Ubiquitous Computing - Developing the new generation of Metasystem and Metadata Visualization for Economic Monetization

We are entering a next phase of the cloud enabled era where the level of interaction led by four mega trends will shape our industry and many others.

Devices ubiquity
New capabilities to use anywhere on any device from table, smartphone

Information Context Aware
The ability to collect, metricize , monitor and platform machine to machine M2M, machine to human M2H telemetry across a wide range of structured, semi-structured and unstructured data

Situation Context Aware
The ability to create new physical and virtual environments with intelligence information an process context from the level large to the very small.

Internet of Things 
The ability to multiplex and multiplicity of entities, assets and services spacing beyond the computing sphere into many other metasystems in social, commercial, organizational, biological and sustainability system

The ramifications of these trends are only becoming apparent. While ubiquitous computing has been a theme for a number of years , the convergence of multiplatform technologies and experiences is only begun to be felt across commercial and social networks; accelerated by the growth of huge public cloud communities and rapid scaling of national level data center and computing infrastructures. Cloud enabled ubiquitous systems is not just a software application centric view of the world riding on the back of greater infrastructure investments and connected space. It's a fundamental shift on hoe economics and monetization works in micro and macro economic marketplaces and user interactions.

Its nothing short of a revolution in the way devices and machine enabled business and social networks can interact to create new business models and added value propositions. The very fabric of infrastructure is becoming interwoven with new ubiquitous ecosystem science that is trans-social, trans-border, trans-global in nature.

Synthesis and model 
How metadata , edge networks and metasystems need to connect across technical, social-societal, economic, socio-political and biological spheres of influence and

Simulate &amp
Test How "live" systems and feedback have enabled a step change in the immediacy and indirectly collection and creation a large data set footprints in the scale of Petabytes and exobyte magnitudes.

Interact 
 Ubiquitous methods and devices to span individuals, groups, networks and domains of interaction : Places, Spaces, Pads, Boards, Tabs, embedded devices and micro and nano technology creating new experience visualization, metrics and feedback awareness.

Economic Strategies for Cloud enabled Ubiquitous Systems 

Understanding ecosystem dynamics and their potential for monetization requires a focus on micro and macro economic factors.

Macro-economic Drivers 

Monetization Strategy is capabilities that generate revenue in a market (internal market, external market to the enterprise)

These monetization strategies are more focused on macro behaviors and scale of monopolies between participants and geographic locations.

These exist in physical and virtual spaces in digital networks.

Micro Economic Drivers 

These monetization strategies are levers that you can pull or push inside your own company as ways to generate revenue and profitability.

There are also other monetization strategies that consider the environment and ecosystems that you are operating in.

These strategies recognize the behaviors and influences of networks and connected spaces

Differentiators and competitiveness of on-demand offers need to consider both micro and macro economic strategies. Defining sustainable pricing and market channels needs to be aware of how the macro environment works in on-line digital domains and digital markets.

CIEL – Cloud Interactive Ecosystem Language – New Visualization and Monetization approaches 

This session examine the rise of ecosystems in the large and the small scale and their impact on business models and monetization strategies. Central to this will also be the ability to visualize and enable construction of effective ecosystems that take advantage of these new levels of distributed integration and automation.

At the macro level we see different regional entities such as Europe, Asia, Americas and Africa continental markets. How these markets are structures include the convergence of smart cities and smart environments.

 

This leads to the design of cloud enabled ubiquitous ecosystems

• Common infrastructure 
• Core services for cities, organizations, communities, groups, individuals 
• Dedicated specialist services for task, niche and contextual aware systems. This spans cross-border design and integration issues. 

CIEL enabled constructed Ubiquitous systems 

This enables structures systems design and visualization across multiple ubiquitous environments

CIEL – Cloud enabled Ubiquitous Ecosystems 

Ubiquitous ecosystems involve systems of systems thinking and multiple “smart” systems viewpoints and interactions.

Cloud enabled systems are design and delivered as ecosystems context require a new kind of approach to understanding and visualizing systems design.

• Technological systems: Devices, networks, compute, systems  
• Economic and commercial systems – Markets, business processes, demand and supply chains and value networks 
• Social and societal systems – persona's, connections, citizens, governments, policies 
• Biological and environmental systems – resources, sustainability, energy , consumption

Takeaways from the Session 

• Definitions of ecosystems and the role of ubiquitous computing 
• Different patterns in Cloud enabled Ubiquitous Ecosystem design 
• Understand how Economics and monetization are affected in ecosystems and the decision processes that come with planning effective use of ubiquitous systems. 

