iWeek: Innovation Safari

IBM's new technology champion will be driving growth in Africa and harnessing the bright ideas of university graduates

COMPUTING GIANT IBM is on the hunt for big game in the African market, "the last truly untapped growth market" for the ICT sector. To this end, it's spent about $120-million (about R956.6-million) on its African operations over the last two years. This investment has produced an African Innovation Centre (AIC), a cloud computing centre, and an IBM Business Continuity and Recovery Services facility, all based in Johannesburg, and resulted in the donation of a $1.5-million Blue Gene supercomputer to the Meraka Institute.

To crown it all, IBM has now created a post for a chief technology officer for Sub-Saharan Africa. Clifford Foster, a South African recalled from a stint with IBM in the UK, is the first to take on this challenge, which entails driving Big Blue's R&D initiatives and investment in the region.

TAKING UP THE CHALLENGE
"The reason I came back to South Africa from the UK is to take up the role. I'm excited about its scope - I feel I can make a difference," he says, in contrast to the UK, "where IBM is a well-oiled machine".

Foster says he started his career as a 12-year-old hobbyist programmer, worked his way up to enterprise architect and management consultant, eventually becoming an IBM distinguished engineer (there are only about 400 out of nearly 400 000 IBM employees worldwide).

"Although as CTO I will have a number of roles, my focus is going to be Africa, and driving innovation throughout Africa. It's not a case of IBM making innovation happen, because innovation is already happening in the region - ideas are often borne out of a need in a particular geography. The question is how can IBM support this innovation by providing the necessary infrastructure, mentorship and new solutions to take it to the next level," explains Foster.

IBM will provide much of its support to parties to this innovation - be they private, public or academic - through the AIC. In Sub-Saharan Africa, the company's strategy is to get university graduates more involved in a formalised innovation process.

NURTURING BRIGHT SPARKS
To this end, Foster is driving several projects: the creation of extreme blue - or speed - teams, which means bringing students into IBM's labs, setting them up with a project manager and mentor, and getting them to develop an innovative concept, bring it to fruition, and possibly even patent their technology. "This hasn't been done in South Africa before," he says of the plan which should be unveiled in mid-2009.

Secondly, IBM will be extending its cloud computing offering, the first client deployment being the University of Pretoria. Foster intends expanding this service to other SA universities so that they, in turn, can offer a more service-oriented approach to research.

Thirdly, IBM will be taking its AIC concept to the University of Nairobi, setting up a laboratory there by early 2009, and possibly in one or two other African countries, such as Nigeria, later in the year.

Finally, given the success of previous ventures into Second Life, IBM will be unveiling a Second Life island for Sub-Saharan Africa in January. This island will provide a venue for virtual collaboration, and the universities of Pretoria and KwaZulu-Natal will be the first centres enabled to build and deliver projects in a virtual world.

Foster acknowledges there will be challenges in the pursuit of innovation.

"If I had to pick a single challenge that's going to be fundamental to our programme, it's being able to harness the skills available at the universities on the continent, and mentoring and nurturing them," he says.

"Similarly, how do we recognise and nurture innovation that's already happening and how do we as IBM support them. After all, IBM South Africa is now the headquarters for IBM in Sub-Saharan Africa, and is responsible for nurturing the growth potential that IBM sees in Africa," concludes Foster.

Original Article

From Generalisation to Specialisation?

Introduction
I am a big believer in the importance of managing boundaries versus controlling the internals. This works for business and technology. We have been compentising electronics, software and technology in general for a long time. In a similar manner organisations have transformed, or are in the process of transforming, from silo-based to process aligned, to being component/capability modelled and implemented.

The reason for this transformation is applicable to technology and business: Scarcity of resources. A scarcity in business resources (or a need to divert those resources from operations to innovation for example) will drive a discussion on business reengineering and outsourcing; in the same way we will find that a scarcity in, or commoditisation of, computing resources will drive the specialisation of technical components. It is my belief that an era of unprecedented growth in processing capability enabled by CMOS scaling has driven the current generalisation in technology - but more on that later.

