ECOWS 2009 Keynote : Cloud Computing by Dr. Mahmoud Naghshineh

November 11th, 2009
Cloud Computing

Cloud Computing

There are major opportunities at all levels of the Cloud stack were identified by Dr. Mahmoud Naghshineh.

Infrastructure Services Layer  :  As systems innovators the opportunities are in helping to solve the out-of-space, out-of-power and lower costs.

Platform Services  Layer : The opportunities are in the development and management of technologies for overcoming the potential complexities and downsides of clouds.

Applications  Services Layer : We have opportunities establishing industry specific cloud platforms through which customers can develop and offer their services.

Business Services Layer : As composer and integrator using deep customer knowledge to design composite cloud solutions that combine disparate information.

People Services Layer : Providing knowledge enabler technologies that break the linear relationship between revenue and headcount and exploiting crowd-sourcing.

The cloud will grow rapidly specially at the Applicantion, Business and People services layers.

Dr. Mahmoud Naghshineh

Dr. Mahmoud Naghshineh

IBM is using Cloud Computing for this research centers to learn by doing.  Dr. Mahmoud Naghshineh identified 7 research challenges in Cloud computing:

  1. Simplicity and Consumability
  2. Service Compilation ad Delivery
  3. Scalability
  4. Security and Assurance
  5. Systems Design and Low Energy
  6. Service Chain Management
  7. Service Quality

ECOWS 2009 Keynote : LiquidPub by Dr. Fabio Casati

November 11th, 2009

At the  first day of the  IEEE European Conference on Web Services we had the opening  keynote by Dr.Fabio Casati from the University of Trento chaired by the founder of the IEEE Computer Society Technical Community for Services Computing Dr. Liang-Jie Zhang.

Liang-Jie Zhang and Fabio Casati

Dr.Liang-Jie Zhang and Dr. Fabio Casati

Dr. Fabio Casati presented the LiquiPub European project that aims to explore new models for research journals. LiquiPub innovate in the way how the papers journals are reviewed and published.

Liquidpub presentation by Dr.Fabio Casati

“The LiquidPub project proposes a paradigm shift in the way scientific knowledge is created, disseminated, evaluated and maintained. This shift is enabled by the notion of Liquid Publications, which are evolutionary, collaborative, and composable scientific contributions. Many Liquid Publication concepts are based on a parallel between scientific knowledge artifacts and software artifacts, and hence on lessons learned in (agile, collaborative, open source) software development, as well as on lessons learned from Web 2.0 in terms of collaborative evaluation of knowledge artifacts” [1].

LiquidPub introduce the concept of Liquid Journals : ” Once a set of papers has been identified as worthy of inclusion in a journal, their liquid version as opposed to their static snapshot is added to the journal. So if a new version of a paper in a journal is published by the authors, it is now the new version that belongs to the journal . We call these as liquid journals. The number and kind of papers are static, but the journal evolves with the included papers. We may still have the notion of “issue”, though it begins to be decoupled with time” [1].



Games as a service

August 24th, 2009

The gaming industry is shifting their focus from product to services. All current consoles in the market includes some kind of services. The Playstation Network (PSN) from Sony and XboxLive from Microsoft are the best examples of this phenomenon.

Even the portable gaming devices are adding services. The Nintendo DSi and Sony PSP Go are focused on digital distribution with on-line stores with games, applications and video.

One example of Innovations in gaming is Little Big Planet (Exclusive for PS3). In this game you are a co-creator using a service that let users create, share and play new levels. The game offer a customized experience where you can buy stickers to decorate your levels and suits to personalize your character.

John Pleasants the COO of EA in a interview on venturebeat says “If you believe all games will eventually be services — as I do — then the idea of game teams that make a game, ship it, and then do something else goes away”. In fact we can see this in the Burn Out Paradise that is a platform to deliver more ways of gaming. In fact they are constantly upgrading the service adding more vehicles and stages.

The EA executive gives a hint of new business models for gaming “They (games) will now ship and day one begins when the customer gives feedback to the live service. The way you distribute will be different. The way you charge will be different. There will be more permutations in pricing. Merchandising will be much more important. Co-marketing will be much more important”.

A innovative approach on the way that games are delivered is OnLive. It is a platform that do the heavy processing on the server side bringing the Cloud Computing concept to the gaming industry . The OnLive micro console is just a terminal to connect the TV and game pads. It’s not a complex piece of hardware like the PS3 and Xbox360.

