Back in my early days as an industry analyst, one of my first client events was, in essence, a field trip to Portsmouth, New Hampshire, to take a tour of C.S. Longlines (which AT&T’s analyst relations [AR] team arranged). It was the ship from which tens of thousands of fiber optic cable was laid. I was barely over the US legal drinking age and just learning what bandwidth even meant. So as you can imagine at first, I had some serious doubts about how interesting this would be. It was actually fascinating. And that’s something I can say about only a few of the hundreds of events that I’ve attended since.
I was engaged before I even started. I knew enough about what we were going to see, and it piqued my interest.
It was immersive. We were on a big ship in a harbor — enough said.
My experience was customized. There was no predefined path throughout the ship. We toured what we wanted to see versus what AT&T’s AR team wanted to show us (though I am sure that the team eventually showed us all of it)
Uber’s new initiative, Movement, is a step in the right direction. Facing criticism, the company decided to open its treasure trove of data to the cities in which it operates. Hidden in the anonymized ridership data are potential insights about the impact of major events, rush hour, lane closures or other factors on traffic flow and congestion.While the details remain to be seen, the website shows dashboards and data visualizations. Uber plans to build out the Movement platform, and will roll it out across cities and eventually to the public.
Now that I've taken on Forrester's digital business and transformation playbook, I've been thinking a lot about the benefits of journey mapping, which I believe is the front end to any transformation initiative. I don't have a wealth of evidence yet to justify your investments in journey mapping (though my CX colleagues have a lot more to share for Forrester clients). But I have been developing a framework to measure the impact of better customer experiences. These metrics range from hard to squishy:
Higher satisfaction drives repeat business, hence higher customer lifetime value. This is a hard metric, particularly if you are using journey mapping to improve an existing touchpoint. A major online retailer told us that they prioritize digital investments (in, for example, a better mobile web experience) based on two metrics: revenue and satisfaction. Their business model succeeds or fails based on repeat business, so they build, measure, and continuously optimize the best digital engagement possible. Repeat business is something you can measure. Next, bracket the business improvement through better customer understanding with a best-case and worst-case analysis. Start by correlating customer satisfaction studies with touchpoint use and experience quality.
We are eager to announce a beacon of light to help penetrate the post-holiday fog: Forrester’s DevOps Benchmark Survey for 2017 is officially live! Led by myself and Researcher Elinor Klavens, this benchmark survey serves as the backbone for a large portion of our DevOps research, facilitating the identification and tracking of trends and supporting our research including predictions for the future. Pivotal to many of our reports, this is your opportunity to shape our research, including our upcoming report “Six Trends That Shape DevOps Adoption In 2017 And Beyond.”
The DevOps survey expands on the extensive data contained in Forrester’s Business Technographics survey, drilling into the context, adoption, use, and plans with DevOps. The research team uses the survey’s findings to provide deeper, more informed insights to help guide your DevOps journey. Questions - including how you are dealing with the business mandate of velocity, how DevOps is changing your culture, and where you see DevOps heading - are partnered with practical use of tools and automation.
No matter where you are on your DevOps journey, please take five minutes to complete the survey! All participants can receive an executive summary of the results of the survey after it closes on February 13, 2017.
Additionally, should you want to share your DevOps experiences in more detail or provide more feedback please connect with me at RStroud@Forrester.com or @RobertEStroud
Too many businesses believe that their digital business strategy is actually a roadmap, or a series of IT projects. Being digital is a capability – in your business it impacts the culture, metrics, organization, skills, and finally – the technology.
As a CIO, one of the most important roles you’ll play is helping to make the business FAST – removing friction points from processes and enabling new capabilities to be developed as required by the customer, partners, and business stakeholders. Too often technology is one of the (many!) bottlenecks in our ability to quickly meet customer needs or respond to changing or new competitive threats.