Mark Skilton
 June 2012

What are the risks of misreading the new Social Processes that develop social enterprise ecosystems ?

The emerging new social media and social networks is a constant reminder of the new internet socialization that invades many aspects of personal and business life. The numbers speak for themselves in connected communities, smart phone “switch-on” rates and app store growth.
However these new social systems are also changing many traditional business processes that otherwise have remained largely the same for many years but are now breaking down into new inside and outside the enterprise communities of services, devices and interconnections.
Received wisdom speaks of, Social Network Optimization SNO in search engines and new portal-like enabled services that are becoming defacto methods to “like” and collect feedback and behavior analysis.
These trends are changing key business processes into a more general event-driven response to the use and communication channeled through online sites, mobile devices and services.
What is clear is that identifying strategies to build these into main stream business and operating models is a matter of urgency to address very real, near and present competitive changes and size of the addressable market opportunities. These trends are disrupting traditional markets that focus on content ownership rather than extending the service to leveraging and targeting how the content, be it photos, news alerts, or other services are be discovered and used.
The risk of miss-reading these trends is significant to the economic wellbeing of the enterprise
• The cultural impact of products and services that have “moved” outside the enterprise into new business models of discovery and delivery
• The changing perception of value from consumers and partners who have a different “view of the customer” which includes other on-line service providers that can
• Moving “goal posts” of addressable markets as online boundaries, communities and behaviors shift and combine in new ways
• Brand miss-alignment and changing expectations and service requirements to underpin security and quality of service
• Missed opportunities to leverage Joint Ventures, service bundles and other monetization strategies that can better address customer and provider needs
The connected spaces of online communities enable content to be augmented and bundled to build “loops” that drive behaviors to use more content or different services and content.
These strategic priorities include
• Establishing core content propositions such as “knowledge”, “photos”, “messaging”, ”lifestyle”, “Entertainment”, “Time saver aggregation and alerts”, “games” that build value-worth in individuals and group community associations. The product or service feature set has to recognize “group” value and behaviors , not just its intrinsic value to individuals.
• Defining platform strategies that include 3rd party and your own platforms and knowledge. This extends to Joint Ventures and partners as it’s no longer just ownership but also connected relationships that matter. This enables a wider context and recognition of a sense of community place and breadth beyond a traditional enterprise own portfolio viewpoint.
• Identifying new business operating metrics that recognize time based usages and community behaviors that measure and drive the assessment and augmentation of “loops” of discover, inquiry, brand reinforcement, community recognition and economies of scale leverage.
• Building service bundles that leverage, cross-sell and respond to time-based trends and events as they occur. This means that the metrics and feedback mechanism need to be much more strategically sensitive to how the community and usage patterns are evolving and being captured effectively.
• Creating referential integrity and security in the content and service is more a prerequisite in making the products and service more understandable, consumer friendly and recognizable. While platform integration will be both open and closed as different alternative ways to build secure and viable market share, the underpinning quality of service and sustainability in the longer term will be a key factor is maintaining community engagement and service value. Focus on the value of the experiential processes will be increasingly necessary as much as the dynamic nature of the hard costs and quality of operations to deliver the desired consumer experience.

What’s important is that while monetization can be from direct content or service sales, there is also further addressable revenue from augmenting and understanding how platforms and services are engaging and added value to consumers and community behavior feedback.
Gaming is just one of the “loops” of driving behavior patterns that consume and reinforce information and content usage. The more critical point is that the domains and boundaries of content, platforms and services is much less ridge in the sense of new markets of communities. But it is also much more the emergence of new competitive forces that are driving a new era of ecosystem oriented products and services. These are challenging and driving away for the old Porter five forces model of competition, suppliers, customers and substitutes to a combination of new drivers and lever.
The new five forces model for the next ten years might be:
• Community evolution drivers
• Platform discovery and usage drivers
• Market Boundary interoperability and portability semantic drivers
• Device capabilities drivers
• Informatics and ecosystem science visualization, sustainability and delivery drivers

The risk is to think that “it’s just new services in the same business strategy and portfolio” may dismiss some significant behavioral awareness change that may be necessary to understand these drivers. The issue may infact be the game itself has changed in the way products, services and industries actually work.

Mark Skilton
Jan 2012