Tag Archive | "Business Service Management"

Top Considerations for Moving to a Cloud-based ITSM Deliv Model-BMC Comms

Tags: BMC Communities, BSM, Business Service Management, Cloud, IT Management Tools, SaaS, Transformation

The Hub Commentary

SaaS is a delivery model and all services delivered by IT need to be categorized for their cost and value to the organization and the then the delivery model mapped to the service.  Highly custom, competitive advantage, differentiating services are not well suited for outsourced or SaaS delivery models.

Those services that are not unique to your organization and less integrated are very well suited for SaaS and outsourcing.  While you are likely offering a premium service to your organization, it is not necessary and outsourcing is just the ticket to standards and right sizing the service.

Many IT organizations hang on to the commodity because they have resources that can do it.  Just because they can do it, doesn’t mean they should do it.  Use your expensive in-house resources for the mission critical, unique, revenue driving services and shift the routine, commodity out of house.

ITSM and monitoring has often been something that could be offered as a service removing the infrastructure and the requirement for you to maintain resources that have knowledge of monitoring tools rather than you mission critical services.  We are fast approaching the day where much of the management is commodity and should be outsourced.

Are you right sourcing your IT management?



Software-as-a-Service (SaaS) is more than just a cloud-based delivery model. It is a service approach that IT organizations are considering for meeting their IT service management needs. With a SaaS model, IT organizations can focus their staff and infrastructure on high-priority activities and initiatives while still enjoying access to IT service management productivity solutions.  Read more

How SaaS Will Impact 6 Key Software Categories – CIO

Tags: Business Service Management, CIO, SaaS

The Hub Commentary_

I agree with the categories and the applications.  Think about those that are commodity and easily defined in a box and easily outsourced.  IT has a hard time doing this and evolving roles as they adopt business service management practices.  It’s about categorizing the services and defining the appropriate deployment option.

IT management and many of the monitoring fuctions are easily suited for SaaS offerings where the knitting together of the data from multiple vendors and/or in-house options are suited for the value-add of IT as the role evolves to a service provider.  The end-to-end service performance is the responsibility of IT and will require an integration platform strategy going forward to stitch together the fabric of service providers and in-house services as an end-to-end service to the business.

SaaS is a deployment option, it is the categorization of your services that should drive the appropriate deployment options.

How are you using and measuring your SaaS options?



SaaS will steal the show in certain categories but remain a bit player in others, Forrester research shows. Here’s a look at how SaaS will affect IT management tools, ERP applications and more, for the next two years.  (Read Full Article…)

Should IT Play for Food – Gartner Blogs

Tags: Business Service Management, Gartner, Transformation

The Hub Commentary_

Absolutely!  This is the crux of the problem with IT today and why it is “IT and Business” rather than I sell insurance.  I jumped the fence many years ago for this very reason and I developed and delivered an executive information system that reported on revenues, so I couldn’t have been closer to the business if I tried, but still felt a million miles away.  I started out life working for an outsourcer before going internal IT and thus I likely had a tainted view.

When you develop, deliver and support technology based upon the market and your customer needs, constantly evaluating what the competition is doing and learning more about your customer’s business than your customer has, it brings a whole different perspective.

One day at a conference I spoke on the topic.  An audience member came to speak to me afterwards and said his IT had no relevance to his company.  I knew nothing more than the name of his company and that it was a candy manufacturer, so manufacturing.  I asked only 3 questions and had him understanding business value in under 5 minutes.  First, does IT have any hand in the automation of the manufacturing line (the heart of the business), not really an IT function.  Ok, next question, I suspect you have an ERP system, why Yes we do, xyz system.  Ok, I suspect sales, distribution and customer service play an important role.  He was now standing up straighter.  Well, uh yes.

In the fall of 1999 Hershey took a gamble on a new CRM and ERP system just before Halloween and learned the market will go to a different drug store to buy a brand of tooth paste, but when we want chocolate, we buy what is on the shelf and found themselves on the front page of the Wallstreet Journal.  Long story short, they missed the biggest selling season, Halloween, then Christmas, Valentines and most of Easter before the systems were up, running and integrated as designed.  Now he was standing tall.  Maybe IT is important and has impact on sales, revenue and growth.

Sometimes we get too close to our business to see the trees for the forest.  So while some bash the vendors, we work for food and we have to understand your business when you don’t and help you see it in order to see a business case for automation that can help you drive growth, so we aren’t all bad.  🙂  I cannot count the number of times I have helped an IT team build a business case as a former analyst, where if they understood their own business it would be easy.

