Security experts such as Patrick Morley, CEO of enterprise security firm Bit9 say that attacks are on the rise. Morley came to visit me last week in San Francisco after giving an educational seminar about how to stop malware. He predicts that security will move toward so-called white listing, the practice of defining the software that IT departments will let run on computers and mobile devices. Bit9 has created a global registry of known "good software" and offers a product that acts as a sentry, only letting employees download applications that aren't dangerous.

This works in reverse of the way many anti-virus software programs work. Those programs scan for code that's known to be bad. The problem, says Morley, is that at this point there are more bad viruses than there are safe software applications on the market.

"We're all looking for bad but we know what good is," said Cisco's chief security officer John Stewart, when I interviewed him in March. Software vendors all know what they publish and the idea is to create a comprehensive list of that software so that everything else is questioned. "I think it's high time that we continue to look for things that are potentially more effective," said Stewart.

The iPad signals a fundamental change in the way software will work, and CEOs should understand how.

You're going to hear a lot of conflicting ideas about the meaning of Apple's new device. Most of the talk will be about iPad's impact on the media world: newspapers, books, and movies. Don’t be tempted to tune it all out. The iPad is important to you and your business, no matter what industry you’re in.

Your company runs on software. Whether it's the word processor you use to write memos, your factory's supply chain management system, or your corporate Web site, your company wouldn't last for 15 minutes without it.

The iPad combines two methods of delivering software: the style the runs on a PC, and the kind of software that runs on servers and is delivered through a Web browser, over the Internet. With Apple’s iPad and iPhone, the local software, which runs on a device that’s powerful for its size, cooperates with services available on the network.

The result could be applied to create new kinds of business scenarios. Think about a hypothetical Wal-Mart store manager using the iPad to design shelf space, swiping its screen to see how the DVD players might perform when sold next to the DVDs. The iPad’s software could call up Wal-Mart’s database of merchandising history and come back with a verdict on whether such a move would resonate with shoppers. ‘No, no’ the iPad says, ‘Over here by the flat-screen TVs would be better,’ and lights up a new section of the store map.

On the iPad you won't know or care where the software is running— the experience is still quick, easy, and intuitive. And while the software runs over the Internet, it’s not dependent on a browser. That makes the experience more PC-like.

So what should a CEO do? Nothing substantial at the moment. But CEOs should be aware of the possibilities that the iPad is presenting. Consider the case of automaker Hyundai, which is offering buyers of its upcoming Equus luxury sedan a free iPad, preloaded with an Equus owner’s manual. The iPad has the potential to change how software works within your company, and how customers relate to your brand. Forrester has some more analysis here.

I would go out and buy three iPads (get the ones with 3G networking and lots of memory). Keep one for yourself to experiment with. Give the second to your CIO. And give the third to your head of application development. Use them for four or five months. Come September, sit down with your executives and ask a simple question: "Can we use this device to improve our business?" I would bet the answer is yes.

The iPad signals a fundamental change in the way software will work, and CEOs should understand how.

You're going to hear a lot of conflicting ideas about the meaning of Apple's new device. Most of the talk will be about iPad's impact on the media world: newspapers, books, and movies. Don't be tempted to tune it all out. The iPad is important to you and your business, no matter what industry you're in.

Your company runs on software. Whether it's the word processor you use to write memos, your factory's supply chain management system, or your corporate Web site, your company wouldn't last for 15 minutes without it.

The iPad combines two methods of delivering software: the style the runs on a PC, and the kind of software that runs on servers and is delivered through a Web browser, over the Internet. With Apple's iPad and iPhone, the local software, which runs on a device that's powerful for its size, cooperates with services available on the network.

The result could be applied to create new kinds of business scenarios. Think about a hypothetical Wal-Mart store manager using the iPad to design shelf space, swiping its screen to see how the DVD players might perform when sold next to the DVDs. The iPad's software could call up Wal-Mart's database of merchandising history and come back with a verdict on whether such a move would resonate with shoppers. 'No, no' the iPad says, 'Over here by the flat-screen TVs would be better,' and lights up a new section of the store map.

On the iPad you won't know or care where the software is running-- the experience is still quick, easy, and intuitive. And while the software runs over the Internet, it's not dependent on a browser. That makes the experience more PC-like.

So what should a CEO do? Nothing substantial at the moment. But CEOs should be aware of the possibilities that the iPad is presenting. Consider the case of automaker Hyundai, which is offering buyers of its upcoming Equus luxury sedan a free iPad, preloaded with an Equus owner's manual. The iPad has the potential to change how software works within your company, and how customers relate to your brand. Forrester has some more analysis here.

I would go out and buy three iPads (get the ones with 3G networking and lots of memory). Keep one for yourself to experiment with. Give the second to your CIO. And give the third to your head of application development. Use them for four or five months. Come September, sit down with your executives and ask a simple question: "Can we use this device to improve our business?" I would bet the answer is yes.

If you're a typical CEO, you're probably wondering what the hell all of these social technologies like Twitter are useful for. A question I get from a lot of leaders is: "How can we use social to make money?" Actually, the more frequent question is: "Why do these social things have such stupid names?"

Many CEOs only encounter the downside of social -- the disparaging YouTube video or the irrational Twitter attack on the company's brand or products. I've got personal experience here -- Forrester was recently the subject of a small Twitter tantrum based on inaccurate information. So it's easy to understand the skepticism and the questioning.