Benefits

1. Component substitution. If the boundary is well-managed, using a contract that specifies the qualities of service and interaction, then a new component can be implemented as long as it provides the same set of interoperability services.
2. Component relocation. If the component manages it's "own internals" then it isn't bound (or at least less so) to a common infrastructure with the consuming component. This principle has driven a lot of out-sourcing thinking i.e. re-engineer the boundary and then relocate the function.
3. Reduction in complexity. It is easier to manage the boundaries than to manage the entire ecosystem. If the component manages its own internals against the agreed qualities of service in the contract then we achieve simplification and a subsequent reduction in cost.
   

Challenges

1. Duplication of function. There is the possibility that function is duplicated, which can result in an increased cost to business. We can counter this by providing components focussed on the provision of services to other components i.e. the common functions are grouped into a component (with the other relevant assets and resources) to provide the "duplicated" function.
2. "Mind the gap". If the ecosystem isn't well defined then there exists the possibility that the sum of component services is less than the whole or what was expected. For example - an outsourced HR operation may perform the HR functions well but the human element of caring for employees could disappear.
3. Blackbox vs Whitebox. Is it sufficient to consume a service or do we also need to know how that service was produced? Does a consuming component have the right to know how the service or product was produced? For example: was it produced using ethical labour practices? Is it sufficient to specify this in the qualities of service? How does this impede on the right of an organisation to execute its business in a manner free of external control?
   

Applied to technology
As a previously mentioned, I believe excessive resources drive generalisation but we are now in a transition era where CMOS-scaling following Moore's Law is reaching the limit of what is technically viable (vs technically feasible, which it still is). The power and cooling of semiconductors is become excessive when compared to the benefits achieved. We will have to leverage a range of new innovations to continue delivering the system level performance we have become accustomed to until the replacement technologies (nanotechnology and quantum computing) are mainstream. We will have to innovate the way chips are packaged, the architecture of the systems built with them and the software that runs on them. Furthermore, we have to optimise more than just the semiconductor technologies, but also the architectures and software that surround them.

We will see another drive towards specialisation - specialisation of computing nodes; specialisation of components within datacenters; and specialisation of datacenters themselves. There is a common thread that drives this specialisation - and that is the power and cooling of these components, as well as the complexity of managing them, has caused business to hit the wall!

Component specialisation
I believe that a technical component, specialised in this way, would exhibit the following characteristics:

1. Well managed cluster of resources that have a lot of the capabilities that you would normally find in systems management (workload optimisation, availability, restart, recovery etc) but, internal to itself.
2. The component would present a very simple interface for the consumption of services.
3. Contracts specified for each interaction between components. The component contract would include service qualities as well as the services themselves. These qualities would include aspects of latency as well as the usual set of non-functional requirements.

Choreography and Collaboration
As we move up the stack; one of the biggest issues to solve in my own mind what is the best architectural model for collaboration: hierarchical or peer-to-peer. Most of our control systems are hierarchies, whilst effective they introduce a strict top-down control structure – each level of control is further decomposed into subsequent choreographies. This can result in a brittle architecture where a single weak-link can cause the system to fail – as well as introducing dependencies that are difficult to replace.

An ideal situation would be peer-to-peer where a consuming component request a set of services, based on the desired qualities. These services are then delivered by the best-matched candidate, who in itself requests services. This results in an ecosystem of service provides and consumers.

The ecosystem may in itself display characteristics of the hierarchical architecture, but this would be by consequence rather than design.

Granularity, Ecosystems and Cross-border Operation
Another question on my mind is whether all components are equal or whether components need to be matched within an environment than enables their communication and collaboration. A real world example would be: the semiconductors within my mobile phone collaborate to deliver a composed set of services. The phone uses these services to provide another set of services. Multiple phones collaborate to enable communication within an environment that transports the cellular signal. Therefore components seem to exist within an ecosystem that enables their communication at a specific level of granularity.

What characteristics would the ecosystem display?

1. The ecosystem would enable communication, or at the very least transport of that communication content.
2. An ecosystem could provide a set of base services that enable components to locate each other, as well as common services like naming.

Is the ecosystem therefore just another component? Hmmm …..

Conclusion
I believe that the time has come (again) for purpose built components optimised for designated tasks.

newstoday.co.za: IBM puts $6 billion into research

IBM is investing $6 billion into research for next-generation technologies such as quantum computing, nanotechnology and data centres.

This is according to Clifford Foster, CTO of IBM Sub-Saharan Africa, who presented a global technology outlook at the ITWeb Technology Roadmaps 2008 conference, held at the Campus, in Bryanston, yesterday.