This year it is an imperative to make this shift with the service provider explosion.  I challenge you to work for food!

Do you work for food or just operate?



Wednesday’s post discussed the difference between people playing for food or playing for fun. The analogy applies to the difference between pro-athletes who play for food and college athletes and others who play more for fun. The idea expressed in that post was that food and fun are part of the IT/Business context.  (Read Full Article…)

Virtualization And The Cloud: The Trouble Is Troubleshooting – Forbes

Tags: Business Service Management, Cloud, Forbes, IT Management, Virtualization

The Hub Commentary_

In this survey, more than half the respondents have implemented some form of cloud computing (thus virtualization) citing increased flexibility and decreased costs in hardware, power, heating and cooling.  The challenge the article highlights comes in managing the network and pinpointing root cause of incidents, much less finding signs of trouble.

Management is always overlooked when trying to take advantage of the short term cost savings.  As my dad always told me, “short cuts never got anyone anywhere fast”.  Service enabling the infrastructure is a must from the development and implementation and never more so than now with the future being right sourced with hybrid implementations of private, public and physical infrastructures.

When I speak to folks about Business Service Management practices and tools, I’m often met with eye rolls and shrugs, but it is so hard.  I always respond, no it isn’, it’s only as hard as you want to make it.  It can be achieved a service at a time and can provide the real success in your cloud and virtualization projects with a bigger bang for the buck with short term savings and real value add up front.  All it takes is a little foresight to integrate the sources of data you have already to paint the picture that will help you manage in real time with a live view of the environment to manage both practively and with speed during an incident.

How are you service enabling your cloud and virtualization infrastructure?



More companies are taking advantage of cloud computing and virtualization technologies to streamline their network operations, but significant management challenges remain, according to Network Instruments’ State of the Network Global Study.

The company’s fourth annual study surveyed 265 network engineers, IT directors and CIOs, located in North America, Europe, Asia, Africa, South America and Australia.  (Read Full Article…)

Improving the Business Value of SaaS Apps – Cloud Computing Journal

Tags: Business Service Management, Cloud, Cloud Computing Journal, IT Management, SaaS, Service Providers, Service Value

The Hub Commentary

SaaS has the ability to move the cost of supporting infrastructure and applications from the in-house staff to a service provider, but these are the commodity services.  We have discussed in previous business service management posts that it is important to categorize services as value-add, differentiators or commodity, manage for cost.

While I agree with the author on his points of flexibility, configuration and customization, I caution that if it is a service that requires customization than: either 1) you need to reconcile if it is a commodity service and the standard can be accepted or 2) that it is a differentiating service and should stay in-house.

Services that are easy to defined, contained and non-differentiating are well suited for outsourcing.  Accept and embrace the standard, not all services are created equal and take the opportunity to impose standards for the commodity to drive down costs.

Do you have a service map for commodity versus value?



Of all the three models of cloud computing: IaaS, PaaS and SaaS…SaaS (Software as a Service) is the one that has the most appeal and potential to evoke interest from enterprise CIOs.  The popularity of SaaS is expected to grow several times in the near future.  Read full article

Where Does the Cloud Go from Here? – ITBusiness Edge

Tags: Business Service Management, Cloud, IaaS, SaaS, Service Providers, Service Value

The Hub Commentary_

Wow!  We haven’t adopted or widely deployed the Cloud and are already asking where it goes.  As I’ve said many times before as part of a business service management practice, it is a delivery vehicle and as part of defining services we must evaluate the best delivery vehicle for the service based upon cost and value to the organization.

As a game changing technology, it is not the killer app.  It provides flexibility in capacity as an IaaS, it provides a low cost option as SaaS for commodity services and enables your in-house staff to concentrate on the value add to the business.  The Cloud will not grow your revenue as a technology, but as an enabler and a delivery vehicle in the right situations.

In the end, it takes a sound business service management practice and strategy to drive growth and be a game changer in revenue to your organization.

How do you define game changer in your data center?



