[Apologies to all who have just read this post with a sense of deja-vue. I saw a typo, corrected it and then republished the blog, and it reset the publication date. This post was originally published several months ago.]
Having been away from the Linux scene for a while, I recently took a look at a newer version of Linux, SUSE Enterprise Linux Version 11.3, which is representative of the latest feature sets from the Linux 3.0 et seq kernel available to the entre Linux community, including SUSE, Red Hat, Canonical and others. It is apparent, both from the details on SUSE 11.3 and from perusing the documentation on other distribution providers, that Linux has continued to mature nicely as both a foundation for large scale-out clouds as well as a strong contender for the kind of enterprise workloads that previously were only comfortable on either RISC/UNIX systems or large Microsoft Server systems. In effect, Linux has continued its maturation to the point where its feature set and scalability begin to look like a top-tier UNIX from only a couple of years ago.
Among the enterprise technology that caught my eye:
Scalability – The Linux kernel now scales to 4096 x86 CPUs and up to 16 TB of memory, well into high-end UNIX server territory, and will support the largest x86 servers currently shipping.
I/O – The Linux kernel now includes btrfs (a geeky contraction of “Better File System), an open source file system that promises much of the scalability and feature set of Oracle’s popular ZFS file system including checksums, CoW, snapshotting, advanced logical volume management including thin provisioning and others. The latest releases also include advanced features like geoclustering and remote data replication to support advanced HA topologies.
Beautiful, but a niche product. I estimate that only 10% of the 250 million worldwide iPhone users will buy the Apple Watch. That's approximately $8-$12 billion of revenue for Apple -- not bad, but hardly the "breakthrough" or "new chapter" claimed from the Cupertino stage.
Why? 1) For many, two devices on the body are unnecessary. Pulling the iPhone out of a pocket or purse is fine -- most will not need another device to access payments or track health. 2) What we wear is a deeply cultural and emotional choice. A watch, like a shirt, shoes, tattoo, skirt, jewelry, contains complex and carefully crafted information about the wearer -- and these messages are continually massaged and warped by the often inexplicable forces of fashion. And no amount of "Milanese" and "buckle" luxury watchband talk can obscure this issue. 3) Wearing a radio directly on the body spooks many people who rationally or irrationally fear the health risks of close electromagnetic radiation. 4) It's expensive -- and not covered by carrier subsidies. It's $600 for the whole package of a subsidized $200 iPhone and the $400 Watch. 5) The form factor has fixed limits -- the small screen obviates advertising, electronics fatten the case, big fingers obscure the screen when touching. For many, the form will be seen as simply ugly. 6) Having to charge yet another device every day will be a bridge too far for many.
Allow me to make a confession: In the debate over whether people are rational or emotional decision-makers, I have persistently seated myself on the rational side of the table. However, recent research has challenged my views. Witnessing cross-discipline academics reinforce the motivating power of emotion has resulted in a general consensus among fellow rationalists that “reason leads to conclusions; emotion leads to action.”
We are now recognizing the power of emotional decision-making in consumer behavior and — most importantly — the effect that it has on a company’s bottom line. Nothing is more convincing than the data itself. For example, a combination of Forrester's Consumer Technographics® quantitative and qualitative insight shows that when banking providers fail to meet a customer's expectations in moments of high emotional investment, they risk losing that customer altogether:
From the moment they open an account to their on-going interactions with bank employees, customers navigate a series of emotional experiences that directly affect their decision to enhance or withdraw from the brand relationship. Companies that appeal to customer emotions during such engagements master these "moments of truth" and ensure that outcomes are positive — and profitable.
I love Europe. I especially love the fact that in a very real sense there is no “Europe” as such: the UK experience is not the German experience, which is not the French experience, which is not the Italian experience, and so on.
Yet all of these countries are so close together that once I’m over there I can visit a variety of very different cultures and architectures more easily than I can travel from Boston to Denver. And in any given city, just walking between buildings from one business meeting to another can make me feel like I’m on vacation. Then there’s the food…
Although European variety is amazing, it can also create challenges. On a recent trip I was in London, Rome, Milan, and Budapest within a two week period. That often brought me into contact with people in service industries – like taxis, restaurants, and hotels – who had very different ideas of what “service” means than I do.
I began to wonder: Do the locals also find some of this service subpar or am I just being a parochial American? As it turns out, our recent research shows that European customer experience as judged by local customers does vary wildly depending on country and industry, ranging from truly great to truly awful.
Which is one reason why I’m so excited by Forrester’s upcoming Customer Experience Forum EMEA on November 17 and 18 in London. We recruited speakers from companies with customers who say that they’re already doing a standout job, as well as speakers from companies that are in the midst of tackling tough CX challenges.
I recently visited the oldest and largest global consumer electronics trade fair, Internationale Funkausstellung (IFA), which took place in Berlin. IFA highlighted that the technology sector retains its appeal. On IFA‘s 90th anniversary, about a quarter of a million visitors attended, and orders for products worth about €4 billion were placed at the event. IFA’s floor space was sold out, despite a 3% expansion.