Figure 1 – The OnLive gaming service will be delivered using a micro console

As we can see the gaming industry is shifting their focus from product to services, no only in the way the software is delivered but also in how you play and purchase the game.

Egon Lüftenegger

Stakeholder focus is the new era of branding

August 9th, 2009

“The social interaction is global. If you don’t like a service, post it on twitter”-  Egon Lüftenegger

The branding has evolved to a stakeholder view of the brand. It’s not focused only on the customer, but in all stakeholders. “The brand value co-creation process is a continuous, social, and highly dynamic and interactive process between the firm, the brand, and all stakeholders” is how the branding works in the Stakeholder-Focus Brand Era (Merz, 2009).

This is evolution of the brand, it’s a natural consequence of the evolution of the business. The business focus is not in the firm anymore, is in the network.The strategy is focused in the role of the firm in the business network. The brand is now in a network environment where all stakeholders co-create it.

Today, the brand is co-created on the Web. Social interactions reached global scale powered by services like Facebook or Twitter, where it’s easier to build the cult or the disappointment of the brand. These tools, specially Twitter, due to the openness of the way the interaction flow, facilitate the discussion. The social interaction is global. If you don’t like a service, post it on twitter. Firms are using that information to be aware of what the community among other stakeholders are saying about their brand.

Figure 1 – The cult of mac is a book about the strong mac community of Apple.

The most illustrative case in this branding era is Apple, the company that have the cult on mac ( Fig 1) , the cult on ipod and most recently the cult of iPhone. Their stakeholders includes software developers, universities, partners, product owners and communities of bloggers and fans that not necessary own the product but want to own one (just look that dell laptop with a Apple sticker of your office mate ). All these stakeholders dynamically co-create the apple brand, driven by social interactions (Fig.2).

Figure 2 – In the diagram we can see the firm and some stakeholders* (to simplify it) interacting, Google is a developer, TechCrunch is a blog, Apple fans is a community in Facebook and Twitter is a social platform where conversations and opinions take place. All of them are co-creating the brand in this continuous, social, and highly dynamic and interactive process

The speed and reach that modern social interactions provide to the stakeholders could be used to co-create the erosion of the brand. The recent issue on the Google voice application being rejected by the apple store is clearly stakeholder brand damage. That issue caused the reaction of community leaders, like the founder of TechCrunch blog, who leaved the cult of mac, quitting the iPhone in favor to an Android based phone to use actively Google Voice, co-creating branding value for Google Android instead of the iPhone.

Apple is a stakeholder co-created brand with much more followers than detractors in the community. The Google voice incident shows us how the community react to incidents that are seen as unfair. Specially when the stakeholder, the software developer in this case, is another powerful co-created brand like Google.

(Merz, 2009) Merz, Michael A., Yi He, and Stephen L. Vargo (2009), “The evolving brand logic: a service-dominant logic perspective”, Journal of the Academy of Marketing Science

Daily Digest for June 18th

June 18th, 2009
lastfm (feed #3)
12:08pm via
flickr (feed #2)
4:26pm via Flickr
flickr (feed #2)
Shared 5 photos.
9:45am via Flickr

First month in the Netherlands

June 5th, 2009

Today I celebrate my first month in the Netherlands. I arrived one month ago! (May, 5).  I  came to the Netherlands to a PhD in the School of Industrial Engineering at the Information Systems group.  I’m  really happy working here,  because I always liked e-business. My research project is about innovation in the financial service Industry where I will be generating Innovative Business Models.

My Family

My Family

School of Industrial engineering at TU/e

First day in the office

First day in the office

SSCF : Agile Supply Chain Redesign for Oustsourcing Processes

May 27th, 2009

Last Tuesdat 26 we had a seminar of the Student Supply Chain Forum chaired by Paul W.P.J. Grefen.  Mr. Grefen talked about the business process outsourcing in supply chain networks.

We also had the participation of the industry represented by DAF trucks and IBM to show us the real scenarios where new research efforts could been applied.

IMG_0689 Paul W.P.J. Grefen


Michiel Kuipers, Manager Global Logistics Europe Business transformation and IT at IBM


Adriaan Kanobbe, Purchasing Director NPR and projects,Purchasing PACCAR Europe (DAF Trucks)

Industria Master students

Master students discussing the business case


The organization of this chapter was leaded by Jeroen van Duren and Ricardo Seguel


Event Poster

Service Innovation : Smartphones. Service Inside! Synchronization as a service

May 25th, 2009

Apple redefined the smartphone with the iPhone, a sleek device with an excellent user interface controlled by your fingers through a touch screen. Apple enhanced even more the customer experience integrating an Application Store. Applying the same strategy form from iPod+iTunes, as we discussed in a previous post, where the user co-create value thanks to the mix of product and services.