Even as many enterprises continue to struggle to determine what, exactly, the cloud is, there is perhaps an even more important question to ponder: “Where, exactly, is the cloud going?”  (Read Full Article…)

Eight Trends Driving IT’s Future – Baseline

Tags: Business Service Management, Cloud, Cloud Computing Journal, Predictions, Service Value, Transformation, Trends

The Hub Commentary

Trend No. 4  “Server-centric to Service-centric”, predicts that architecture will shift from in-house servers to a distributed model in order to separate infrastructure, systems, applications and businesses processes from one another.   Take a look at the seven other trends Accenture says will continue to transform the technology landscape  in 2011 and beyond.


“The role of technol0gy is changing: it is no longer in a support role.  Instead, it is front and center driving business performance and enriching people’s lives like never before.” The real value of the report lies with insights on taking advantage of these technology shifts to gain business intelligence and business value.   Review  full report…


Business Service Management Implementation Best Practices – or NOT!

Tags: Best Practices, Business Service Management

Here is a humorous take on on a top 10 Implementation Best Practices, we’ve all been there and we hope you see the humor and best practices as a result:

  1. Encourage nearby people in the field of “Sales” to set project deadlines for the implementation. We find their ability to process complex project dependencies to be at its highest on the golf course, perhaps even the 19th hole.
  2. Ensure that project documentation is either non-existent or so abundant that no one could possibly read it all. Either one of these scenarios allows project team members to think freely and creatively. Having an adequate level of documentation causes creativity and brilliance to be stymied. Inevitably, each individual’s efforts will come together in a magical fashion. Count on it!
  3. When looking at the System Development Life Cycle steps (Analysis, Design, Construction, Testing, Deployment…but everyone knows that), skip Analysis and Design. They cost money and paperwork is boring. It also causes a natural peer review culture to develop and we all know that we should never critique each other’s work.
  4. Do not start using the solution until every single possible risk, concern and issue has been mitigated to its worst case scenario end. Just because a significant earthquake hasn’t hit the Mid-Eastern United States in the past 50 years doesn’t mean it’s not going to happen next week. Spend A LOT of time and money worrying about this and planning for it.
  5. Do not solicit feedback from your eventual end users or “customers”. It’s usually hard for them to speak in the exact same semantics/terminology that technical people are familiar with so it’s often more expedient to just imagine and assume their requirements.
  6. Ensure that the project has zero intermediate checkpoints and zero deliverables. Checkpoints and deliverables seem to have the same negative impact as documentation – see #2.
  7. Methodology Smethodology!
  8. When customers request something new, especially when it is an unusual, one-off request, always, ALWAYS say YES!
  9. When visualizing how you will manage the scope of your implementation, imagine a youth league soccer match. Many of the players are focused on the ball, which keeps squirting away from the pack but they keep after it and all try to kick it at the same time; Sullivan is picking weeds; Aidan is running away from Sally since she wants to hold his hand. But everybody keeps playing… even when the ball goes out of bounds or when the time expires. Everybody has fun and everybody wins!

Ok, I concluded before I reached 10.  Lining up with the objectives of the business is the fatal flaw of IT that we are at a tipping point to change this year with the service provider explosion and cloud computing as catalysts.  Keep one eye open as you look over your shoulder to those who know how to measure business services.



Switching to SaaS? Consider Cost & Convenience-Data Center Knowledge

Tags: Business Service Management, Data Center Knowledge, SaaS, Service Level, Service Providers

The Hub Commentary_

The other consideration is value to the business and uniqueness to the business.  Those services that are similar across industries and even within your industry, lend themselves to outsourcing.  Cost saving is not the only reason and in the long run, outsourcing is often not cheaper than in-house.  However, decisions need to be made how to best use your in-house resources and right source the commodity.

Outsourcing occurs to drive change.  Some of the change is adherence to standards driving down the cost of services as well as support for services where not all services are created equal.  Both of these changes are difficult to drive from within a business unless there are good business service management practices in place driving cost and value discussions.

It is relevant to consider the right sourcing option for all services and right source the environment to drive change and allow for flexibility.  As part of the sourcing engagement will how you will measure and monitor the service provider.  This is critical to insure perception and reality are in synch.  Managing the relationship of the service provider becomes the new role of IT as part of the end-to-end service provided by the business.

How are you right sourcing IT?



There is a misconception that switching to SaaS or a cloud-based IT infrastructure is solely a cost-savings measure. The reality is, most companies today are looking to switch to SaaS for its convenience and simplicity – not cost savings alone.   (Read Full Article…)

10 Ways IT Can Prepare for an Industrial Revolution – CIO

Tags: Business Service Management, CIO, Forrester, Transformation

The Hub Commentary_

This is a nice summary of a longer piece by my friend Glenn of Forrester.  Delivering high quality, high productivity while being flexible are the keys to success as we sit on a tipping point with technology.  IT must be flexible and must evolve to balance driving efficiency with driving revenue growth for the business.

