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Today is the first day of participating in an IT Consortium around collaboration.  The hot topic seems to be around Enterprise 2.0.  Not surprising. I am speaking tomorrow around how Intel is using social computing tools to transform collaboration.  I will admit that I entered this discussion with a misperception about other company's state of maturity in "going social."  An open conversation began with discussions about whether companies block access behind the firewall to any social media sites.  An unbelieveable 75% said "yes" to sites like Facebook and YouTube but a bit more were receptive to LinkedIn.  I asked "why"?  Answer:  Business groups don't want their employees to "goof off" doing non-business activity during work time.  Also expressed were security and information control concerns.  I followed-up with a question asking of those companies that block social sites, how many have external corporate blog sites. Zero. I think corporations are trying to control something that no longer can be controlled.


I flashed back to a great post on Go Big Always.  The article captured historical reactions to disruptive software and technologies to corporations.  If you answered "yes" to blocking social sites and not finding business value in social software, then this is a MUST read!  It shows that sometimes reactions to change are more out of fear, than logic.  We are taking it as food for thought as Intel attempts to take our investment and usage of social software to the next level.  Below are the article's key takeaways (re-published):


Email has no place at work (1994)

It’s clearly used for goofing off.  The last thing I want are my employees wasting my money emailing each other.  What’s the use case for email at work? What’s the ROI? Who else is doing it?  See industry article


Internet access has no place at work (1996)

Giving employees access to the internet would be a massive productivity problem.  Not to mention there are huge security concerns.  What’s the reason employees should be allowed to cybersurf?  See industry article


eCommerce is too high a risk for our company (1998)

Our company can’t afford the risk associated with opening ourselves up to new, unproven channels or even hacking.  There are a lot of thieves online.  Why would someone buy our products on the World Wide Web?  See industry article


Instant Messaging has no place at work (2002)

It’s a massive distraction.  Interruptions cost billions each year.  Employees shouldn’t be allowed to spend time chatting all day work.  Instant messaging has massive productivity loss implications.  See industry article


Social Software has no place at work (2005)

It’s clearly used for goofing off.  The last thing I want are my employees wasting my money blogging or networking with each other.  What’s the use case for social software at work? See industry article


If IT is truly a strategic business partner, then let's start advising our businesses that not only can we not stop scary software, but that the software may not be that scary after all.

From the desk of Kelsey Witherow...




Topic: Listen in as your hosts talk with Dave McCray, Intel's IT Program Manager. Intel IT is a leader in the activation and use of AMT. They have activated & provisioned over 10k machines - hear how they did it, why they are doing it & how to make your integration better based on Intel IT's best known methods. Also get a scoop on what you'll find in the coming year.



Date/Time: 8/4/2008 3:30PM



Call-In Number: (347) 326-9831



You can also visit Open Port Radio or Stream this Show Online






The vPro Expert Center's BlogTalkRadio show is hosted by Josh Hilliker, Russ Pam, and Jeff Torello. This bi-weekly informal show covers a variety of topics and is a perfect avenue to get your questions answered. Listen in live, give your two cents, or just download the show after it has aired. Make sure not to miss out on this awesome opportunity to learn and engage with the vPro experts. Can't join us live? Have no fear, blogtalkradio let's you listen to the show whenever you have the time. Visit the Open Port Radio site (link is above) to hear previous shows and even catch a glimpse of what's to come!



I was recently asked to pull together a quick list of key information security learning's for Mergers & Acquisitions (M&A). This year I assumed responsibility for information security of Intel's M&A programs. M&A work is typically frantic, unpredictable, and ambiguous, involving the brightest engineering and integration management talent. It demands great flexibility and willingness to rapidly adapt creatively to emerging problems. This work is basically a recipe dreaded by us entrenched security types, who like the controllability of consistent, predicable, and structured activities. It can press the boundaries of good security practices and test the mettle of the strongest security organizations.






