© 2010 IBM Corporation
Leveraging Partnerships in the Cloud
Computing/Smart Technology Era
Jay Ennesser Presentation to
Society for Information Management
January 20, 2010
© 2009 IBM Corporation
Agenda
Leveraging Partnerships in the Cloud Computing/Smart Technology Era
• ALLIANCES: Powerful Growth And Earnings Engine For Global CompaniesALLIANCES: Powerful Growth And Earnings Engine For Global Companies
• The CIO Study – Impact on all of usThe CIO Study – Impact on all of us
• Cloud Computing Driving Collaboration & CoopetitionCloud Computing Driving Collaboration & Coopetition • From Radical Innovation to Radical Collaboration – The From Radical Innovation to Radical Collaboration – The
Global Business ModelGlobal Business Model
• Let’s Build A Smarter PlanetLet’s Build A Smarter Planet
• FuturesFutures
• Top Trends in 2010Top Trends in 2010
• Five Areas of Impact Starting in 2010Five Areas of Impact Starting in 2010
© 2010 IBM Corporation
ALLIANCES:ALLIANCES:
Powerful GrowthPowerful GrowthAnd EarningsAnd Earnings
Engine ForEngine ForGlobalGlobal
CompaniesCompanies
ALLIANCE COREALLIANCE CORE
LicensesLicenses
PartialPartialAcquisitionsAcquisitions(Controlling)(Controlling)
Partial Partial AcquisitionsAcquisitions
(Non-Controlling)(Non-Controlling)JointJointVenturesVentures
SharedSharedResourcesResources
© 2009 IBM Corporation
Corporate Alliances Defined
An organizational construct wherein “partners” are willing – in fact, motivated – to act in concert and share core competencies.
Most true alliances result, to some degree, in the virtual (albeit limited) integration of the parties through contracts that define rights and responsibilities over specific time.
Other alliances result in actual integration, but usually delayed and in stages.
An organizational construct wherein “partners” are willing – in fact, motivated – to act in concert and share core competencies.
Most true alliances result, to some degree, in the virtual (albeit limited) integration of the parties through contracts that define rights and responsibilities over specific time.
Other alliances result in actual integration, but usually delayed and in stages.
© 2009 IBM Corporation
Corporate Alliances
Licensing(Non-Equity)
Contractual
Alliances Come In A Variety Of Forms
Continuum Of Transaction TypesContinuum Of Transaction TypesContinuum Of Transaction TypesContinuum Of Transaction Types
Traditional M&AOutsourcing
100%Acquisitions
PartialAcquisitionsControlling
>50%
Increasing Degree of Integration
SharedResources and Competencies(Non-Equity)
PartialAcquisitions
Non-Controlling
<=50%
JointVentures
Collaborative
ContractServices
© 2009 IBM Corporation
SAP
Unisys
OracleNova
SAPOracleUnisys
MS
Oracle SAP
Unisys
Peachtree
MacolaTRADEex
DGMS
Nova IsPeopleSoft
SAPGERS Retail
DG
GERS Retail
Peachtree
Unisys
DG
Sabre
Brit TelecomSAP
MSSabre
FileNET SAP
MS
PwCCambridge
BSGMS
MCI/W
IndusWalker
TanDataMCI/W
SAP
Sabre
MCI/W
BSG
SAP
InfoBuilders
PeopleSoft
StarbursOracle
PeopleSoftJD Edwards
Info Access
Supply Chain Sol’ns
Symix
Info Builders
Symix
OracleJD Edwards SAP
Oracle
JD Edwards
PeopleSoft
SAP
Deloitte (Mgt Solutions)
ARISArthur Andersen
PRT GrpRaymond James
Levi, Ray & ShoupRainier Tech
SARCOM
EggrockErnst & Young
Deloitte
HP Intel
AMEXOpen MarketSterling VISA
Verifone FedEx
Intel
Staples
PwC
HP
Intel
MS AMEX
ImageX.comOracle
CTP
MSAMEXADP
Oracle
MS
AMEX
ADP
Oracle
ADP
HPiCat
Open Market
HP
HP
BAAN SAP
Oracle
BAAN
SAP
OracleBAAN
SAP Oracle
MSMarketFirst
Commerce 1
MS
MS
ExtricityTop Tier
Oracle
PeopleSoft Oracle
PeopleSoft
OraclePeopleSoft
Client
Harbinger
Commerce 1
SterlingClarus Ariba
Concur
AT&T
GEIS
SAP
BAANNetscape
CompetitorCompetitorLearning & InnovationLearning & InnovationCore Component SupplierCore Component SupplierImplementation ServicesImplementation ServicesResellersResellersIndustry InfluencersIndustry Influencers
ROLESROLES
Source: Source: Booz•Allen & Hamilton