Foster says: “The world is in a transition era. Advances in core IT will enable companies to improve performance and reduce costs. The fastest and most effective systems will be those that are designed with processors, subsystems and software – all designed in concert.”

According to Foster, IBM has nanotechnology and quantum computing running in its labs and these technologies are expected to be in operation and available to the public by 2020. It's now all about containing the costs of the technology.

Foster believes the emergence of broadband wireless networks will drive a transformation in businesses as more enterprises will move to mobile devices. He adds that, in the developing world, innovation is being born out of need.

Original article

ITWeb: IBM looks to the future

IBM is investing $6 billion into research for next-generation technologies such as quantum computing, nanotechnology and data centres.

This is according to Clifford Foster, CTO of IBM Sub-Saharan Africa, who presented a global technology outlook at the ITWeb Technology Roadmaps 2008 conference, held at the Campus, in Bryanston, yesterday.

Foster says: “The world is in a transition era. Advances in core IT will enable companies to improve performance and reduce costs. The fastest and most effective systems will be those that are designed with processors, subsystems and software – all designed in concert.”

According to Foster, IBM has nanotechnology and quantum computing running in its labs and these technologies are expected to be in operation and available to the public by 2020. It's now all about containing the costs of the technology.

Mobile innovation
Foster points out that the liberalisation in telecommunications will change the playing field. “Open standards are being driven by an entire wireless ecosystem where the network and infrastructure provider dictates what application the user has access to. But with the emergence of wireless broadband we see a new player – a wireless content and service provider that is driving it.”

Foster believes the emergence of broadband wireless networks will drive a transformation in businesses as more enterprises will move to mobile devices. He adds that, in the developing world, innovation is being born out of need.

Several countries, such as Kenya, are experiencing a mass adoption of cellphones as subscribers use their phones to transfer cash payments because of the lack of accessible banking.

New trend
Another emerging trend Foster highlighted is that enterprises are increasingly adopting and seeing financial benefits from using social networking technology, Web platforms and real world networks. He believes information-centric Web platforms will become more dominant from 2009.

“We are seeing a development of eco-systems being developed around central applications such as Salesforce. This is an entire eco-system of users and application developers maintaining and enhancing the applications on an ongoing basis.”

Foster notes that World of Warcraft, which has over 12 million subscribers, has a mass community, which continuously evolves aspects of the game. In this way, Web platform communities are being given more control and drive the direction of how the applications should be developed.

He says this is an opportunity for enterprises to leverage their business. “A typical concern for many businesses is that using social network technologies opens up their data to the eyes of their competitors. Collaborative intelligence gives an organisation the ability to monitor and support the ongoing contribution of its community and to determine the value coming back into the business.”

Original Article

ITWeb: Blue Skies

Blue Skies
Clifford Foster is a software engineer. He built his career in consulting, engineering and technology companies in South Africa, and then IBM took him to a wet and grey London.

He's excited to be back in SA and not only because of the sport and incredible weather. “There are so many opportunities here it's a matter of knowing where to focus,” says Foster. “An example of this is M-PESA, which is a mobile phone to mobile phone cash-transfer service that's working in Kenya. We're involved with Safaricom in this project, which will have one million customers by January 2009.”

You can hear Foster's enthusiasm as he talks about technology that changes life experiences. In Kenya, the lack of conventional bank branches and credit machines in rural areas leaves people with few options of transferring money. Before mobile payments became a reality, the only choice people had was to send money via the post office or to use friends or relatives who were travelling in the direction you wanted the money to go, and ask them to deliver the money for you. This made things difficult because the post office in Kenya charges high rates, many people don't have a permanent address so wouldn't have access to this option. Sending money with personal messengers can be slow and unreliable.

Spider's web
“I think visually. I stand in front of a white board and start drawing when I have problems. I think in terms of a network. Every time when I hear something new I find the idea latching onto another part or idea. Much like a spider's web.

“What attracted me back from the UK was not just the opportunity of working in this country, but the whole of sub-Saharan Africa. The real challenge is knowing where to focus the majority of my energy. Every time I talk to someone, a new opportunity arises. So the real quest is finding where best I help IBM leverage capability to realise these kinds of opportunities. The question is how to make communities and countries self sufficient and to drive innovation so it is enabled and empowering, rather than directed top down.”

