(18:08)

What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others.  In her second podcast with www.enterpriseleadership.org, Suzanne Bates, CEO of Bates Communications, provides CIOs with some communications tips from her books:  Motivate Like a CEO and Speak Like a CEO.

If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO: Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO: Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter.

When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, he turned to Bates Communications, based in Boston, Massachusetts. The firm offers everything from formal strategic communications consulting to executive presence seminars and workshops. Clients include Blue Cross Blue Shield, Dow Chemical, Fidelity, and Mellon/Bank of New York. Bates says that the company's mission is to transform leaders into powerful communicators who get business results.

She says that many leaders get promoted because of their business and technical skills. "When you reach the leadership of a C-level position, your primary role is to communicate the organization's vision, strategy, and values. You need good communication skills if want to inspire, to motivate, and to align the organization with the vision and strategy.  Even middle managers need good communications skills. In many cases, communications is the missing link that holds people back from reaching their full potential."

During her 20-year year in television news reporting, Bates interviewed 1,000 of political leaders, CEOs, experts, authors, and celebrities. She says that some people were better speakers than others. After Suzanne started working with executives at Bates Communications, she realized that good communications skills aren't necessarily an innate ability. "It's something you can learn. Leaders, like Jack Welch and President Obama, have learned to develop their own compelling communications style. All writing and all speaking has to come from inside. Many executives struggle with bringing out their authentic voice. It takes practice."

In this podcast, Bates talks about what it means to speak like a CEO, what makes President Obama's communications style so effective, how CIOs can use good communications to maintain staff morale, and how gender differences in communications styles can affect your job performance.

Bio
For about 20 years, Suzanne Bates was an acclaimed news anchor and news reporter with major television stations: WBZ-TV Boston, WCAU-TV Philadelphia, and WFLA-TV Tampa-St. Petersburg. She won an AP News Award and was nominated for a Columbia DuPont Award.

In 2000, Bates started Bates Communications, an executive communications and executive coaching consultancy. In 2005, her book, Speak like a CEO: Secrets to Commanding Attention and Getting Results, topped the best-seller's list at amazon.com. The book is in its seventh printing and has been published in several languages. In February 2009, Bates came out with Motivate like a CEO: Communicate Your Strategic Vision and Inspire People to Act!

Bates has a B.S. in broadcast journalism from the University of Illinois.

Resources
The Benefits of Executive Presence, Bates Communications
http://www.bates-communications.com/articles/the-benefits-of-executive-presence.php
 
How to be Yourself in Front of an Audience, EmploymentCrossing
http://www.consultingcrossing.com/article/290165/How-to-Be-Yourself-in-front-of-an-Audience/

Suzanne Bates Delivers Message on the Power of Communication, HarBus - Harvard Business School
http://media.www.harbus.org/media/storage/paper343/news/2006/02/06/News/Suzanne.Bates.Delivers.Message.On.The.Power.Of.Communication-1598986.shtml

Production Credits
Tom Parish, Host and Executive Producer

Audio Editing by Doug Marcis

(13:51)

In this podcast, Bill Whitmore, CEO of AlliedBarton Security Services, talks about creating an innovative e-learning environment to empower outsourced physical security personnel to deliver great results for customers, and to retain and deliver quality employees.

When Bill Whitmore joined AlliedBarton Security Services almost 30 years ago, this provider of on-site physical security personnel was in its infancy with one million in annual revenue. It also had a lofty commitment to invest in providing employees with quality training programs. Today, AlliedBarton ranks as the country's largest provider of physical security personnel to third parties. The company has more than $1.5 billion in annual revenues, more than 50,000 employees, and has about 100 offices around the country. About 200 of the Fortune 500 companies use security services from AlliedBarton.  Meanwhile, AlliedBarton has transformed itself from a training organization to developing an innovative culture based on leadership and employee development. In fact, this company has made Training magazine's Top 125 in training excellence for five years in a row.