Example: e-Procurement Sector Demonstrates Use of Constellation
© 2009 IBM Corporation
CONTENTCONTENTCONTENTCONTENT
Turner Turner BroadcastingBroadcasting
Atari Atari GamesGames
Crystal Crystal DynamicsDynamics
TCITCI
SERVICE CREATIONSERVICE CREATIONSERVICE CREATIONSERVICE CREATION
TCI/TCI/Liberty Liberty MediaMedia
Sega Sega ChannelChannel
SpiegelSpiegelCatalog 1Catalog 1
TCITCI
QVCQVC
SegaSega
ComcastComcast
END USER DEVICES AND END USER DEVICES AND APPLICATIONSAPPLICATIONS
END USER DEVICES AND END USER DEVICES AND APPLICATIONSAPPLICATIONS
Silicon Silicon GraphicsGraphics
AppleAppleIBMIBM
ToshibaToshiba
IlachuIlachu
300300
Atari Corp.Atari Corp.Electronic Electronic
ArtsArts
MatsushitMatsushitaa
AT&TAT&T
LOCAL LOCAL SERVICE SERVICE
PROVISIONPROVISION
LOCAL LOCAL SERVICE SERVICE
PROVISIONPROVISION
SOFTWARE DEVELOPERSSOFTWARE DEVELOPERSSOFTWARE DEVELOPERSSOFTWARE DEVELOPERS
MicrosoftMicrosoft AccoladeAccolade
HyperboleHyperbole CompuservCompuserv
Digital Digital SolutionsSolutions
Time Time WarneWarne
rr
Time Time WarneWarne
rr
Central
Software
Hardware
Distribution
Joint VenturesJoint Ventures
LOCAL SWITCHING AND LOCAL SWITCHING AND TRANSPORTTRANSPORT
LOCAL SWITCHING AND LOCAL SWITCHING AND TRANSPORTTRANSPORT
CoxCox
ComcasComcasttCont. Cont.
CablevisioCablevisionn
TCITCI CoxCoxComcasComcas
ttCont. Cont.
CablevisioCablevisionn
GEGENew New
househouse
TCITCI
US WESTUS WEST
TCGTCG QualcomQualcommm
PrimestaPrimestarr
Source: Source: Booz•Allen & Hamilton/Alliance Analyst
Example: Time Warner Deals with Multiple Portfolio Gaps
© 2009 IBM Corporation
Global Access toInformation & Technology
Playing Field is Everywhere
Few Boundaries
Information Sharing & Rapid
Communication
Immediate CustomerInteraction & Response
Real-Time Commerce& Cycle Time Reduction
Innovation and R&DCompression
GlobalizationGlobalizationRequirementsRequirements
CompetencyCompetencyNecessitiesNecessities
Forces Forces Driving Driving
AlliancesAlliances
Forces Forces Driving Driving
AlliancesAlliances
Limited ManagementResources
Limited ManagementResources
Limited CapitalLimited CapitalResourcesResources
Limited CapitalLimited CapitalResourcesResources
Globalization and Competency Forces Driving Alliances
© 2009 IBM Corporation
Basis For Alliance More Than Capital
Share riskShare risk Share riskShare risk
Build economies of scaleBuild economies of scale Build economies of scaleBuild economies of scale
Enter new market segmentEnter new market segment Enter new market segmentEnter new market segment
Expand geographicallyExpand geographically Expand geographicallyExpand geographically
Obtain technologyObtain technology Obtain technologyObtain technology
Have funding constraintsHave funding constraints Have funding constraintsHave funding constraints
Need management skillsNeed management skills Need management skillsNeed management skills
Raise value-added hurdlesRaise value-added hurdles Raise value-added hurdlesRaise value-added hurdles
Overcome entry barriersOvercome entry barriers Overcome entry barriersOvercome entry barriers
Create brand and credibilityCreate brand and credibility Create brand and credibilityCreate brand and credibility
Avoid “betting the company” on a single strategy or tacticAvoid “betting the company” on a single strategy or tacticAvoid “betting the company” on a single strategy or tacticAvoid “betting the company” on a single strategy or tactic
Confront large and ever-increasing up-front development costsConfront large and ever-increasing up-front development costsConfront large and ever-increasing up-front development costsConfront large and ever-increasing up-front development costs
Need an infusion of top-quality managementNeed an infusion of top-quality managementNeed an infusion of top-quality managementNeed an infusion of top-quality management
Limited number of acquisition candidates; high cost of entryLimited number of acquisition candidates; high cost of entryLimited number of acquisition candidates; high cost of entryLimited number of acquisition candidates; high cost of entry