The roles in IT will evolve from monitoring to using technology to automate and insure standard processes and configurations elevating the role of IT to business analysts.  Business service management practices will also evolve bringing IT closer to driving the business rather than just operating the business.  Much of the lower levels of IT are becoming commodity both from a infrastructure and a monitoring perspective and we need to rethink and evolve the roles and the management of the data center to be more flexible going forward.

Nice piece summarizing the great shift occurring in the data center in the coming years.

Are you driving change or slowing change?



IT must industrialize infrastructure and operations — and IT workers must be taught to abandon their love affair with complexity, says Forrester’s Glenn O’Donnell. Consider these 10 pieces of advice on how to do it right.  (Read Full Article…)

How CIOs Can Devise a Social Business Strategy – CIO

Tags: Business Service Management, CIO, IT Strategy, Social Media

The Hub Commentary_

We have all become accustomed to social media avenues, we expect to interact with companies on the internet and CIOs must incorporate it as part of the infrastructure.  As the article states, it isn’t an IT strategy, it’s for IT to support as required, but an executive strategy.

Many of us think of it as a marketing strategy, however, it can also be a support and information avenue with your customers who demand instant access to information.  It is a paradigm for sharing internal communication and keeping data current too.  The challenge is just as the article states, looking at driving revenue growth through new and different channels.

How do you incorporate Social Media into your strategy?



What does it take for businesses to successfully harness the power of social media? A new report from Forrester Research says that a social business strategy is key. Here’s how to create one.   (Read Full Article…)

Service Level Agreements: Why are they so hard to track? Just do the math!

Tags: Availability, Best Practices, BSM, Business Service Management, Service Level, Service Value

I have worked with many customers to track service level agreements in their BSM implementation. I can honestly say that there is only one thing that all of the projects had in common: they were extremely difficult.

Now, I was usually called in mid way through the implementation when the decisions had already been made and the schedule was looking impossible. Or even worse, I would become involved after the implementation had been put in Production and the mistakes were already made.

So why are SLAs so challenging to track and manage?

  • Have you seen the contracts? In general, I don’t like contracts. I’m not a lawyer, and let’s face it, they can be difficult to decipher. With SLAs, the first thing that needs to be done is take the contract and figure out what exactly was promised. Then determine what underlying data should be used for the calculations. Then figure out how to get that data from the IT devices and put it all together for the service. These steps are crucial to success, and must all be done before implementing the SLA solution.
  • It’s just (total time – downtime)/total time… Saying that a service needs to be available 99% of the time during peak hours is easy. Determining the actual availability key metric is more challenging. You need to determine what exactly constitutes an outage, set up calendars for peak hours, and determine any outages that shouldn’t count (should 1 second of downtime count?). The math for simple availability isn’t difficult, but accounting for all of the necessary factors…well, that is more complex.
  • So many numbers…so little time. Since computers have existed, engineers have worked tirelessly to optimize performance. There are limitations to what software can do. One must think about the amount of data to be stored and calculated. For instance, if the data for availability is being stored every minute, and the report shows the last two years of availability metrics, oh, and also real-time metrics, this report is going to take some time to calculate and display the results.

These are the main three challenges I see when working with SLA implementations. Now how do we solve these?

  1. Know the data before starting. This sounds like a simple task, and most people think they have a good understanding of all of the underlying devices, metrics, relationships that go into defining the service and the key metric for their SLA. No one would want to start implementing a SLA project without knowing all of the ins and outs. Or would they? People often start modeling their services and tying services to SLAs before all of the underlying infrastructure is in place. A thorough understanding of where this data will come from (monitoring software, trouble ticket systems, back-end databases) is critical because the calculation can change due to the type of data.
  2. Determine what details can alter the key metric. Like I mentioned earlier, calculating availability is not difficult. However, determining the total time and downtime can be. Take into account the time periods that determine maintenance. Is there a weekly maintenance period? What is “on time”? Also, what sort of data can be ignored? Are there certain outages that do not affect the service’s availability? Don’t be too generic…try to figure out all of the details that contribute to the SLA’s key metric.
  3. Be realistic when creating reports. The dashboards or reports are what we really care about. We need a way to show how the SLAs are tracking. We need a nice way to get a quick visual on what might have failed or what is on its way to failing. Putting 1000 services on a single page is probably not the way to go. Let’s also not reinvent the wheel. If your organization has been calculating SLA metrics for years in an external program, use that data. Why spend the extra time to set up the lower level data to feed into a program that is going to do the same calculation?