Significant technology investments in a variety of e-learning programs underpin AlliedBarton's culture. For example, all security personnel can take the Dare to Be Great challenge, a 14-module online Master Security Course. The Allied Barton Edge, another e-learning program, provides all employees with more than 52 courses in a variety of disciplines. Harvard Business School Press administrators the program. The MyAlliedBarton.com site allows employees to collaborate with each other and to provide management with feedback about the training programs. Other online capabilities include the following: a customer connection, which enables AlliedBarton management to respond quickly to customers' concerns, and a performance management program that provides metrics about each employeee's training, development, and performance. Whitmore says, "All of these tools help us to evaluate and improve our current training programs, develop new programs, and create new services to offer our customers."

In this podcast, Whitmore talks about  the transformation of AlliedBarton's culture, the things that make it an innovative organization, the types of technology it has deployed to create an e-learning environment, the way it measures the effectiveness of its e-learning programs, and some takeaways for C-level executives who strive to create a more innovative company.

Bio

Bill Whitmore is the chair, president, and CEO of AlliedBarton Security Services, the largest American-owned and managed contract security company. He serves on the Private Sector Senior Advisory Committee of the Homeland Security Advisory Council. Whitmore belongs to several trade associations including the International Security Management Association, and the Building Owners and Managers Association. He is chair of the Board of the Philadelphia Police Foundation, and a board member of the Greater Philadelphia Chamber of Commerce.

Resources

Daring to be Great, Smart Business
http://www.sbnonline.com/National/Article/12774/0/Daring_to_be_great.aspx?Category=87

National Company Touts Benefits of Outsourced Security Services, Philadelphia Business Journal
http://www.bizjournals.com/philadelphia/stories/2004/11/29/focus3.html

How Leadership Development Engages and Retains Employees, Human Capital Institute
http://www.hci.org/lib/how-leadership-development-engages-and-retains-talent

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

(23:08)

In this podcast, C.K. Prahalad, author of The New Age of Innovation: Driving Co-created Value through Global Networks, and Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits, talks about how CIOs can use innovative technology to reshape their company's business model, as well as drive new opportunities for poverty-stricken areas. (He calls the latter the bottom of the pyramid.)

Despite the downturn in the economy, this is a great time to be a CIO or CTO. That's the conclusion from C.K, Prahalad, the Paul and Ruth McCracken Distinguished University Professor of Strategy and the author of best-selling management books such as The New Age of Innovation: Driving Co-created Value through Global Networks, and Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits. He says, "Because some CIOs must work under the pressure of shrinking budgets and don't have much time for innovation, this might be a tough concept for some CIOs to grasp."

Prahalad lists four fundamental drivers that can create new opportunities for all kinds of businesses - everything from retailing to financial services to manufacturing. These drivers include the convergence of technology, convergence of industry boundaries of technology, the emergence of social networking, and the globalization of things such as the global supply chain, global markets, and global research and development in third-world countries.

He says, "Convergence of technology is all around us. For example, the cell phone and the PC are now merging into one device. We're seeing a dramatic reduction in the cost of digital technology. Social networking sites such as Facebook didn't exist five years ago. Meanwhile, many companies have taken advantage of global opportunities by expanding to new markets in China and India."

In this podcast, Prahalad provides specific examples of how senior IT executives can address new business opportunities for their companies, how new technology initiatives can drive business opportunities at the bottom of the pyramid, why companies should embrace the concept of open innovation, and what the CIO role will be like 10 years from now.

Bio
C.K. Prahalad is the Paul and Ruth McCracken Distinguished University Professor of Strategy at the University of Michigan's Ross School of Business and a globally recognized management thinker. He has consulted for the top management of many of the world's foremost companies, such as Ahlstrom, AT&T, Cargill, Citicorp, Eastman Chemical, Oracle, Phillips, Quantum, Revlon, Steelcase and Unilever. Prahalad serves on the board of directors of NCR Corporation, Hindustan Lever Limited, and the World Resources Institute.