Prohibitive cost in resources and time to create brandProhibitive cost in resources and time to create brandProhibitive cost in resources and time to create brandProhibitive cost in resources and time to create brand
Too difficult and costly to penetrate a foreign market aloneToo difficult and costly to penetrate a foreign market aloneToo difficult and costly to penetrate a foreign market aloneToo difficult and costly to penetrate a foreign market alone
Face critical technology gaps and cannot not afford time and/orFace critical technology gaps and cannot not afford time and/or resources to buildresources to buildFace critical technology gaps and cannot not afford time and/orFace critical technology gaps and cannot not afford time and/or resources to buildresources to build
Industry has high fixed costs and needs greater scale to Industry has high fixed costs and needs greater scale to compete effectivelycompete effectively
Gain access to new value-added skills to raise barriers to Gain access to new value-added skills to raise barriers to competitioncompetition
Lack a thorough understanding of customers, applications Lack a thorough understanding of customers, applications and/or distribution infrastructureand/or distribution infrastructure
Alliance Drivers Descriptions
© 2009 IBM Corporation
TransferringTransferringAssetsAssets
OtherOtherIssuesIssues
Management Management OperationsOperations
Alliance Alliance FormForm
AllianceAllianceGovernanceGovernance
Capitalization Capitalization and Voting Rightsand Voting Rights
Control andControl andAdministrationAdministration
Terms andTerms andTerminationTermination
ConfidentialityConfidentialityand Non-Competitionand Non-Competition
Tax andTax andAccountingAccounting
ALLIANCE PYRAMIDALLIANCE PYRAMID
Alliance Building BlocksAlliance Building Blocks
© 2009 IBM Corporation
Example: The Entertainment Keiretsu
Primestar
BSkyB
Primestar
Sky Latin America
Fox Kids Worldwide
Fox/Liberty Sports
Cablevision
Madison Square Garden
@ Home MSBET
Sunshine Network
HSN
QVC
Sunshine Network
Teleport
Sprint PCS
Primestar Joint agreement to
develop Internet content
E! Entertainment
ESPN Star Sports (Asia)
Sunshine Network
A&E
HBO Ole
HBO BrasilPrimestar
Channel (V)
Primestar
MSNBC
Sunshine Network
Star TV (Asia)Cablevision
E! Entertainment
Cablevision
Madison Square Garden
Starwave
Music Choice
Sunshine Network
Primestar
Joint venture:cable service
in Texas
Sky(New
Zealand)
Court TV
Primestar
PrimestarCourt TV
E! Entertainment
Primestar
Court TV
TCI owns 10% of Time Warner
NEWS CORPORATION
COMCAST APPLE STEVE JOBS
TIME WARNER
TCI
GE/NBC
MICROSOFT
Madison Square Garden
DISNEY/ABC
BSkyB(with QVC in the U.K.)
Fox Sports Américas
PAUL ALLEN
Source: Source: Booz•Allen & Hamilton
© 2010 IBM Corporation
IBM Institute for Business Value
Implications for C-Suite
© 2009 IBM Corporation
The IBM Global CIO study is part of our ongoing C-suite study series
2005 CHRO Study 2006 CEO Study2004 CEO Study
2009 CSCO Study2008 CEO Study
2008 CFO Study
2007 CHRO Study
IBM Institute for Business Value
2009 CIO Study
© 2009 IBM Corporation
The study represents different-sized organizationsin 78 countries and 19 industries
In the largest known sample of face-to-face interviews, we spoke with over 2,500 CIOs to understand their goals and challenges
Our analysis used 2004-2007 Profit before Tax (PBT) growth, relative to peers in their industries, to associate organizations with one of three growth levels: High, Medium or Low. For organizations where this information was not available, we used statistical correlation to assign levels, based on closest overall similarity of answers.
In this presentation, we primarily refer to CIOs who work in organizations with high PBT growth as “High-growth CIOs” and to those working in organizations with low PBT growth as “Low-growth CIOs.”
