies.


Match number three, another preliminary round match, pitted Super Computación y Calculo Cientifico (SC3) representing four Latin American countries against the Coding Illini. The Coding Illini had reached the finals in the 2013 PUCC, and were aiming to improve their performance this year.  This was the first year for SC3, who chose to play for Forum for African Women Educationalists. In a tightly fought match, the Coding Illini came out on top.


In the final preliminary round match, Team Taiji representing four of the top universities in China chose Children and Youth Science Center, China Association for Science and Technology for their charity. They faced the EXAMEN representing the EXA2CT project in Europe and were playing for Room to Read. The team from China employed a rarely used strategy by fielding four different contestants in the trivia and coding rounds of the match and held the lead after the first round. Up until the very last seconds of the match it looked as though Taiji might be victorious. However, the EXAMEN submitted a MAKE at the very last second which improved the code performance significantly. That last second edit proved to be the deciding factor in the victory for the team from Europe.


So the Coding Illini would face the EXAMEN in the other semifinal round.


When the first semifinal match between the Gaussian Elimination Squad and The Brilliant Dummies started, the Germans were pretty confident. After all, they were the defending champions and had performed extraordinarily well in their first match. They built up a slight lead after the trivia round. When the coding round commenced, both teams struggled with what was a fairly difficult coding challenge that Reinders had selected for this match. As he had often reminded the teams, if they were not constrained by the 10 minute time limit, these parallel coding experts could have optimized the code to perform at the same or even better level than the original code had before Reinders deconstructed it for the purposes of the competition. As time ran out, The Brilliant Dummies managed to eke out slightly better performance and thus defeated the defending champions. The Brilliant Dummies would move on to the final round to face the winner of the EXAMEN/Coding Illini semi-final match.


In the other semifinal match, the Coding Illini took on the EXAMEN. At the end of the trivia round, the Coding Illini were in the lead. But as the parallel coding portion of the challenge kicked in, the EXAMEN looked to be the winner…until the Coding Illini submitted multiple MAKE commands at the last second to pull out a victory by just a small margin. They had used the same strategy on the EXAMEN that the EXAMEN had used in their match against Taiji. Coding Illini had once again made it to the final round and set up the final match with The Brilliant Dummies.

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Building a Truly Collaborative Enterprise

The benefits of having a highly collaborative enterprise is a given.  It’s not just the positive impact on business results like reduced time to market of products, their quality and improved customer satisfaction; the benefits also translates to better knowledge and people retention, workforce motivation and cohesiveness of the overall organization.  On the other hand, the challenges to ingrain the culture of collaboration within the organization are equally large, if not more.


The fundamental level of collaboration does happen in all enterprise.  People share content, files, e-mails, ideas, apps and whatever else is necessary to get the work done.  I call this collaboration by necessity.  This includes demonstration of collaborative behavior when ‘collaboration’ is mandated by the senior management.  Collaboration by choice is when people will proactively start on any task with a collaborative mindset in absence of any mandate, necessity or to fulfill any obligation. 


When thinking of creating a collaborative organization start with people centric approach instead of tools and technology.  Don’t be afraid to review and revamp the holy cows of annual performance reviews, rewards & recognitions and career promotions.  Identify the key areas where you would like to see more collaboration and remove any hurdles – process, workflow, budget and tools – that would be a hindrance.  Define a balanced scorecard that would give you an indication of the progress and not just motion.Collaboration.jpg


Tools and Technology

Ask any IT manager or a technologist about how to improve collaboration within the organization, they will come up with a list of tools and technologies that should be deployed that will guarantee improved collaboration.  A fancy looking dashboard will show how many groups have been created, documents and other content shared, comments posted, adoption rate and other indicators that, collectively, are expected to show how much of collaboration is happening within the organization.


As someone once said, “Do not confuse motion with progress.  A rocking horse keeps moving but does not make much progress”. The indicators and dashboard have to be developed that reflect the impact on business results.  Have we accelerated the design, development or some other process?  Has the day-1 quality of our product improved?  In order to track return on investment the dashboard has to include hard data that shows a clear and direct impact to business results; e.g. number of support calls dropped by 50% with new product launch compared to previous product launch.


Processes and Workflow

In most cases, when an organization selects tools and technologies for enabling collaboration they compare feature and functions.  In fact, I would go on a limb and say that there never is any mapping done to see if the selected tools will adapt to the processes and workflow of the organization.  It is usually assumed that management mandate, training and change management will encourage users to adapt to the tools instead of the other way around.