Top 5 Key Learning's for M&A Information Security

    1. Security does not happen by default. As the complexities of divestitures emerge, smart people aggressively move to solve problems and security is likely not a consideration. Information Security must be involved both at the early planning stages and stay engaged until the last tactical maneuver is completed

    2. Profiling the data is key. Knowing what data is involved, it's sensitivity, who has logical/physical access, and where it is physically located is necessary. It will be needed to insure regulatory, legal, and IP confidentiality protection

    3. Technical and Behavioral considerations must be incorporated to prevail. Neither must be ignored, and in most cases the combination must be applied to every issue where information security is at risk. A security savvy M&A team is the first step to highly effective results

    4. Logical and physical security aspects cannot be separated. Information security professionals can easily overlook the physical security factors which can jeopardize the confidentiality, integrity, and availability of the business just as logical based threats

    5. Great attention must be paid to data retention, transfer, and destruction. ‘Deal data' can be a vague and changingconcept which may be interpreted differently over time, especially in larger deals. Understanding the scope, expectations, and commitments is a necessity


After reviewing the list, I had an interesting observation. It occurred to me there was a glaring omission. The unwavering support of information security by management is absolutely crucial. To be honest, I left it out as I am spoiled. The Intel culture and chain of management is very supportive of information security. So for those of you less fortunate, add it to the list.





Feeling a little M&A&D...or, blogging on IT aspects of Intel's mergers, acquisitions and divestitures programs

Our very own Randy Nystrom discusses the challenges of managing remote PC in the Intel IT training rooms. With Intel® vProTM technology he can remotely power on PCs, install OS or application software, and debug any PC problems, regardless of the state of the PC! Watch as he explains the challenges he faces in effectively managing the devices in the 77 training centers around the world. Randy's training rooms have been an outstanding test bed for the Intel vPro implementation since he faces many of the same issues as the larger environment but in a controlled environment.




All My Communities

Posted by HeathBuckmaster Jul 23, 2008


There are so many social/networking/professional tools out there, but they all have a common purpose (or should), and that is to create a community.


  • Professional tools target professional communities - many of them based on the knowledge of a technology, software, product suite, etc. That might be an [ERP community|], professional group affiliation, or one based on a programming language like C#.
  • Networking tools create a wider set of communities - perhaps based on common interests like group affiliations ([Camping/Hiking Clubs|], Religious Clubs, Fan Clubs, etc.). They focus less on a professional grouping and more on overall populations, but still with the intent of connecting people.
  • Social tools tend to focus on interactions that, in my opinion, are a bit more coffee shop, telephone, local park. In other words, they are less about connecting people and more about chatting on day to day stuff. They don't necessarily focus on people who might want to coordinate a camping trip or ask technical questions, but they offer an online watercooler for socialization and gossip and play.



Each tool has a user base, with some overlap, but they tend to tailor their offerings based on the type of user they really want to visit. Take a look at MySpace, for example - you can completely customize your profile with music, videos, flash animations, colours, whatever. You can't do that on something like LinkedIN because that's not primarily what it's about.



When I'm at work, I focus on the Professional or Networking tools - places I can go to ask questions about a technology problem I'm having, or to find someone who not only likes the Sci-Fi Network* show Eureka but wants to chat about geek gadgets for the digital home.



When I'm at home, I think less about work and so I shift my focus to Networking and Social tools. I'm more inclined to look for people who want to chat about the latest episode of American Idol, or perhaps go read the latest deliciously sarcastic blog from TV icon Bobby Rivers.



I'm part of any number of communities that are dynamically created based on my hobbies, interests, and likes. It's exponential the number of communities I'm a part of on any given day, but I thought it might be interesting to figure out just how many.



So here's what I consider to be 10% of the communities that I am a part of:



First, I will boil it down to the lowest common denominator and eliminate things like: human being, on planet Earth, inhabitant of the Milky Way Galaxy, and anything that would be consistent with every other person on the planet.