I recently had the chance to spend some time with some senior technology leaders in Sydney discussing the need for quality when delivering digital business outcomes. With the growing need for speed, many businesses sacrifice quality for speed. This is ok – to an extent – but there are also many companies with their own horror stories of delivering a mobile app that is unstable, a website that is slow, or a connected/smart product that doesn’t work as planned. It can take years to recover from negative feedback and bad mobile app ratings, and poor products can cost millions in ongoing customer support.
Unfortunately, QA and Testing have too often been afterthoughts in the rush to Agile development. Your Quality Assurance and Testing practices must adapt to digital business too – testing needs to be able to accelerate development – not slow it down. QA needs to focus on customer needs. The QA team need to speak the language of the customer, get involved with new technology projects at the ideation stage, line up and manage test data before it is required, and empower developers to do much of the testing themselves.
44% of marketers say they haven't been able to show the impact of social at all and another 36% say they have a good sense of the qualitative, but not quantitative, impact of social initiatives. Marketers feel stuck with engagement metrics that don't tell them anything about the business impact of their social programs. And, some fall victim to thinking there is an industry standard set of KPIs that will reveal their social impact in relation to other brands.
Business impact: Show social programs' deepest value. The hardest type of social measurement is also the most important. This is the quantitative view of your social efforts that matter most to executives. Start by measuring attribution to assign a proportion of revenue to social programs or measuring social's impact on brand health.
It’s been abundantly clear for a while that in 2017, artificial intelligence (AI) is going to be front and center of vendor marketing as well as enterprise interest. Not that AI is new – it’s been around for decades as a computer science discipline. What’s different now is that advances in technology have made it possible for companies ranging from search engine providers to camera and smartphone manufacturers to deliver AI-enabled products and services, many of which have become an integral part of many people’s daily lives. More than that, those same AI techniques and building blocks are increasingly available for enterprises to leverage in their own products and services without needing to bring on board AI experts, a breed that’s rare and expensive.
Sentient systems capable of true cognition remain a dream for the future. But AI today can help organizations transform everything from operations to the customer experience. The winners will be those who not only understand the true potential of AI but are also keenly aware of what’s needed to deploy a performant AI-based system that minimizes rather than creates risk and doesn’t result in unflattering headlines.
These are the three key challenges all AI projects must tackle:
Underestimating the time and effort it takes to get an AI-powered system up and running. Even if the components are available out of the box, systems still need to be trained and fine-tuned. Depending on the exact use case and requirements for accuracy, it can be anything between a few hours and a couple of years to have a new system up and running. That’s assuming you have a well-curated data set available; if you don’t, that’s another challenge.
B2B brand management has come a long way from its roots in consumer packaged goods and has gradually branched out to play an equally central role in B2B markets. B2B CMOs are just as invested in bettering their brands as B2C. No longer relegated to industry rags and trade shows, B2B marketing is entering a new age, with firms like CA Technologies, General Electric, and IBM in the vanguard. At a Forrester event, General Electric CMO Linda Boff remarked that GE is often the first brand —not just the first B2B brand —on platforms like Pinterest, Snapchat, and Vine.
But are most B2B brands successful in following in the footsteps of these trail blazers? Forrester research with over 1,000 B2B and B2C decision-makers reveals mixed results. Here's the good news: B2B CMOs include Brand in their top three priorities and consider Brand Management to be the strongest skill set in the department. But here's where it gets ugly: 25% of B2B CMOs consider Brand Awareness an important marketing metric; only 15% believe Brand Equity is important.
This chasm between awareness and equity, which also exists for B2C brands, can prove particularly vexing and stubborn for B2B because of some commonly held misconceptions:
Brand matters more for B2C (a lingering notion despite being soundly dispelled)
The role of brand (in a traditional sales-driven culture) is to drive awareness and fill the mouth of the funnel (the reality points to a vital role in securing choice and loyalty)
Brand Equity is amorphous, eludes specification, and hence best avoided (there exist many robust quantitatively-specified equity models)