For all sorts of reasons, CIOs increasingly find themselves trying to introduce (or impose, resurrect, or enforce) governance, compliance, audit and oversight across a dizzying array of cloud solutions. Some may have been introduced by themselves or their predecessors, but most have entered the business by other means.
Multiple clouds, in the Nevada desert (Source: Paul Miller)
Perhaps they've been procured, properly, by departments from Sales and Marketing to Logistics and Customer Support. Or perhaps it's a lone developer or a small team, with a company credit card and a problem to solve.
However it happened, your business is already a multicloud business, and the CIO is — increasingly — expected to answer for inefficiencies, regulatory lapses, poor financial controls, and more, wherever they crop up in a sprawling and confused IT estate.
The easy solution might be, at first glance, to assert control. To select a single provider, and to enforce that selection. To prowl the corridors of the business, plucking public cloud credentials and SaaS admin accounts from the unwilling fingers of employees.
But the braver CIO is the CIO who embraces their multicloud reality, who works to understand how and why committed and engaged employees felt it necessary to seek out their own solutions, and who learns lessons from the failures of the recent past.
Back in 2013, my colleague Anjali Lai and I wondered how the "summer of Snowden" was affecting consumer attitudes about privacy. So, we fielded a survey and ran some qualitative analysis in our ConsumerVoices Market Research Online Community. A year later, we used that historical data, combined with Consumer Technographics and social listening data to see how perception and behavior were changing. It was a fascinating study.
Fast forward another year: it's now pre-pre-primary season in the US, and candidates are talking about privacy and personal data protection. There have been three more major data breaches affecting millions of Americans. The adblocking debate is at fever pitch, while Internet giants make privacy a point of differentiation. Obviously, we decide to run our study a third time. And this time, we incorporate (opted-in, permission-based) data from our Consumer Technographics Behavioral Study.
Our findings? Consumers are more willing than ever to 1) walk away from your business if you fail to protect their data and privacy; 2) adopt technologies like tracker-blockers and VPNs to limit their exposure to data misuse; and 3) extend their protective actions to the physical realm.
And the real kicker is that, if you're one of the marketers who's been counting on Millennials who "don't care" about their online privacy, you're going to be waiting a long time.
2016 is looking busy for eBusiness professionals, who hold an increasingly important role as digital leaders in their organizations. They’ve been in strategic and operational roles, driving digital transformation throughout their companies. Their hand in new developments such as digital store or branch, mobile and the Internet of Things (IoT) proves that this role is core to productive, current, and rapidly evolving firm.
In 2016, Forrester believes that:
■ Top digital leaders will get poached by other firms. As lagging firms wake up to the current competitive reality in 2016, they will actively look to those leading digital transformation in the service of customer obsession to find top talent. And they’ll be looking across verticals — not just within their own competitive set.
■ Mobile takes business beyond digital channels, roles, and responsibilities. Only 4% of the executives we surveyed have the organization, technology, and talent to engage consumers proactively in their mobile moments, but 14% aspire to do so. To address this gap, many companies will create mobile centers of excellence where digital leaders will be key players. In this role, they will orchestrate the use of mobile throughout the organization, driving cross-role collaboration.
■ Digital ecosystems will accelerate — particularly with mobile. As more organizations look to serve their customers across multiple touchpoints and an evolving journey, digital pros will help tie them together via partner ecosystems. These ecosystems will connect with customers across their personal ecosystems. For example, digital pros will create new partnerships with mobile platforms as consumers spend time in fewer apps.
Looking at Oracle’s latest iteration of its SPARC processor technology, the new M7 CPU, it is at first blush an excellent implementation of SPARC, with 32 cores with 8 threads each implemented in an aggressive 20 nm process and promising a well-deserved performance bump for legacy SPARC/Solaris users. But the impact of the M7 goes beyond simple comparisons to previous generations of SPARC and competing products such as Intel’s Xeon E7 and IBM POWER 8. The M7 is Oracle’s first tangible delivery of its “Software on Silicon” promise, with significant acceleration of key software operations enabled in the M7 hardware.[i]
Oracle took aim at selected performance bottlenecks and security exposures, some specific to Oracle software, and some generic in nature but of great importance. Among the major enhancements in the M7 are:[ii]
Cryptography – While many CPUs now include some form of acceleration for cryptography, Oracle claims the M7 includes a wider variety and deeper support, resulting in almost indistinguishable performance across a range of benchmarks with SSL and other cryptographic protocols enabled. Oracle claims that the M7 is the first CPU architecture that does not present users with the choice of secure or fast, but allows both simultaneously.
Forrester survey data highlights the urgency for the CIO to complete the mobile mind shift. In the age of the customer, great mobile solutions are the basis for catering to clients, empowering employees, and optimizing supplier and partner relationships. Yet, the mobile mind shift has its roots in the consumer environment. Most of us have gone “mobile native” over the last few years, having grown accustomed to using apps on our smartphones and tablets at home. This has changed the way we think, look for information, communicate with others, and conduct transactions.