This assumption works only if the management is also willing to do away with the processes that are a hurdle to frictionless collaboration.  If the processes and workflow are not in sync with the tools, the extra burden of adapting to these tools will erode productivity of the workforce. Yes, there will be some productivity loss during the ramp up phase but in steady state, the collaboration tools and the organization processes should be in sync to be frictionless.


People and Incentives

While tools, technologies and processes enable or facilitate collaboration it is the people who actually collaborate.  Unfortunately, this fact usually comes as an after-thought to most of the organizational leaders.  On more than one occasion I have read and heard about the typical management chutzpah where they announce restructuring, cutbacks and layoffs on one hand as they ‘encourage’ the organization to become more collaborative and share knowledge on the other!

The other irony I see is that in most of the knowledge based industry, where collaboration is of paramount importance and can clearly create a differentiator, the incentives are stacked against it.  Individual performance is rewarded more than the team performance.  Deep expertise is touted more than collaborative results. Teams are scattered around the globe without any globalization strategy in place that is conducive to collaboration. Travel budgets are cut assuming that video conferencing can replace face-to-face highly interactive discussions and team building.  In short, the human and humane aspect is ignored with a faulty assumption that technology can bridge the gap.

Increasing collaboration within the organization is about culture shift, management & leadership and people empowerment supplemented with tools and technologies.  The strategy should be thought out at the highest possible level of the organization instead of driving it bottoms up.

This shift in mindset and behavior of the organization is complex and requires focused attention from the management.  It cannot happen overnight and, if ignored, will revert back to non-collaborative behavior very rapidly.

It can be done and rewards are all worth the effort!


Opinions expressed herein are my own and do not reflect that of my employer, Intel Corporation. My other posts can be read here and more about me is available on my website.

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What Is Mobile Business Intelligence?

What Is Mobile Business Intelligence?You might have heard this statistic by now: more people own a cell phone than a toothbrush.


In a Forbes post, Maribel Lopez lists a number of recent statistics about mobility. “While we could debate the numbers, the trend is clear,” she writes. ”The pace of mobile adoption across devices and applications is accelerating.” Mobility is no longer a nice-to-have option. Instead, it’s become a must for many businesses. Many surveys support this view. According to the Accenture CIO Mobility Survey 2013, “79% of respondents cited mobility as a revenue-generator and 84% said mobility would significantly improve customer interactions.”


The evolution of mobile BI


With this paradigm shift comes the natural extension of business intelligence (BI) to mobile business intelligence (mobile BI) or mobile intelligence. This term may mean different things to different people, and it’s sometimes used interchangeably, but your perception of mobile BI will be influenced primarily by your understanding of BI.


In my post “What Is Business Intelligence?” I defined BI as the framework that enables organizations of all sizes to make faster, better-informed business decisions. Mobile BI extends this definition and puts the emphasis on the application of mobile devices such as smartphones or tablet computers.


Therefore, you can argue that the fundamentals remain unchanged—Mobile BI is the enabler that, if designed, implemented, and executed effectively, can help organizations drive growth and profitability.


However, the way organizations go about realizing the true value of mobile BI may depend on the state of their enterprise mobility (for example, whether or not a formal mobile enterprise strategy and a road map exist) and the level of their BI maturity.


Harnessing the power of mobile BI


Mobile BI is more prevalent and more relevant today because the gap between the experience of traditional BI content consumed on a desktop PC and that accessed on a mobile device is disappearing rapidly. We now talk about the gap between a smartphone and a tablet device. The tablet devices are getting smaller both in size and weight to compete with our smartphones.


Rapid growth in areas such as the cloud, in-memory technology, big data, and predictive analytics are fueling this innovation cycle. As a result, companies are looking for ways to harness the power of mobile BI through innovation and without disruption.


As businesses face more obstacles and are forced to deal with more complex challenges, they increasingly require greater mobile access to more processed data coming from both structured sources (such as sales data by markets and geography), and unstructured sources (like social media or email data that can’t be easily queried with traditional tools and technologies).


Companies at the leading edge seek to gain the edge to exploit mobile BI to support a workforce that’s becoming more and more mobile.