Electronics companies from around the globe showcased a wide spectrum of connected devices ranging from the smart stove to the latest smartphones and computerized wristwatches — just a few days ahead of Apple announcing its latest gadgets. Although IFA primarily focuses on consumer products and services, many themes are of increasing relevance for CIOs. Leading CIOs recognize that consumer electronics have an impact on their business and that:
Consumer electronics offer a new customer engagement channel. Traditional businesses are facing opportunities to use the emerging possibilities for closer customer engagement that consumer electronics in combination with social media channels offer. For instance, smart TVs allow media companies to communicate in real-time with their customers while they watching or listening to the “product.” However, this requires a dramatic rethinking of marketing and sales techniques — something most of the traditional companies are struggling with. This underlines the need to view the “consumer electronics” opportunity as part of the wider digital transformation process.
It’s a boardroom topic, it’s changing the way that firms do business, and it’s unleashing innovation at an unprecedented pace. No, it’s not the new watch from Apple, it’s digital business, and getting it right is crucial to the survival of nearly every business. Mapping Your Path To Digital Mastery is also the theme of our annual eBusiness Forum, which will take place in Chicago on October 28th and 29th. Come join us!
At the event this year we’ll be tackling this fundamental tension: According to our survey with partner Russell Reynolds, 73% of firms think that they have a digital strategy but just 34% of executives that think their digital strategy is correct, and only 16% believe they can deliver their strategy.
Danger Will Robinson! Firms are in trouble: Digital innovation isn’t slowing down and customer expectations are rising. And when you think it couldn't get any more difficult to pull off a digital business transformation, digital business success requires a new, even thornier element: the creation of ecosystems of value.
This means re-envisioning your business not as a standalone entity but as part of an ecosystem of suppliers that customers assemble according to their needs and an ecosystem of collaborating businesses sharing data and services.
Do ecosystems sound complicated? Don’t panic, we’re focusing the majority of our event content on how to create internal and external ecosystems. On the main stage, Forrester keynoters Bill Doyle, Martin Gill, Julie Ask and David Johnson will outline what it takes to become a digital business leader and to create partner ecosystems. Speakers from Walgreens, 3M, Bank of America and others will share their firms’ digital business journey and transformation stories.
People are always asking me, “What can we do to help people do their very best work?”
Actually, I don’t think I’ve ever been asked that question. But I really do wish someone who stewards workforce computing for his or her company would — and I'd be over the moon if it were someone who really wanted to know the answer.
Spend a million bucks on security? Sure! Two million on a sales force automation system to get better reports and more predictable forecasting? Of course! Another million or so on private cloud automation to speed up provisioning? Sign me up! But how much would you spend to understand how technology impacts the most powerful driving force in your company: the intrinsic motivation of your people? The what? Yes, exactly.
One of the most common questions I get from CX professionals is this: “how do I get my executives to support the work I’m trying to do?” In 2009, when the CX space was just starting to gain traction at the C-level, I wrote a report on that topic. I pulled that report up earlier this week to share with a colleague and realized that its key takeaways are as true today as they were five years ago.
Taking a page from the Facebook culture, I decided to make this “Throwback Thursday” and bring the report back into the CX conversation. You can read the full report here, but the key things that stand out to me after all this time are:
You don’t need buy-in, you need action. I think of CX as the “eat healthy and exercise” of the business world. Everyone “buys in” to the idea of treating customers well, at least in public. What they don’t do is change their behavior or encourage change in the people who work for them. CX professionals need to stop asking for buy-in and start asking specific executives to do specific things.
You’ve heard us saying a thousand times: the buzz about big data isn’t about the amount of data you’ve collected; it’s how you digest that data and turn it into actionable insights. With the revamp to Google Analytics’ (GAs) benchmarking, Google is taking the next steps in allowing us common folk to process data in a platform with a simple UI, built to enable you to draw insights to catalyze actionable improvements to your marketing program.
Google’s vision is there. GAs extended benchmarking capability – available to free and premium users - offers some sparkly new features such as 1600 industry categories (previously 26), size buckets, and location filters that allow for basic segmentation; and, the tool can automatically place you within one of these categories according to your web traffic, etc. Also, you have to give to get: Opting out of allowing Google to collect your information anonymously means you won’t have access to benchmarking features. Given GA’s huge deployment footprint — we’re talking about big time big data and a great opportunity for firms of all sizes and verticals to compare themselves to relevant markets.
But as you excitedly dive into Google’s benchmarking big data lake you should consider that;
This isn’t quite ready for enterprise. For the moment the benchmarks can only be viewed via Google reports; and digital marketers will not be able to suck this benchmark data (via APIs etc..) into their favourite dashboarding or BI tool.
Here at Forrester we are busy planning our upcoming Forum for CIOs and CMOs. With a theme of “Building A Customer-Obsessed Enterprise” the event explores the partnership between marketing and technology leaders. But what about our government clients? The role of marketing is associated with the private sector. Companies employ marketers to identify their target markets and the opportunities for providing goods and services to them. Public-sector organizations don't typically have the luxury of choosing their target market or their products and services. Or at least that’s what most organizations think. But even if that is the case, it doesn't mean that these organizations shouldn't get to know their "customers" and understand how best to meet their needs. While the service might be prescribed by legislation or regulation, public organizations can influence the customer experience, and the rising focus on citizen engagement mandates they do so.