His best-selling management books include The New Age of Innovation: Driving Co-created Value through Global Networks, Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits (rereleased in 2009), The Multinational Mission: Balancing Local Demands and Global Vision (co-authored), Competing for the Future, and The Future of Competition: Co-Creating Unique Value with Customers. He has authored numerous award-winning articles, several of which won Harvard Business Review McKinsey Prizes. Other prizes include European Foundation for Management Award in 1993, 1994 Maurice Holland Award as the Best Paper, and the 1997 ANBAR Electronic Citation of Excellence.

Resources
C. K. Prahalad Talks about How Changing Business Models in the New Age of Innovation Will Impact IT, Enterpriseleadership.org
http://www.enterpriseleadership.org/blogs/Articles/2008/07/23/c-k-prahalad-talks-about-how-changing-business-models-in-the-new-age-of-innovation-will-impact-it

C. K. Prahalad Talks about Business Models Driving the New Age of Innovation, BTM Institute
http://www.btminstitute.org/LeadershipInsight/CKPrahalad.html

How Strategy Guru C.K. Prahalad Is Changing the Way CEOs Think
http://www.businessweek.com/magazine/content/06_04/b3968089.htm

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

(19:12)

In this podcast, Steve Cakebread, the former president of Salesforce.com, takes the mystery out of cloud computing by explaining the complementary relationship of Salesforce.com, Google's Apps Engine, and Amazon's Web Services.

When Steve Cakebread joined Salesforce.com in 1999, the company had not even introduced its first product. That event happened two years later with the introduction of the single CRM product called Singular Edition people. Today, Salesforce.com has moved beyond CRM to become a diversified company in platforms such as knowledge management and service support. Cakebread says that these new platforms will help to spur the growth of the cloud computing industry.

Meanwhile, cloud computing has got a shot of adrenalin with the likes of Amazon.com's Web Services and Google.com's Apps Engine. Amazon.com built its business around store fronts and logistics, while Google.com's built its business around a consumer's ability to search. Cakebread says, "Amazon's Web services help businesses create those storage fronts on the fly through collaboration or cloud computing, as well as to provide businesses with additional storage and computing power. If you look at Google.com's Apps Engine, it is now creating developer platforms that make it easier to add information for consumers to share in businesses network."

Cakebread says that these three entities have a complementary relationship with each other through various relationships and partnerships. "Each of these technologies, even through they are considered cloud computing, all have different strengths. Salesforce.com is the business platform provider. Google.com focuses on search, while Amazon.com focuses on store fronts, logistics, storage, and computing power. All of these technologies are internally designed on the same technology platform as Oracle Solutions and blade services. The reality is that their architectures are very different, but they can be used by platform developers to achieve service and reliability."

In this podcast, Cakebread also discusses the key technologies that will benefit from cloud computing, the other areas in which both cloud computing and Web 2.0 will enable innovative enterprise applications, and the issues that need to be resolved before companies can deploy cloud computing widely.

Bio

Before becoming CFO of Xactly Corp., Steve Cakebread was the president and chief strategy officer at Salesforce.com. He had been the company's CFO for six months. During his tenure as Salesforce.com's CFO, Cakebread helped to grow the company from $22 million in annual revenue in 2002 to about $749 million in revenue in fiscal year 2008. He also led the company through its initial public offering in 2004.

Cakebread came to Salesforce.com from Autodesk, where he served as senior vice president and chief financial officer. Prior to joining Autodesk, he was vice president of finance for Silicon Graphics. He has also held many key positions at Hewlett Packard.

Cakebread holds a B.S. in Science from the University of California at Berkeley and a MBA from Indiana University.