Foster's role in South Africa focuses on three core areas. Firstly, Foster needs to ensure Big Blue is recognised as the top ICT company to work with in South Africa and that IBM nurtures innovative concepts and projects in this region. Then he has to ensure IBM continues to attract the right people in a region with significant skills shortages. “There is a lot of demand and right now demand is outstripping supply of some of the skills required to drive technology initiatives. This is all about enabling passion and ensuring people who work here have brilliant careers, and that they are happy and satisfied.”

Create excitment
“Leadership is about inspiring. It is not management. Management is the responsibility for the day-to-day activities of individuals. Leadership is about inspiring through example that others are passionate about following.”

One of Foster's dreams is to create another world-class innovation centre for Africa, outside of SA. IBM launched its Africa Innovation Centre in the company's Sandton offices in June 2008, and promised to increase investments in the sub-Saharan Africa region by at least $120 million during 2008 and 2009. IBM's innovation programme emphasises the participation of a multi-disciplinary base of Africans – spanning thought leaders in government, the academia, and business – in an open, collaborative format with a global perspective.

“The best advice I was ever given changed my career quite fundamentally. It was from a mentor and leader who said to me: 'Quality at source.' This person was ruthless at ensuring that everything I produced was of an incredibly high quality. This is something I carry with me and hope to instil in the people I work with.

“An important part of our role in this region is to support universities, business partners and clients to nurture and mature robust solutions, and by so doing make a strong and positive contribution to this region's economy,” says Foster, adding that technology can help drive development and growth through information. “The link between ICT and development is through information. Information sharing is one of the greatest catalysts for the formation of communities and a hub for innovation. A robust infrastructure is a precursor to this. If you look at the expansion of telecoms throughout Africa, this gives the means for innovation, and is a catalyst for communities to develop, to grow new businesses. It enables innovation that gives rise to new business opportunities. Technology is the mechanism that makes all of this happen.”

Original Article

Innovation

Introduction
Something that I am increasingly asked is what do I mean when I say that I am looking to foster innovation across Africa. To answer that I like to refer to IBM's Annual Report of 2003 - where the chairman states that "Innovation is not just an invention. It's what results when technical invention meets business insight. And it crosses fields of study, as well as industries". And when you couple that quote with a belief that innovation is confined to research laboratories but is equally (if not more) like to appear just about anywhere, especially where the need is the greatest, then you know that Africa is the place where it will happen!

Innovation in Africa
Look at the M-PESA offering from Safaricom (http://www.safaricom.co.ke/index.php?id=228), which is a mobile phone to mobile phone cash-transfer service. The lack of conventional bank branches and credit card machines in rural areas leaves people with few options for transferring money. Prior to this mobile cash transfer system, the choice was to send money via the post office or to send money via individuals who were travelling to the desired destination. However, the post office charges high rates, and many people do not have a permanent address. Personal messengers can be both slow and unreliable. M-PESA has changed all that! Technical invention + a lot of business insight = innovation.

The Way Forward
What I hope to accomplish is the establishment of innovation centres or hubs across Africa. These centres should strive to link the entire ecosystem of academia, businesses, business partners and government.

The common objective would be to provide an environment that fosters innovation. An environment that enables the active flowing of ideas, managed through a well defined process (innovation management process), that links innovators with business mentors and research partners (collaboration and partnering), to increase the chance that ideas becomes reality. Lastly, we need to provide the platform that makes this all work. This platform includes the technological enablers (infrastructure, software services etc) with the business integration thereof.

The Technology
I can't predict what technology will always be required to support each innovative idea but I know that it must include the following:

• Infrastructure provisioning to "making space" on the servers to host the application. Possibly delivered as a cloud service to reduce the end-user deployment complexity.
  
• Software services, especially those that enable collaboration. IBM's BlueHouse is a good example of something in this space.
• Platform services that make the underlying software stack easily available, from databases to messaging and integration.
• Application components. Once again these could be delivered as a component service for easy integration into a mash-up or more tightly integrated. The Google Maps API is an example of what can be achieved.
  

The idea behind the technology is simple: Make it easy to use; make it quick to integrate to; and use the technology to enable collaborative innovation.

Making it Work ... How?
Innovation is alive and happening ... we need only support it. This isn't only a business imperative but a social imperative. This continent is alive with possibility and I for one am thrilled to be here.