Today, is not possible to bring just a product, the new smartphone operating systems like Google ‘s Android, offer services out-of-the box . Including an applications store called Android Market and Google services like Gmail and Calendar that provides front-stage interaction to their back-stage servers. You no longer need to backup your mail, every Google application is synchronized with Google’s servers (Video 1). All these services and new ones like the Google latitude for location sharing, enable the user to get a great costumer experience with richer interactions. Right now, even Microsoft is trying to include services into their windows mobile, with myphone you will able to backup your contacts and appointments.

Video 1: Google Android

Palm took the serivce integration further, with a new operating system called WebOS. The new Palm’s Operating System use “cloud computing” (or Internet as a Service, that is an emerging tendency which allows to companies use higher processing capacities from third parties with less costs for them) to do server side processing from your information sources (not just Google’s applications, like Android) that are available to the user trough a single mobile interface provided with the new Palm Pre.
The fundamental concept behind the WebOS is Synergy, that takes synchronization as a service. When you add an appointment or modify a contact in the smartphone, the changes will be synchronized into the palm’s cloud. This Synergy happens from many sources, like Facebook. So, when you add a friend in your Facebook account, it will be reflected in your phone contacts, even if you got a repeated contact (same contact form different sources), it will be unified at a single one at your contacts application in the smartphone (Video 2).

Video 2: Palm Pre WebOS Synergy

The innovation from Palm is driven by services out of the box from different providers, where you no longer need to synchronize your data with your computer. All the synchronization happens in the Palm’s servers from different kind of sources. This service innovation takes the smartphone user experience a step further, with richer interactions that let users to co-create value. Palm is back from the dead with a great value offer that sets a new trend in mobile devices.

Egon Lüftenegger

Amazon Kindle : e-books as a Service

May 9th, 2009

E-books readers are devices that use e-ink technology to offer a book-like experience thanks to an easy to read screen, enabling users to keep reading for many hours without headaches.

There are many of e-book readers, but the most important ones are the Amazon Kindle and Sony Reader. The Sony Reader supports more e-books formats than Amazon and also offer a model with touch screen, but it’s e-book store is weak. You can’t find all the books that Amazon has.

Sony it’s a hardware oriented company that use an e-book store to sell more Sony Readers. In the other hand, Amazon it’s a e-book provider that use a e-book reader platform to sell many books as possible.

Amazon complemented their offer with the Kindle for iPhone, that introduced a new feature called whispersync (Fig 1). This functionality lets you synchronize your readings between your Kindle e-book reader with your Kindle for iPhone. For example, you can use your iPhone to read when you are in the subway or waiting in a queue. But when you are at home relaxed in your sofa, you continue your experience with the Kindle e-book reader at the same page that you left the Kindle for iPhone.

Fig.1. The whispersync offers great value, letting the users to sync their iPhone application with the Kindle reader.

Amazon’s strategy shifted from the Product Oriented Kindle e-book reader with an e-book store to a Service Oriented Kindle, offering a total customer experience thanks to the richer interactions that are delivered trough the Kindle e-book reader and the Kindle for iPhone, enabling the customer to co-create value (Fig.2). The iPhone application is not trying to cannibalize the Kindle e-book reader, in deed Kindle for iPhone will engage more users to the Kindle service. Amazon is not an electronics manufacturer, it’s the biggest bookstore on the planet that is aiming to be the biggest e-book store on the planet.

Fig.2. The users of the Amazon Kindle service can co-create value thank to the rich interactions delivered by iPhone and the e-reader.

The shift form product to service of Amazon Kindle is the greatest differentiation with the competition. They can’t compete to the value that offer “e-books as a Service”, where the service use the devices to sell e-books.

Changing the dominant logic

February 9th, 2009

Dominant logic is a mind set or a world view or conceptualization of the business and the administrative tools to accomplish goals and make decisions in that business. It is stored as a shared cognitive map among the dominant coalition. It is expressed as a learned, problem solving behavior. The dominant logic can be considered as both a knowledge structure and set of management process. Dominant logic is defined as the way in which managers conceptualize the business and make critical resource allocation decisions. The dominant logic of an organization filters and interprets information from environment, attenuates complexity and guides strategies, systems and behavior of the organization .

