EnjoyTech

I am a greentech enthusiast and I have been closely following the greentech VC investment landscape. The VCs like Kleiner Perkins who have had a large greentech portfolio including companies such as Bloom Energy are scaling down on greentech investment . Their current investment is not likely to get any returns close to what a VC would expect. The fundamental challenge with such greentech (excluding software) investment is that they are open ended capital-intensive; you just don't know home much time it would take to build the technology/product, how much it would cost, and how much you would be able to sell it for. The market fluctuations make things even worse. This is not only true in the case of start-ups but also true for the large companies; Applied Materials' grand plan to revolutionize thin-film solar business ended up in a bust .   There's a different way to approach this monumental challenge. Just look at how open source has evolved. It started out as non-commerc...

CIO no longer means Career Is Over. CIOs should not underestimate their skills and organizational clout to lead the company in its sustainability efforts by being a Chief Sustainability Officer (CSO). Leverage relationship with the business: As a CIO you work closely with the business and have holistic understanding of the challenges that the business faces and the growth opportunities that they aspire to go after. You can leverage the relationship with the business to own and execute the sustainability strategy and effectively measure and monitor the progress using the expertise and investment into the IT systems. You can walk your business folks through your scenario-based architecture to help them quantify the business impact of the sustainability initiatives and estimate the required transformation efforts. Start with Green IT and lead the industry: Start with the area that you are most familiar with. Reduce the carbon footprint of your IT systems by improving the PUE of the data...

I see cloud computing play a big role in enabling IT revolution in the developing nations to help companies market products and services to 4 billion consumers at the bottom of the pyramid (BOP). C.K.Prahlad has extensively covered many aspects of the BOP strategy in his book Fortune At The Bottom Of The Pyramid that is a must-read for the strategists and marketers working on the BOP strategy. This is how I think cloud computing is extremely relevant to the companies that are trying to reach to the consumers at the BOP: Logical extension to the mobile revolution: The mobile phone revolution at the BOP has changed the way people communicate in their daily lives and conduct business. Many people never had a landline and in some case no electricity. Some of them charged their mobile phones using a charger that generates electricity from a bike . As the cellular data networks become more and more mature and reliable the same consumers will have access to the Internet on their mobile phon...

The designers have been designing tools, processes, and methods to support and not to change people's behavior. In contrast designing for sustainability would fundamentally require changing people's behavior. The behavior change to achieve the sustainability goals would mean offering different alternatives, encourage reduced consumption, make people conscious of their behavior, and leverage peer pressure and competition. The design that maintains status quo will not help to achieve sustainability goals. The design will have to be provocative and challenge user's assumptions in many ways. Design Thinking is about how you think and not what you know; it is about the journey and not the destination. For a problem of massive scale such as sustainability where we still know a little and the desired outcome may take years, following are some elements of design thinking that could help make world a better place to live for the generations to come. Ambidextrous-thinking: Sustainab...

A couple of days back Zoho announced that the applications created using Zoho Creator can now be deployed on the Google cloud . On the same day Google announced their tentative pricing scheme to buy resources on their cloud beyond the free daily quota. We seem to have entered into the second wave of the cloud computing. Many on-demand application vendors, who rely on non-cloud based infrastructure, have struggled to be profitable since the infrastructure cost is way too high. These vendors still have value-based pricing for their SaaS portfolio and cannot pass on the high infrastructure cost to their customers. The first wave of the cloud computing provided a nice utility model to the customers who wanted to SaaS up their applications without investing into the infrastructure and charge their customers a fixed subscription. As I observe the second wave of the cloud computing a couple of patterns have emerged. Moving to the cloud, one piece at time: The vendors have started moving the...

Nick has a long post about Tim O'Reilly not getting the cloud . He questions Tim's assumptions on Web 2.0, network effects, power laws, and cloud computing . Both of them have good points. O'Reilly comments on the cloud in the context of network effects: "Cloud computing, at least in the sense that Hugh seems to be using the term, as a synonym for the infrastructure level of the cloud as best exemplified by Amazon S3 and EC2, doesn't have this kind of dynamic." Nick argues: "The network effect is indeed an important force shaping business online, and O'Reilly is right to remind us of that fact. But he's wrong to suggest that the network effect is the only or the most powerful means of achieving superior market share or profitability online or that it will be the defining formative factor for cloud computing." Both of them also argue about applying power laws to the cloud computing. I am with Nick on the power laws but strongly disagree with ...

The current economic downturn has forced many CIOs to significantly reduce the external IT spending. Many projects are being postponed or canceled. This situation poses some serious challenges to the sales and marketing people of companies selling enterprise software. Many argue that there is nothing much these people can do. I would disagree. Marketing campaigns tend to rely a lot on selling a product using active aggressive marketing that may not be effective under these circumstances since many purchase decisions are being placed on hold. However these circumstances and poor economic climate are ideal to build a brand and paddle concepts with continuous passive branding exercise. The branding exercise, if designed well, could change buyers’ experience around a concept or a product and evoke emotions that could be helpful when a product is actively being sold. Guy Kawasaki points us to an experiment that studied the art of persuasion to change people's attitudes . People should ...

Recently Google published the Power Usage Efficiency (PUE) numbers of their data centers. PUE is defined as a ratio of the total power consumed by a data center to the power consumed by the IT equipments of the facility. Google's data centers' PUE ranges from 1.1 to 1.3 which is quite impressive. Though it is unclear why all the data centers have slightly different PUE. Are they designed differently or are they all not tuned to improve for the energy efficiency? In any case I am glad to see that Google is committed to the Green Grid initiative and is making the measurement data and method publicly available. This should encourage other organizations to improve the energy performance of their data centers. The energy efficiency of a data center can be classified into three main categories: 1. Efficiency of the facility: The PUE is designed to measure this kind of efficiency that is based on how a facility that hosts a data center is designed such as its physical location, la...