Geography Organization SizeSector
Public18%
Distribution24%
Financial Services
21%
Industrial24%
Others2%Communications
11%
IBM Institute for Business Value
© 2009 IBM Corporation
Our analysis provided insights into how CIOs can make the biggest impact on behalf of the entire organization
CIOs spend an impressive 55% of their time on activities that spur innovation and help the business
– Generating buy-in for innovative plans
– Implementing new technologies
– Managing non-technological issues
Successful CIOs are much more actively engaged in
– Setting strategy
– Enabling flexibility and change
– Solving business problems
CIOs are increasingly recognized as full-fledged members of the senior executive team
However, CIOs universally acknowledge that some of their most important objectives sometimes seem to clash
IBM Institute for Business Value
© 2009 IBM Corporation
Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary
AblePragmatist
SavvyValue Creator
RelentlessCost Cutter
CollaborativeBusiness Leader
InspiringIT Manager
MakingInnovation real
Raising the ROI of IT
Expandingbusiness impact
InsightfulVisionary
By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact
IBM Institute for Business Value
© 2009 IBM Corporation
The Insightful Visionary explores how technology drives innovation, and the Able Pragmatist enables innovative plans
Truly integrates business and IT to innovate
Proactively reaches out to the business to co-create and champion innovation
Has a clear view of the top technological priorities that will enhance competitiveness
Insightful Visionary
Does practical things to help enable the business and corporate vision, as business leaders expect
Widely uses collaboration and partnering technologies to get work done
Uses third-party business and technology services to allow to focus on the top priorities
Able Pragmatist ”Innovation should be based on practical technology that can deliver business objectives within reasonable time and cost, which can be absorbed by the business.”
Life insurance CIO, India
IBM Institute for Business Value
© 2009 IBM Corporation
The Savvy Value Creator devises solutions to fit customers’ needs, while the Relentless Cost Cutter is vigilant about trimming expenses
Proactively crafts data into information
Prepares for end-customers that will continuously explore new channels
“Knows” that end-customers expect no less than world class integration and transparency
Savvy Value Creator
Aims for completely standardized, low-cost business processes
Foresees a centralized infrastructure
Focuses relentlessly on taking costs out of ongoing technology environment
Relentless Cost Cutter “Customer interaction and collaboration are the foundation of our business model.”
Anders H. Johansson,
CIO, Handelsbanken
IBM Institute for Business Value
© 2009 IBM Corporation
The Collaborative Business Leader knows the business and partners well, while the Inspiring IT Manager sharpens IT expertise
Participates in strategy teams
Presents the strategy jointly with team members on the senior management team
Is often invited to meetings or even sits permanently on the most senior management team
Actively promotes business and technology innovation through creation of IT centers of Excellence
Manages IT agenda to allow for multitude of new and inspiring initiatives
“IT is now seen as a key enabler to business goals and mission, and is engaged in delivering business strategy. Managing with defined goals and intent makes it easier for IT to align to business needs.”
CIO, Elders Rural
Services, Australia
IBM Institute for Business Value
Collaborative Business Leader
Inspiring IT Manager
© 2009 IBM Corporation
Achieving real results through real partnerships
Chief Executive OfficerPrepare the organization to compete in an unpredictable future
Chief Financial OfficerSeek clear financial perspective while managing risk
Chief Marketing & Sales OfficerOptimize relationships with customers through more flexible and faster technology
Chief Human Resource OfficerAim for a more strategic and collaborative HR function
Chief Supply Chain OfficerBuild a smarter supply chain to manage complex information flows
As the CIO Study indicates, the voice of the CIO is indeed being heard in new ways, as CIOs are increasingly recognized as members of the senior executive team. In addition, successful CIOs are more actively engaged in collaboration with their colleagues across the C-Suite.
To attain the organization’s most important goals, CIOs and the C-Suite can partner to:
© 2010 IBM Corporation
Cloud Computing Driving Collaboration &
Coopetition
© 2009 IBM Corporation
IT infrastructure is reaching a breaking point.
85% idleIn distributed computing environments, up to 85% of computing capacity sits idle.
Consumer product and retail industries lose about $40 billion annually, or 3.5 percent of their sales, due to supply chain inefficiencies.
33% of consumers notified of a security breach will terminate their relationship with the company they perceive as responsible.
33% $40 billion
Explosion of information driving 54% growth in storage shipments every year.
1.5x 70¢ per $170% on average is spent on maintaining current IT infrastructures versus adding new capabilities.
© 2009 IBM Corporation
Infrastructure needs to become more dynamic …
= Cost VIRTUALIZATION +STANDARDIZATION AUTOMATION+ Flexibility
… to free budget for new investment and speed deployment of new capabilities.