Resources
Podcast -Steve Cakebread on SaaS, sales performance management, IT Knowledge Exchange

http://itknowledgeexchange.techtarget.com/voices-of-crm/steve-cakebread-on-saas-sales-performance-management/

SaaS & the CFO: A Special Webinar with Steve Cakebread

http://www.opsource.net/event/saas-cfo-%E2%80%93-special-webinar-steve-cakebread

Salesforce.com exec named Xactly CFO, Silicon Valley Business Journal
http://sanjose.bizjournals.com/sanjose/stories/2009/02/09/daily51.html

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer
Audio Editing by Doug Marcis

In this podcast Vid Byanna, executive director of Accenture's internal IT infrastructure, talks about his company's collaborative computing, and cloud computing initiatives.

Each day the 177,000 employees at Accenture, a $19 billion global IT services company, must communicate effectively with 1,000 of customers in more than 120 countries. In fact, Accenture executives often find themselves looking for internal experts who can support specific customer engagements.  The traditional process has involved emailing one's network of colleagues to help with the search. Now these executives can use Accenture People, an internal version of LinkedIn, to search the company's global network of employees.

Accenture People comprises Accenture Collaboration 2.0, a global set of technology initiatives to improve knowledge sharing, enhance communication, and allow for dynamic collaboration within the organization. Technologies in this collaboration platform include social networking applications, greater search functionality, telepresence, and unified communications.

Vid Byanna, the executive director for Accenture's internal IT infrastructure capabilitities and Web 3.0 initiatives, says that Accenture Collaboration 2.0 allows employees quickly to get access to the information from experts who can help resolve an issue, or kick start things that deliver value to customers better than through traditional methods. For example, 30 minutes after looking in Accenture People, an employee was holding a telepresence session with an Accenture expert on digital media communications."

Meanwhile, with the help of the Accenture Cloud Opportunity Assessment Tools, the internal IT Accenture organization also has developed a cloud computing strategy. It consists of both internal and external cloud computing initiatives. He says, "We think of cloud computing as dynamic resource allocation of computing capacity, storage and other resources. It gives us the ability quickly to provide these resources for peaks and valleys in IT resource demand. We have heavily invested in our internal cloud by consolidating all of our business applications in a single data center. We also have virtualized our servers, databases, and storage. We are now looking at what external cloud providers can give us. Will these services supplement what we have, or will they give some more scale capabilities?"

In this Enterpriseleadership.org podcast, Byanna talks about the following:

• the catalysts for Accenture Collaboration 2.0 platform,
• the key technologies that comprise this platform,
• the different ways Accenture plans to extend its internal collaboration initiatives to partners and customers,
• the Accenture cloud computing strategy,
• and the benefits the company plans to derive from cloud computing.

Bio

Vid Byanna is the executive director for Accenture's internal IT infrastructure capabilities. He reports to Frank Modruson, Accenture's CIO. Byanna also drives the implementation of IT products and services to support the company's mergers and acquisitions organization.

Before stepping into his current role, he held other IT leadership position in Accenture's CIO organization. From 1989 and 1998, Byanna was part of the company's communications and high-tech operating group, where he directed large solution-oriented projects for global telecommunications providers.

Byanna received a B.S. in Computer Science from the University of Illinois at Urbana, and a M.S. in Computer Science from the Illinois Institute of Technology. Before joining Accenture, he worked at Bell Laboratories.

Resources

Accentures Topples Communicatons Barriers, InfoWorld

http://www.infoworld.com/d/networking/accenture-topples-communication-barriers-745

http://www.accenture.com/Global/Services/CIO/LeveragingNeeds.htm

Production Credits

Elizabeth Ferrarini, Executive Producer

Tom Parish, Host and Audio Producer

In this podcast, Dr. Peter Beckman, director of leadership computing at Argonne National Laboratory. talks about both cloud computing and green IT at the Lab.