Mobile BI can become a key differentiator


According to IDC, the “world’s mobile worker population will reach 1.3 billion, representing 37.2% of the total workforce by 2015.” The share of the mobile workforce is even higher if we focus on the business roles such as sales, where mobility is a critical component for success. Business models that rely on insight thru outdated or limited capabilities can no longer compete in an ever-increasing global market, which simply dictates mobile execution.


Today, there’s no doubt that both for-profit and not-for-profit organizations must deliver more for their customers and stakeholders. In this context, mobile BI can become a key differentiator in helping organizations cope with both the complexity and the real-time challenges they face with the execution of their strategy.


It’s a transformative force that has the power to change how businesses deliver value today, because mobile BI further breaks down the walls of information silos, thus dramatically extending the ability to gain actionable insight thru data-driven analyses for all decision makers at all levels of an organization. Where do you see Mobile BI adding value to your organization?


Connect with me on Twitter (@KaanTurnali) and LinkedIn.


This story originally appeared on The Decision Factor.

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Part 4 – Transforming the Workplace: An Integrated Strategy for Change

This is part 4 of my blog series about transforming the workplace. Be sure to read part 1, part 2, and part 3 in the series.

“If you can’t help people change, technology changing all around them won’t make the slightest difference.”

– Dave Coplin, Business Reimagined


It’s a common misconception in the business world that new technology equals change. This blog series has been exploring how the workplace is changing and the inevitable challenges of innovation. And while we know that technology is key to achieving transformation in the workplace, it’s only part of the story. Here I want to discuss the final component: applying an inclusive, integrated strategy to facilitate change throughout the organization with the right partnerships and culture change.

The need for a triumvirate approach: Culture, IT, and facilities

After the technology foundation is established, the rubber meets the road. The next step is putting the vision of workplace transformation into practice. To enable true transformation across the business, Intel recommends a triumvirate approach to address company culture, IT, and facilities.


Culture: Supporting change at every turn
A few companies are leading the pack when it comes to progressive culture. And why? It’s because they have embraced new styles of working from the top down. And in many cases, it involves playing games, supporting physical fitness, and so on. To facilitate change throughout your organization, it’s important to embrace the following key attributes:

  • Innovation
  • Velocity
  • Openness
  • Accountability


And a final note on the technology angle: One of the major challenges companies face is “tool fatigue.” If a new tool is brought in without an explanation of its value and an introduction, employees may forgo it as unnecessary and, ultimately, the project is seen as a failure. The missing link here is simply leadership and communication.

IT via the SMAC stack

There is consensus across the IT industry and analyst community that the social, mobile, analytics, cloud (SMAC) paradigm is the new platform for enabling the digital business. In the convergence of these four components, IT can change the way work gets done and ultimately drive transformation.



Social computing provides a natural, intuitive way for people to communicate and collaborate by eliminating traditional communication hierarchies.

Today, work is no longer a place that you go to; it’s what you do. Mobile computing is what makes this possible, with the ability to work anywhere, anytime, for greater business agility.


Advanced analytics deliver insights at the point of decision to help speed decision making. Analytics can also enable a “Smart Advisor” to bring business-critical data to all employees.


With shared IT systems in the cloud, employees can have access to the information they need anytime, on any device, from any location—including device and data synchronization.


Facilities innovation
Finally, to support new ways of working, you need the right work environment. It all boils down to achieving a level of harmony between the workplace and the work style so that there is alignment. This means that physical spaces should be places that employees actively want to engage in—versus feeling like they have to be there.

On one hand, facilities need to cater to the needs of the work group and collaborators, yet they must also serve those needing interruption-free environments for intensive tasks. Unfortunately, many offices today offer little to inspire people, poor collaboration facilities, and inefficient space utilization that ultimately impacts the bottom line.

It’s also interesting to consider how facilities and IT are set to come together. For example, a conference table in a meeting room today is just a table. Yet in the near future, it may be equipped with a touch-screen surface and Internet connectivity. Due to this inevitable crossover between facilities and IT, an ideal workplace transformation strategy requires those responsible for both facilities and IT to work together to realise the best environment.


Intel paves the way

In the next and final blog in this series, I’ll step through some examples of how Intel has implemented a triumvirate approach across its culture, IT, and facilities. And as previously mentioned, I’m currently working on a paper that will expand on Intel’s vision of workplace transformation that will be available soon.

How is your organization managing workplace transformation? Please join the conversation and share your thoughts. And be sure to click over to the Intel® IT Center to find resources on the latest IT topics.


Until the next time …


Jim Henrys, Principal Strategist

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