So what does that leave... US Citizen, NC Native but CA resident who lives in the Sacramento area, employee of a high tech company, team manager, user of an overloaded laptop. Alumni of a college that gave me a BSBA in Information Systems, formerly a member of a professional organization at said college, alumni of my high school and the marching band, child actor (

used to be in a lot of plays when younger

). Camper, book reader (

sci-fi, horror, comedy, adventure

), bike rider, gardener, writer of books, lover of reference materials/trivia, bicentennial quarter collector, RPG game player, movie watcher (

sci-fi, action, comedy, thriller

), music listener (

ambient, jazz, soft pop, 80's

), caretaker for three cats. Sushi eater, coffee drinker, non-American sports car driver, and lover of diet Pepsi* vanilla.



Now that I write all that out, I don't even think that's 10% of the communities I'm a part of. I can think of a hundred other aspects of my personality/life that would lend themselves to larger how is this at all useful?



The example that I'm prone to use when asked about the value of Social Networking/Communities is this... I want to find people of any gender and any race, working at the same place I do, who like to eat sushi for lunch, who are fans of Stephen King novels, have some experience in wiki's and online document repositories, and have a background in organization development. And then I want to schedule a lunch with those folks so we can discuss putting together an internal website on org development BKMs, and after we're done talk about the latest novel from our favourite horror writer, all the while enjoying unagi and maguro.



That, to me, is the power and usefulness of the community. Where do you find value?


* Company and/or product names are copyrights and trademarks of their respective companies.


We have officially completed our exploration process to determine the value of social networking within our enterprise. This is included conversations with industry analysts; IT peers; a proof-of-concept (POC); usage model work; focus groups and human factors engineering. The first lesson we learned is to not call it "social" networking. It was wrought with images of kids throwing virtual pies at each other. Our new terminology for the capability within the enterprise is now Professional Networking.


We took a look at professional networking’ s ability to solve some key challenges for Intel and tested a short list of vendor platforms to determine which one, if any, could meet our requirements. Below are some key findings and conclusions.


Employees see a significant ability to tackle increasing feelings of isolation and difficulty finding knowledge.

In particular, POC participants noted the ability to put a face to a name; extend and create their network; and locate experts as valuable features. As one participant stated, “Providing people better ways to connect, and find that knowledge from experts, would really help with silo’d information and make Intel feel more productive.”


There is substantial value in improving the attraction & retention of the next generation workforce.

Professional networking is expected by the next generation workforce. See What Gen Y Teaches Us About Enterprise Social Networking for learnings from focus group conversations with recent college graduates. Intel has opportunities to deliver expected new ways to learn, interact and access information immediately. This is not a trend, it is reality.


What Strategies are Critical for Success?

In addition to exploring the business value of professional networking, we learned a lot about what strategies are critical for success and what key road blocks need to be removed. What are the most critical strategies surrounding the deployment of professional networking?


Professional networking must bolt into an integrated social collaboration framework.

The strength of professional networking doesn’t just lie with the people information in the tool, but with the added context that other tools bring. For example, my profile lets people know that I am the Enterprise Social Media Program Manager but doesn’t present any documents, blogs, wikis or discussions forums to discover my “knowledge” around social media. A robust social stack provides the full rich picture.


Integration across social tools and traditional collaborative tools such as email, meeting workspaces and instant messaging is critical.

We heard loud and clear that the professional networking application should not be a disparate application. At a minimum, it must be integrated across social tools such as blogs, forums and wikis. Additionally, it needs to be engrained in work flow processes. This means that it is integrated into internal white pages; enterprise search results; email v-card, presence, to name a few.


Employees want only one profile to maintain; it must be unified.

If time is dedicated to update and enrich a profile, employees want only one. In addition, employees want to be able to leverage the profiles to search and find experts. In a survey done by our Enterprise Search program team, finding people was the third most important search employees want to do.


Deploying professional networking successfully is not as easy at it sounds.  See  The Best Social Tools Don’t Make a Social Enterprise, which highlights some of the key challenges.  In a nut shell, if IT doesn't act, business units will. Also, if a strong investment in enterprise social computing has lacked, then the success of professional networking will be at risk without a solid core social stack. The core stack brings to the forefront the information and knowledge associated with the people.


Our goal is to have professional networking deployed by the end of the year. However, we still have a bit of work to be done. 