Argonne National Laboratory (ANL) is one of the U.S. Department of Energy's (DOE) oldest and largest national laboratories for science and engineering research. ANL uses its annual $540 million operating budget to support 100's of research projects of interest to numerous federal agencies, and academic research institutions. ANL is one of DOE's two largest supercomputing centers. The other one is at the Oak Ridge National Laboratory.

In addition to supercomputing, ANL also offers its researchers some less expensive alternatives, namely, grid computing, and soon, cloud computing. Peter Beckman, the ANL's director of leadership computing, says that grid computing is best suited for running applications at multiple sites in cycles available to users in many locations. He says, "On the other hand, cloud computing will enable scientists to build their own solutions as they need them and run them in the cloud. It will also enable the consolidation and sharing of Linux clusters hosted on our cloud. For example, hosting will enable you to expand your 32-node cluster to a 200-node cluster for a few days. "

Opportunities for cloud computing at ANL include everything form studying the genome to looking at data from CERN's supercollider to understanding the smallest particles in the galaxy.

Cloud computing at ANL will eliminate the need for scientists to do their work on a $100 million supercomputer. Beckman says cloud computing is very appealing to some of ANL's researchers. He say, "Cloud computing's bursty, pay-as-you go for cycles model will lower the cost of getting some projects done. It will allow for demand-driven, large allocations of resources, such as a 1,000's of processors for the next couple of week, better than going to a supercomputer. It will also eliminate the need to upgrade equipment." Beckman adds that ANL would like to push some of its cloud capabilities to commercial service such as amazon.com.

In addition to cloud computing, ANL is saving money by optimizing data center technologies, such as water-size economizing, to keep the supercomputer cool and energy efficient. In fact, the chip architecture of ANL's supercomputer uses the least amount of power possible to do its scientific calculations. Beckman says, "Our data center is a factor of two less power data centers that have a different architecture." During some of the winter months, ANL uses water-side economizing to reduce energy costs. The process involves sending the water outside to be cooled by the cooling tower, and then piping the cooled water through heat exchangers in the machine room. He says, "We can cool the machine for free. We'd like to expand the number of months we can do this for."

Bio
Since 2008 Peter Beckman has been the director of leadership computing at Argonne National Laboratory, where he oversees its supercomputing facility. After receiving his Ph.D. in computer science from Indiana University, Beckman helped found the university's Extreme Computing Laboratory, which focused on parallel languages, portable run-time systems, and collaboration technology. In 1997 he joined the Advanced Computing Laboratory at Los Alamos National Laboratory, where he founded the ACL's Linux cluster team and launched the Extreme Linux series of workshops and activities, which helped catalyze the high-performance Linux computing cluster community. In 2000 he founded a Turbolinux-sponsored research laboratory in Santa Fe that developed the world's first dynamic provisioning system for cloud computing and HPC clusters. The following year, he became vice president of Turbolinux's worldwide engineering efforts, managing development offices in the US, Japan, China, Korea, and Slovenia. Beckman joined Argonne National Laboratory in 2002, as director of engineering, and later as chief architect for the TeraGrid. He designed and deployed the world's most powerful grid computing system for linking production HPC computing centers for the National Science Foundation.

Resources

Argonne's supercomputer named world's fastest for open science, third overall, Physorg.org
http://www.physorg.com/news133014256.html

Argonne Computer Goes Green, Power Management Design Line
http://www.powermanagementdesignline.com/news/212501723;jsessionid=1S14SOXKCF1QYQSNDLRCKHSCJUNN2JVN

Getting Control of the Cloud, Processor.com
http://www.processor.com/editorial/article.asp?article=articles%2Fp3114%2F69p14%2F69p14%2F69p14.asp

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

In this podcast, Theresa Lanowitz, former Gartner Group analyst, provides some down-to-earth discussion about cloud computing as a disruptive technology, moving one step closer to pervasive utility computing.