Tracking and managing Service Level Agreements will continue to take time and effort. It requires buy-in from many different departments and resources, but BSM should and can simplify an SLA implementation.

Six Decisions IT Employees Should Never Make – CIOInsight

Tags: Business Service Management, CIOUpdate, IT Management, Spending

The Hub Commentary_

Here’s a fun piece to end a week.  Why buy a Cadillac when a Buick will do or letting IT spend for new toys!  Sneak Peak into an upcoming Harvard Business Review story.

How much empowerment does your IT organization have?



How much empowerment is too much for your IT employees? As reluctant as you may be to micromanage your teams, there are certain decisions that you simply can’t leave to the troops.  (Read Full Article…)

Raising Your IT Staff’s Business Smarts – CIO

Tags: Business Service Management, CIO, IT Management, Service Value, Transformation

The Hub Commentary_

Great article describing the business service management practices that all organizations should be looking at and going through as the industry is at a tipping point with new technology and an explosion of service providers.  There is no difference between IT and the business, it’s just the business as the article states.

The shift in metrics is a great example, it’s not server downtime that is relevant, it is the impact on the sales force and value of sales impacted by the downtime.  1-2% of revenue is spent on downtime each year and another 1-2% of revenue is spent each year for your resources to just react and maintain.  I discuss this in further length in this post.

Do you measure server availability or sales value impacted?



It is essential to focus on people in order to get value from consolidation. At Eisai, our divisions functioned as separate companies, with the mind-set to match. When we brought together all of the U.S. organizations, I quickly discovered gaps.  (Read Full Article…)

Hero Syndrome: Why Internal IT and Outsourcing Cultures Clash – CIO

Tags: Business Service Management, CIO, IT Management, Service Providers, Service Value

The Hub Commentary_

Data center outsourcing is done for purposes of change, not cost.  It may be viewed as a cost saving, but what quickly happens is described in the article below.  What most organizations have done is staff their data center with very expensive resources where the outsourcer has a more appropriate model.

Outsourcing brings the change that organizations are often hesitant and cannot do on their own, standardize processes and remove human resources with appropriately skilled folks.  Not all services delivered from IT require all nighters to support.  Defining service value and supporting services for the cost and value they deliver for the organization is right sizing your IT.

Using tools to measure and automate and evolving your skilled resources into analysts and service providers is the change that is difficult to make.  The service provider market is exploding with cloud services and are hungry for your business.  The service providers know the cost of delivering services and balance the costs with appropriately skilled resources with the appropriate responsiveness to the service.  This is the model IT organizations need to reward rather than the hero culture.

Do you reward heros or service analysts?



The “stay up all night, do anything for the user” hero culture of corporate IT may win friends in the business, say outsourcing consultants at TPI and Compass, but it won’t yield real business-IT alignment. And it makes it almost impossible to succeed at outsourcing.  (Read Full Article…)

F500 Corporate IT, Cloud Innovators? – Cloud Computing Journal

Tags: Business Service Management, Cloud, Cloud Computing Journal, Service Value, Transformation

The Hub Commentary_

Surprise cloud leaders in the F500 multi-billion revenue organizations.  These organizations are listening to their businesses and building private clouds with their vendors and learning to save and drive growth with appropriate capacity.  Understanding and driving service value into their organizations and business service management practices to reap the rewards of new technology.

Competing for the data center with the explosion of service providers starts to change the game in how IT approaches and delivers services.  This is a long over due change for IT organizations in an effort to becoming part of the business and leveraging technology to both operate and power the business.



The way you know you’re in the midst of a technology shift and market disruption is when organizations don’t behave the way you expect them to based on past track records. Cloud computing has been filled with surprises and unexpected behavior from the get-go.  (Read Full Article…)

Playing for Food is Different than Playing for Fun – Gartner

Tags: Business Alignment, Business Service Management, Gartner, IT Management, Service Value

The Hub Commentary_

Mark McDonald of Gartner has hit the nail on the head – Playing for fun or Playing for Food?  IT being insulated from the business and the external customer means they play for fun, no consequences for their actions. Business service management practices and understanding service value and being the power of the business would bring the risk / reward closer to home to most IT organizations.