The dominant logic that a enterprise utilize is difficult to change, like the shift from the Ptolemaic view of the universe (earth-centered) to the Copernican view of the universe (sun-centered). As we mentioned in our previous post, the economy is shifting from goods to service. We are used to have a goods view of the economy, looking from the glass of a Goods-Dominant (G-D) logic. Now a service mindset called Service-Dominant (S-D) logic is available to serve as a foundation in Service Science.

The G-D logic, establishes that the goal of the economic activity is to make and distribute units of output, preferably tangible (goods). Where the goal is to maximize profit through the efficient production and distribution of goods, which are embedded with utility (value) during manufacturing. In G-D Logic, services are just value-enhancing add-ons for goods or just a particular (somewhat inferior) type good, characterized by: Intangibility, Heterogeneity (non-standardization), Inseparability (of production and consumption) and Perishability. This kind of thinking points service scientists toward a primary concern with efficient production of intangible goods, rather than the effective creation of value trough service.

In Service-Dominant (S-D) Logic, service has a process orientation. Service is defined as the application of competences (knowledge and skills) for the benefit of another entity, rather than the production of units of output. These benefits are always manifested in the context of the customer, rather than in the production of its offering by the provider. The contextual perspective suggests that what firms provide should not be understood in terms of outputs with value, but rather as resource inputs for a continuing value-creation process.

Goods remain important in S-D logic, as vehicles for resource transmission (tools and appliances), rather than containers of value. We can see this logic working in Software-as-a-service (SaaS) and Software Oriented Architecture, where the value is not in the software, but in the service that they offer.

In G-D logic, value creation happens with resource acquisition. The firm specializes in the production of a type of good, the household specializes in a type of labor, and the money the household obtains from its labor is exchanged for the goods produced by organizations. In this case, one acquires the resource of the other: the firm seeks the labor from the household and the household seeks the goods the firm possesses.

In the Service era we shift the focus from “Producing” (in G-D logic) of goods that are value enhancing add-ons, where the value creation happens with resource acquisition, to “Resourcing” (in S-D logic), where value creation that happens when a potential resource is turned into a specific benefit. Resourcing allows value creation through collaborative value co-creation, not only involving the provider and the beneficiary but all parties in a value-creation network (suppliers, competitors and customers working together).

The G-D logic views the firm as the production of tangible (goods) and intangible (services) outputs to be sold to customers, where the service firms are “service factories” that tried to standardize services with manufacturing concepts. Instead of assembly lines, there were lines or stations that customers visited to receive services. Because production efficiencies could be obtained from employee specialization, even customer service became specialized.

In S-D logic, the focus is in the interaction between the firm and the customer. The significance of that interaction is found not in the transfer of ownership of output (as in G-D logic), but in the interaction itself, in servicing the needs of the customer, as experienced by the customer. S-D mind set would focus on understanding the customer’s experience of waiting in line and moving from station to station, on the experience of waiting on a call line and then being transferred multiple times, on the experience of talking to an employee who is not empowered to provide service. It would focus on the effectiveness of responding to the customer’s purpose for contacting the firm, rather than the efficiency of producing the services. In other words, efficiency should follow effectiveness. This perspective prompts the organization to consider not only its employees’ productivity but also the ‘‘productivity’’ and experience of the customer.

Fig1. Diamond Rio delivered value through the acquisition of the product.

The change of mindset from product to service can drive the Service Innovation . For example : the iPod wasn’t the first mp3 player in the market, the Diamond Rio came first. Diamond focused in the product (G-D logic), where the value is generated through it’s acquisition (Fig.1). Many years later Steve Jobs, the CEO of Apple, had the vision to create compelling experiences for the customer through the use of technology, integrating the software and the hardware into a seamlessly customer experience. The focus on a simple user interface based on a click-wheel in a sleek device made the iPod famous. The user experience was not only present on the device itself, but in the whole process of listening music, including the purchasing and loading of songs to the device through the iTunes store, delivering a true integrated experience provided by iPod+iTunes (Fig.2). In S-D logic the customer is always a co-creator of value. when you purchase an iPod, you don’t purchase a good. You purchase the experience that the iPod delivers. So, the iPod by itself do not have value, you co-created it when you experience it. The value is in the experience, that means the sum of all interactions.

Fig2. iPod+iTunes delivers a complete experience to the customer, where the value is co-produced.