Every household doesn't need its own energy grid. If you follow this logic, then each enterprise does not need to be in the business of creating massive infrastructure. Why not take advantage of the some of the world's largest infrastructure offered to you by Amazon.com's Web Services or Google Apps Engine? That is the view of Theresa Lanowitz, a former Gartner Group research analyst and the founder of voke, a research firm focused on breakthrough technologies, such as cloud computing.

She says that while Salesforce.com has revolutionized customer relations marketing by elevating it as a platform as a service, Amazon.com and Google.com have the opportunity to share their knowledge and expertise with every enterprise. She adds, "By making their massively scalable, highly available, high-performance environment, and a solid security infrastructure available, both Amazon.com and Google.com have moved one step closer to software as a service and pervasive utility computing. As a result, companies will be able to lower the cost of doing business and to remain innovative, competitive, and profitable. Enterprises of all sizes need to focus on delivering value to the marketplace of their core competency, regardless of what it is."

In this podcast, Theresa Lanowitz discusses the following:

• What type of impact Amazon.com Web Services and Google Apps Engine will have on cloud computing;
• What other areas of cloud computing and Web 2.0 will prevail;
• Why CIOs are hesitant to embrace cloud computing; and
• What three cloud computing takeaways CIOs need to think about in making decisions about this app?

Bio
Theresa Lanowitz, is founder of founder of voke, inc., an industry research firm specializing in breakthrough technologies. From 1999 through 2006, she was a research analyst with Gartner, where she was the lead analyst for Mercury. At Gartner, Lanowitz was the founder, creator, and chairperson of the highly successful Application Development conference. She is the founding member of AppSIC (the Application Security Industry Consortium), a member of the German ComputerWoche.de "Expert Panel on Quality IT Practices" and a frequent guest on SD Times "Week in Review" podcast.

She began her professional career with McDonnell Douglas (now Boeing) where she worked on the C-17 transport plane. While at Borland Software, she shipped the ground breaking Java development tool JBuilder. Lanowitz also played instrumental roles at Taligent in the areas of product management and international marketing. At Sun Microsystems, she was responsible for the strategic marketing of the Jini project – a precursor to emerging convergence market.

Lanowitz holds a Bachelor of Science in Computer Science and Mathematics from the University of Pittsburgh, Pennsylvania.

Resources
Theresa Lanowitz's Blog

http://voke.blogspot.com/

Ka-ching! Don't Sell Your Test Team Short, Software Test & Performance

http://www.stpcollaborative.com/users/195-theresa-lanowitz

N requirements.net, Exclusive Podcast: Theresa Lanowitz on the Economy and IT Spending

http://www.requirements.net/2008/12/04/exclusive-podcast-theresa-lanowitz-on-the-economy-and-it-spending/

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer
Audio Editing by Doug Marcis

Sponsored by BMC Software

Soon, it will be 4G wireless. This technology will not only provide a staggering amount of bandwidth, but it will create new business models, as well as a new platform for innovation. As a result, CIOs to become 4G wireless savvy immediately. That's the advice of Dr. Scott Snyder, author of The New World of Wireless: How to Compete in 4G Revolution. Now let's meet Dr. Snyder, author, professor, and CEO of Decision Strategies International.

Every now and then a disruptive technology comes along and dramatically changes the way we live and work. In the mid-1990s it was the Internet and TCP-IP, and in 2000, it was the iPhone. Soon, it will be 4G wireless. Consider, for example, how it could make healthcare more pervasive. A doctor in Africa doesn't need to make a dangerous trip to treat patients at a remote village. With 4G wireless technology, he can treat these patients remotely.

Since the 1990s, 3G wireless has been in place, providing us with increasing amounts of bandwidth, speed, and the ability to download multi-media content in a more efficient way. Dr. Scott Snyder, author of the New World of Wireless: How to Compete in the 4G Revolution, says that many people think of 4G wireless, which is the next logical step in the progression of the technology, as just more bandwidth. "Yes, 4G wireless will offer up to 100 megabits per second to mobile users and one gigabit per second to fixed users. You are talking about a wireless connection that is 50 times faster than what you get in your home broadband connection. This is only part of the story. 4G wireless will provide a new paradigm that will alter the network and the handset, by enabling users to have more control over what type of content they get, and what type of services they can get from any location they might be in around the globe."