© 2009 IBM Corporation
Global Cloud Collaboration & Coopetition
Silicon ValleyCalifornia
WuxiChina
DublinIreland
JohannesburgSouth Africa
HanoiVietnam
BangaloreIndia
São PauloBrazil
SeoulS. Korea
BeijingChina Tokyo
JapanRaleighNorth Carolina
DohaQatar
© 2010 IBM Corporation
From Radical Innovation to Radical From Radical Innovation to Radical
Collaboration – The Global Business Collaboration – The Global Business
ModelModel
© 2009 IBM Corporation
Moore’s Law: doubling of chip integration every 12-18 months
Moore’s Law – Economics Made SimpleMoore’s Law – Economics Made Simple
© 2009 IBM Corporation
Source: VLSI Research inc.
Chip Making R&D Versus Revenues
(Worldwide in $M)
With Permission, VLSI inc.
Is There a Sustainable Business Model?Is There a Sustainable Business Model?
The industry trend as of today: R&D Expenses far outpace revenues
2004-2020 Projected CAGR
Revenues ~ 6.5%
R&D ~ 12.2%
This is NOT sustainable, and will/must NOT happen.
Fiscal reality is driving industry towards consolidation around Innovation Networks.
2004 - 2010 CAGR
R&DExpenses
12.2%
RevenueGrowth
6.5%
2004 - 2010 CAGR
R&DExpenses
12.2%
RevenueGrowth
6.5%
© 2009 IBM Corporation
Global Semiconductor Technology Collaboration & InnovationGlobal Semiconductor Technology Collaboration & Innovation
There is a global recognition of challenges facing semiconductor industry, having already driven a its dramatic consolidation
AMDFreescale
IntelIBM Albany STM Toshiba
Toshiba-Sony JV
TSMC
Infineon
SELETE, ASET
IMEC
Chartered
IBM & SUNY PartnersCEA-LETI PartnersMajor Consortia-IMEC&SEMATECH
SEMATECH Toppan
=> Pre-competitive cooperation => Pre-competitive cooperation
NXP
SamsungNEC
Current
© 2009 IBM Corporation
The Business Paradigm - CoopetitionThe Business Paradigm - Coopetition
Coopetition via Radical Collaboration is an Imperative
– Pooled Assets
• Physical Capital
• Intellectual “Capital”
– What’s Radical?
• IBM, Chartered and Samsung (competitors in Foundry)
• IBM, STM and Freescale (competitors in PowerPC)
• TEL, AMAT, Hitachi HiTech (competitors in semi tooling)
• Materials supplier ecosystem development
– Outcome
• Pre-Competitive collaboration successfully drives otherwise unachievable excellence in semiconductor technology
– The Usual Challenge
• Engineers have a natural tendency to HATE this idea
Create an open, one team approach to technology development
© 2009 IBM Corporation
Playstation 3Playstation 3
The Challenge:
• Super Computer Performance
• Low End Consumer Price
• Software Security
• High Volume Manufacturing
The Solution:
• IBM PowerPC Architecture
• Industry Leading Security IP
• Custom Silicon Design Services
• Flexible business model
• Silicon-on-Insulator Technology
• Manufacturing Platform
The Result:
• Next generation gaming experience
• Secure platform protects games software revenue stream
XBOX 360XBOX 360
RevolutionRevolution
Alliances Live or Die Based Upon Global TrustAlliances Live or Die Based Upon Global TrustExample; The Gaming Industry Example; The Gaming Industry
© 2010 IBM Corporation
Let’s Build A Smarter Planet
© 2009 IBM Corporation
Transition to a Smarter Planet
Our world is becoming
INSTRUMENTED
Our world is becoming
INTERCONNECTED
Virtually all things, processes and ways of working are becoming
INTELLIGENT
© 2009 IBM Corporation
As the world gets smarter, demands on IT will grow.
Smart traffic systems
Smart water management
Smart energy grids
Smart healthcare
Smart food systems
Intelligent oil field technologies
Smart regions
Smart weather
Smart countries
Smart supply chains
Smart cities
Smart retail
© 2009 IBM Corporation
Today, more than ever, organizations are under pressure to leverage a wealth of information to make more intelligent choices.
VOLUME OF DIGITAL DATAWith the proliferation of end-user devices, sensors and actuators, the nature of data is changing. Data volumes and network bandwidth are expected to grow tenfold in the next three years.