I would love to hear how your company is approaching professional networking.  Are you finding the same business value, challenges and strategies necessary for success?


We've just released a white paper on a recent client desktop virtualization proof of concept study conducted by Intel IT. A primary objective of the study was to demonstrate that cost, complexity, and cycle time could be reduced through virtualization of the software components (operating system and applications) by decoupling them from the hardware platform. In the usage model that was evaluated, a virtualized IT build image was created and provisioned via DVD or a USB storage device to out-of-the-box personal computers from different OEMs.



Our conclusion was that PC client virtualization can deliver on the business value we identified, but for reasons cited in the paper including usability and security challenges, we are presently unable to move forward with the full usage model within our corporation.



Has anyone deployed a similar enterprise level hosted PC virtualization model with success?  I'm very interested to hear where you believe the compelling business value to be in client virtualization, the challenges you have encountered, and how you may have overcome those challenges.






Intel IT Systems Engineer Randy Nystrom discusses cost savings for computer support in the Intel IT training rooms. He was one of our first test beds when we got vPro technologies implemented in the production environment. He demostrates how he can increase after hours training room support, decrease technician usage time, decrease mean time to repair (MTTR), and reduce costs by using Intel® vProTM technology!


Take a look and see how he is saving Intel money and how vPro technologies has given him his first good nights rest in years.


Anybody out there have other cool tales of how vPro has improved thier lives?




Never being one to shy away from any event brimming with buzz, I was excited to learn I'll be attending the Intel Developer Forum in San Francisco August 19-21. This event is exciting for many reasons, the least of which is an opportunity to meet Intel and Open Port community members in person. But this year IDF brings some other exciting and tasty new treats that I'm anxious to check out:


  • Keynote by visionary Apple co-founder Steve Wozniak

  • Discussions on the future of mobility and what it means to be "on-the-go"

  • A look at the digital enterprise and how embedded, dynamic, and visual computing fit in

  • And last, but not nearly the least is The Ultimate Geek Challenge!


As a self-described social media junkie I am addicted to my Twitter feeds () and anxiously await a better way to consume them than through the tiny browser window on my Blackberry Pearl. It's why all this talk of the Atom processor for mobile internet devices has me fanning myself like a twitterpated schoolgirl. But I digress.


Probably one of the coolest IDF events to look forward to is the Ultimate Geek Challenge. This event has been brought back to IDF by request from the fans and pits geeks of all persuasions against each other to determine who is the geekiest of all. I doubt my geekiness can hold a candle to geekiness expertly cultivated by the uber geeks in the room. I'm just anxious to watch the fun as the Intel geek community (uh, that might be you) answers tech trivia, challenges the "mad gaming skillz" of Team Evil Genius, and tries for the top techie prize by completing a technical build of the most difficult sort. Rumor has it the winner will get a major big-time prize (shh, check back here and I'll try to find out what it is).


So what do you say? Care to join me? There's still time to register. And who doesn't love San Franciso in August?


Yesterday, Intel released this announcement on the Digital Health "Intel Health Guide" product and it's clearance by the FDA.  This looks to be a very exciting device that will go a long way in applying technology to provide a more personal, human healthcare experience while maintaining care quality.



Working in IT, I have not always had good visibility into the business of Intel.  In IT, we talk about "customers" which refers to Intel employees using IT services, not Intel customers who buy and use Intel's products.



However, as a program/project manager in the IT Mergers and Acquisitions team, I am gaining unique insights into how Intel builds products by engaging with customers and understanding needs, not just short term but potentially very long term.



For example, Intel recently acquired a company called WebVMC.  While working with the Digital Health and WebVMC folks on the IT integration of that acquisition, I've gained new insights into the direction Intel is going with its businesses around Digital Health.



I'm looking forward to future projects that will help me as an IT solutions provider truly understand the business aspects involved so that the solutions I build and deploy help meet those business objectives.  Because at the end of the day, it's not about cool IT technology (as much as we might like it to be), it's about our customers and making a difference in their lives...and how especially true in the field of healthcare.



Great work, Digital Health team!






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