Trust me though -- social networks contain utility that your company will use to get ahead. I'll be posting some examples in the near future.

But for the moment, let's stay focused on one specific way that you will use social to make money -- something I call Social Sigma. While Six Sigma is a discipline for improving products through better process, Social Sigma is about improving products through social feedback. It's about using social networks as a means for customers (and potential customers) to continually critique, analyze, and offer suggestions about your products. It's a powerful tool for continually increasing the value of what you make.

I see three elements of Social Sigma:

1) Listening -- closely monitoring social channels to pick up faint and strong signals from the marketplace about your products. Zappos and JetBlue, have dedicated staff for this task. Here's the secret: Many companies gather and resolve complaints using social, but they don't mine product data and get it to the right place at the right time in the company. Valuable Social Sigma data ends up on the cutting room floor before it ever reaches product managers or R&D staff that could use it.

2) Soliciting feedback -- actively using social channels to engage customers in the act of creating or improving a product. Credit Mutuel in France and Domino's Pizza in the U.S. have made product leaps through programs they ran on social networks. Credit Mutuel improved their banking services, while Domino's built a better pizza. I'll have more on these guys in a later post. There's a simple way to get feedback flowing: have a place on your site where people can give you their ideas. See Starbucks for a great example.

3) Marketing -- clearly communicating to customers that the company is listening, making changes based on feedback, and responding. In other words, making sure that the world knows that the company isn't faking it -- it is closing the loop. Toyota is doing just that here.

And now for the CEO caveats. Social Sigma will take guts to pursue -- this is not for the faint of heart. You will be exposing your defects, flaws, and problems to the world and actively discussing them in public. But hey -- people will discuss your products whether you are there or not. It's better to be there.

A second caveat is around execution. Social Sigma is not a one-way communication like a press release. You're initiating a continuous, real-time, fast interchange with hundreds or perhaps thousands of customers. Don't get involved in Social Sigma unless you're ready to uphold your end of the conversation. In other words, operationalize your Social Sigma effort, with staff, budget, planning, and a strategy. Social Sigma done badly will do more damage to your brand and company name than if you'd done nothing.

I'll be following up this post with some case studies that will show Social Sigma in action. And I’ll be talking more about Social Sigma at Forrester’s Marketing Forum next month in Los Angeles. In the meantime, what do you think -- how will Social Sigma unfold? What are the risks? Who has done it well? What companies have done it badly? I'd love to get your thoughts.

If you're a typical CEO, you're probably wondering what the hell all of these social technologies like Twitter are useful for. A question I get from a lot of leaders is: "How can we use social to make money?" Actually, the more frequent question is: "Why do these social things have such stupid names?"

Many CEOs only encounter the downside of social -- the disparaging YouTube video or the irrational Twitter attack on the company's brand or products. I've got personal experience here -- Forrester was recently the subject of a small Twitter tantrum based on inaccurate information. So it's easy to understand the skepticism and the questioning.

Trust me though -- social networks contain utility that your company will use to get ahead. I'll be posting some examples in the near future.

But for the moment, let's stay focused on one specific way that you will use social to make money -- something I call Social Sigma. While Six Sigma is a discipline for improving products through better process, Social Sigma is about improving products through social feedback. It's about using social networks as a means for customers (and potential customers) to continually critique, analyze, and offer suggestions about your products. It's a powerful tool for continually increasing the value of what you make.

I see three elements of Social Sigma:

1) Listening -- closely monitoring social channels to pick up faint and strong signals from the marketplace about your products. Zappos and JetBlue, have dedicated staff for this task. Here's the secret: Many companies gather and resolve complaints using social, but they don't mine product data and get it to the right place at the right time in the company. Valuable Social Sigma data ends up on the cutting room floor before it ever reaches product managers or R&D staff that could use it.

2) Soliciting feedback -- actively using social channels to engage customers in the act of creating or improving a product. Credit Mutuel in France and Domino's Pizza in the U.S. have made product leaps through programs they ran on social networks. Credit Mutuel improved their banking services, while Domino's built a better pizza. I'll have more on these guys in a later post. There's a simple way to get feedback flowing: have a place on your site where people can give you their ideas. See Starbucks for a great example.

3) Marketing -- clearly communicating to customers that the company is listening, making changes based on feedback, and responding. In other words, making sure that the world knows that the company isn't faking it -- it is closing the loop. Toyota is doing just that here.

And now for the CEO caveats. Social Sigma will take guts to pursue -- this is not for the faint of heart. You will be exposing your defects, flaws, and problems to the world and actively discussing them in public. But hey -- people will discuss your products whether you are there or not. It's better to be there.

A second caveat is around execution. Social Sigma is not a one-way communication like a press release. You're initiating a continuous, real-time, fast interchange with hundreds or perhaps thousands of customers. Don't get involved in Social Sigma unless you're ready to uphold your end of the conversation. In other words, operationalize your Social Sigma effort, with staff, budget, planning, and a strategy. Social Sigma done badly will do more damage to your brand and company name than if you'd done nothing.

I'll be following up this post with some case studies that will show Social Sigma in action. And I’ll be talking more about Social Sigma at Forrester’s Marketing Forum next month in Los Angeles. In the meantime, what do you think -- how will Social Sigma unfold? What are the risks? Who has done it well? What companies have done it badly? I'd love to get your thoughts.