VARIETY OF INFORMATIONWith the expansion of information comes large variances in the complexion of available data—very noisy with lots of errors and no opportunity to cleanse it in a world of real-time decision-making.
VELOCITY OF DECISION-MAKINGThe market demands that businesses optimize decisions, take action based
on good information and utilize advanced predictive capabilities—all with speed and efficiency.
SHIFT IN WHAT WE ANALYZEEnterprises need a broader, systems-based approach to the information they examine and optimize. Stream computing and event processing capabilities are enabling the analysis of massive volumes.
© 2010 IBM Corporation
The Future?
© 2009 IBM Corporation
Top Predictions/Trends for 2010• IT Market returns to growth in 2010 - India & China leads recovery
- (AMR) Forecast Global Enterprise Application Revenue growth 5% in 2010 (vs. -5% in 2009) - (AMR) survey shows 22% of clients expect software spending in their company to show the greatest increase in 2Q10 - (IDC) More than half of IT Growth in 2010 will come from Emerging Markets – India 13%, China 9%, Brazil 8%, Russia 8% - (IDC) By year end, BRIC will represent 10%+ of Global IT Spending - In 2010, companies rebuild investments in ERP applications, with growth accelerating into 2011 - In Japan, two Bright Spots of Early Pick-up from Finance Users and Hardware Replacement
• Smart Industry Transformation
- (IDC) Many industries will come out of the recession with transformation agendas - (IDC) over 20M smart meters will be deployed by year end. Key investments in networks, meter data management and
distribution/automation management - (IDC) 25% of US Citizens will have an electronic medical record by year end; 60% by 2016. Broad based investment in
Infrastructure Services, Hardware and Software - In 2010, solution hot spots for Japan include Smart Health Solutions (5% growth) and Smart Government
Social Services (3.4% growth) (Source IBM MI - 2H09 GSV)
• Advanced / Real Time Business Analytics - Business Analytics & Optimization is the next big investment area for clients – similar to ERP or CRM in the past
- $132B opportunity with 7.8% CGR (Source: 2H09 New Intelligence Market Opportunity - 2009 GMV2H09) - 2010 BI solutions market opportunity in Japan is estimated to reach $9.1B (Source IBM MI)
• Growing impact of Cloud Computing - Cloud spending expected to reach $126B in 2012 with a 28% CAGR (Source: IBM MI, IDC, CIO magazine, BCG analysis- (Forrester) SaaS based applications will enable business executives to address application functionality, scalability and
deployment needs more rapidly
- Cloud Computing market opportunity in Japan is estimated to exceed $5B in 2010 (Source IBM MI)
© 2009 IBM Corporation
Top Five in Five Predictions
•Cities will have healthier immune systems•Given their population density, IBM says cities will remain hotbeds of communicable diseases. •However, the emergence of a “health Internet” will give city officials, hospitals, schools and workplaces the ability to better detect, track, prepare for and prevent infections. •IBM predicts this system will share anonymous medical information contained in electronic health records to provide information for public health officials to know when, where and how diseases are spreading and even which neighborhoods will be affected next.
•City buildings will sense and respond like living organisms•The trend towards “smart buildings” has already started and IBM says the trend will only gather pace with technology used to manage building systems such as heat, water, sewage, electricity, etc
•Cars and buses will run on empty•This one is a pretty safe bet too. •The switch from fossil fuel powered vehicles is already underway and, although there are a few potential energy sources including hydrogen and various biofuels vying for consideration. •IBM predicts that improved battery technology will be the technology to power the next generation of eco-friendly vehicles.
•Smarter systems will quench cities’ thirst for water and save energy•To deal with the estimate that demand for water is expected to increase sixfold in the next 50 years cities will install smarter water systems to reduce water waste by up to 50 percent. •Smart sewer systems will also be installed that not only prevent run-off pollution in rivers and lakes, but purify water to make it drinkable
•Cities will respond to a crisis – even before receiving an emergency phone call•We are simply saying that analyzing the right information at the right time will help prevent emergencies, such as crime and disasters.•IBM says it is already helping law enforcement agencies analyze information that will allow public servants to take proactive measures to head off crime
© 2009 IBM Corporation
In Summary
The Alliance era has started
Alliances are successful on a global scale
Allying with competitors is a reality
Next wave in alliances is between breakout & large firms
Breakout firms are often at a disadvantage in forming an alliance with skilled alliance firms
ASAP - Association for Strategic Alliance Professionals http://www.strategic-alliances.org/
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