I once was on the IT side of the fence many moons ago.  I was working on a project that used a new tool we had purchased and I had the pre-sales technician stop by one day to look over my work and offer some tips and tricks.  As I sat and listened to him that morning what became clear to me was I was on the wrong side of the fence.  I love technology, I love working with people and I love solving the puzzle and bringing the project to life.

My favorite project while in IT was one where I revamped an old system and how billing occurred driving an additional 90K+ / month into the company.  That day I knew I did something with technology that drove value and revenue for the business.  As IT professionals, we lose sight of this by being insulated and thus focus inward and on the wrong things.

I jumped the fence and went to the dark side of the vendor community where we play for fun and for food!

Does you IT play for Fun or for Food?



People ask about the differences between ‘the business’ and ‘IT’ and what people can do to eliminate them. It is a great question and unfortunately a persistent one. Usually when you have an issue that people recognize and work to resolve but cannot, there are deeper issues involved. I think that this is a big part of the situation here.  (Read Full Article…)

IT Mgrs Underestimate Enterprise Mobility Demand: Forrester – eWeek

Tags: Business Service Management, Service Value, Support

The Hub Commentary_

The consumerization of IT is a trend that must be watched and leveraged to grow the business and not cost the business.  Good business service management practices would evaluate each service for business value and thus cost, in this case support costs.  Just because an employee makes the capital expenditure does not dictate the business should support it.

There are data protection concerns and security challenges that must also be factored in also adding to the cost.  What is the business value of the service is the basic question.  Just because a device is available and in the environment does not necessarily mean the business should support it within the IT organization.

The real question would be how to interact with your customers through new devices and channels rather than supporting your employees.

Do you support your customers or your employees Smart phone?



Forrester Research said most IT managers and vendors are underestimating the need for corporate mobile solutions because they ignore mobile “wannabes” and mobile “mavericks.”  (Read Full Article…)

BSM could help resolve VDI network challenges

Tags: BSM, Business Service Management, Enterprise IT, Monitoring, Networking, VDI

Virtual Desktop Infrastructure (VDI) provides many advantages for IT by removing a number of the variables involved in managing individual networked PCs. When you give end users what is essentially a dumb terminal with a set of defined services, it can be easier to control and maintain, but it can also present challenges across a network because the entire system is dependent on the network with nothing offloaded to the individual machines (as with stand-alone networked PCs).

According to a recent post by David Greenfield on Network Computing, this is even more pronounced when you spread out from a LAN environment to a WAN. He cited several studies that use a variety of formulas to determine just how much bandwidth is required for each user across the network (before you start hearing loud complaints about network performance).

He writes:

A good rule of thumb when running PCoIP is three users per 1Mb. This allows for variance in the display activity between multiple users and provides a range of bandwidth most likely to provide acceptable performance for user.

Whether you buy that or not, it’s a number that you can work with as a basis for discussion if nothing else. If you figure that you require this much bandwidth, you can start to set your monitoring equipment to let you know when the system starts to degrade below these levels (before it reaches a critical state and your IT help desk is bombarded with angry phone calls).

For end users, a sudden slow-down might seem like a front end service issue, when in fact, the problem is the underlying network or a database processing problem. Having BSM monitoring in place can not only help you ensure (to the extent it’s within your control) that the network throughput is operating at the maximum rate possible, but you can also determine if one of the underlying hardware or database connectors on which these services depend is what’s causing the problem.

With BSM in place, you can watch the entire system, and that can help you solve your VDI problems before they reach a point where it adversely affects your user base.

Photo by olishaw on Flickr. Used under Creative Commons License.

12 Worst Tech Predictions Of All Time – InformationWeek

Tags: Business Service Management, InformationWeek, Predictions

The Hub Commentary

We’ve all experienced moments when we had to eat our words or perhaps wish we could stop time and take something back that we said.  Well, these high profile personalities don’t often have that luxury since virtually everything they say goes into print and is broadcast immediately for all the world to see.  Take a look at some of the most prophetic blunders in high tech history…


The epic history of technology is littered with some incredibly lousy prophecies, often made by some very smart, very successful — and very wealthy — executives. We trolled the timeline of technology to find the most misguided — and in some cases just plain crazy –calls in the industry’s storied past, from the telephone to television to YouTube.   Read full article…