Snyder adds that user-centric capabilities will be the defining feature of 4G wireless. "Extremely intelligent handsets will have the ability to make decisions on your behalf, just like a remote control for your life. Because it is based on the cloud concept rather than a fixed network, 4G wireless has the capability to follow you around. You will have access to many networks without going back through a network. That's a scary proposition for wireless carriers that make money from people going through their network. This feature enables a whole variety of digital swarms or group behavior. Users can self-organize in this cloud without going through the structure of traditional networks."

As CEO of a Decision Strategies, a technology consulting firm, Snyder came across many executives who lacked awareness of what 4G wireless technology could do, not only to their business, but to their industry as a disruptive force and an innovation platform. The need to educate these executives propelled Snyder to write The New World of Wireless. His book is not just about what's happening with the technology, but how this technology could have broader social and business interactions to create new business models, new industries, and transformational type events.

Meanwhile, new standards for 4G wireless and experimental handsets loom on the horizon. Even aspects of the iPhone sheds light on what new business models might look like. Snyder says that because these weak signals will explode very fast, CIOs need to prepare for 4G wireless right now. "They need to start building wireless into their organization as a competency to be explored both as a communication platform, but also an innovation platform. They need to put the infrastructure in place to support both platforms and to leverage both to build an ecosystem with their customers, partners, vendors, and even your industry. They have to also start fostering wireless content, connectivity and allowing the digital swarm to take place both in your organization and in your ecosystem."

In this podcast, CIOs will learn the following:

• The top three things they should be doing to prepare for 4G wireless
• Some of the ways they can innovate around 4G wireless to become more profitable and derive more marketplace,
• The new business models that 4G wireless will enable, and
• And the security issues that will confront this technology.

Bio

Dr. Scott Snyder is the president and CEO of Decision Strategies International, a strategy firm focused on increasing the strategic aptitude of organization. He has held executive positions with several Fortune 500 companies including General Electric, Martin Marietta, and Lockheed Martin. He has also started business ventures in software including OmniChoice, a CRM/Analytics software applications provider. He was selected as a candidate for Entrepreneur of the Year for the Philadelphia Region. He has worked with numerous Fortune 500 clients on business and technology strategy including General Electric, NCR, Verizon, as well as government organizations such as the Federal Aviation Administration, National Security Administration, and the US Navy.

He has also contributed as a co-author to the recently released Future of BioSciences 2020 Report from DSI and the Wharton School and is the author of The New World of Wireless: How to Compete in the 4G Revolution.

Dr. Snyder is a senior fellow in the management department at the Wharton School, an adjunct faculty member in the School of Engineering and Applied Science at the University of Pennsylvania, and has lectured at MIT and RIT on decision-making, business and IT strategy, telecommunications, product design and development, and business intelligence. He holds a patent for on-line decision aids and has been quoted as a thought leader in numerous publications. Dr. Snyder earned his BS, MS, and Ph.D. in Systems Engineering from University of Pennsylvania and has an executive degree from USC in Telecommunications Management.

Resources
Profile of Decision Strategies International, INC magazine

http://www.inc.com/inc5000/2008/company-profile.html?id=200819430

How Failure Breeds Success, BusinessWeek

http://www.businessweek.com/magazine/content/06_28/b3992001.htm?campaign_id=nws_insdr_jul1&link_position=link1

Put on Hold: Why Telecoms Can't Get Consumers to Bond More with Their Cell Phones, Knowledge Emory

http://knowledge.emory.edu/article.cfm?articleid=1138

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

Sponsored by BMC Software