Mobile is now a vital part of the CIO’s business technology agenda to help enhance customer experience, employee productivity, and new revenue channels. Every CIO will need to provide his organization with mobile solutions that support these business requirements. The lack of a comprehensive mobile approach with dedicated interdisciplinary teams for mobile and digital initiatives will translate into lower revenues and many business failures in the years ahead. The most visionary and forward-looking CIOs, meanwhile, are using mobile to build the steppingstones for their digital transformation:
Businesses that are most mature in mobile also have the fastest revenue growth rates. Forrester survey data highlights that the most “mobile-mature” organizations also have higher revenue growth rates than the mobile laggards. Mobility is thus an important revenue driver.
The B2B marketing research team has just published its 2016 predictions report, outlining four shifts that B2B marketing professionals can expect by December 31 of next year. This report is aligned with and part of a series of Forrester predictions reports — each discussing the effects on specific roles in a company, but all part of the greater picture: The Age Of The Customer.
B2B buying has changed: Buyers prefer to do research themselves rather than rely on vendors’ sales reps. Our report highlights several major changes coming in 2016 as a result of this shift and organizes their implications into four realms: go-to-customer strategy, the accelerating shift from art to science, tech investments, and B2B messaging. In the report, we explain these changes, with data and research substantiation, and also outline what they mean for B2B marketing professionals. Here are some of the key takeaways:
As funnel becomes life cycle, marketing will need to manage a new dynamic with sales.
Marketing’s role as steward of the customer relationship will surge.
Buyers will expect B2B suppliers to be at the right (digital or physical) place, at the right time.
Big data will help manage sales and marketing activities.
Through-channel marketing will become a critical success factor for many B2B companies.
Adoption of through-channel marketing automation (TCMA) will even affect the success of enterprise marketing automation vendors.
Mobile will become the primary target for all systems.
Holiday spending is of critical importance to retailers. In 2014, Amazon traded one-third of its retail sales in the last three months of the year. And in the UK, 19% of annual retail sales happen in the six-week run-up to Christmas. Consumers spend more online during the holiday period and buy from more retail categories than they do during the rest of the year. Toys, jewelry, perfume, and videos are among the most popular categories bought online.
UK retailers embrace Black Friday and Cyber Monday. The majority of UK retailers participated in Black Friday and Cyber Monday sales in 2014. In fact, nearly one-fifth of all online sales in the eight weeks leading up to December 27, 2014 happened in the week of Black Friday. And for UK retailer John Lewis, its sales in Black Friday week overtook its sales in Christmas week.
At a recent event in Sydney, Telstra, Australia’s incumbent network solutions provider, provided new insights into its strategic activities under its new CEO Andrew Penn. Overall, Telstra’s strategy remains in line with that communicated last year; we suggested then that for European CIOs and technology managers, Telstra represents an attractive network solutions provider for their organizations’ activities in Asia. But Telstra has evolved since then. Discussions with Telstra executives have provided us with new information and have led us to several new observations:
Telstra’s digital strategy is beginning to take shape but remains fragmented. Like many other telcos, Telstra has created a digital division to develop digital retail offerings for SMBs and consumers. In its current shape, this approach carries some risks, as Telstra’s Global Enterprise Services and Software divisions are also pursuing separate digital activities. As a result, duplicate and potentially contradictory digital offerings could emerge. Although Telstra claims that it is coordinating these activities, the current set-up underlines the fact that Telstra doesn’t yet have a digitized strategy; it is instead pursuing several digital strategies. This could cause confusion for customers, inefficiencies for Telstra, and flawed end-to-end customer journey mapping, thus undermining the value that Telstra can deliver to CIOs as a business enabler.
My colleague Michele Pelino and I have just published a major new report, Bridge The Broken Internet Of Things Promise. At its best, the Internet of Things (IoT) -- a catch-all term for technologies that enable objects and infrastructure to interact with monitoring, analytics, and control systems over Internet-style networks -- has the potential to reshape customer experiences.
In the report, we cover the example of Royal Caribbean's Quantum of the Seas, undoubtedly one of the more impressive examples of how IoT and wearables can redefine digital customer experience (DCX) while also employing digital operational excellence (DOX) in service of customers. In one of several DCX examples, Royal Caribbean has made the Quantum a wallet-free zone using wearable bands that act as everything from the key to your quarters to purchases at the bar. For DOX, the Quantum solves a perpetual pain point for both customers and crew: Did a particular piece of luggage make it onboard and, if so, where is it? RFID tagging and a mobile app solve this operational problem nicely. (See Figure for a screen shot of the mobile app).
As we detail in the report, RFID tracking has revolutionzed the check-in process, improving the speed of the process, lowering errors, and giving customers peace-of-mind.
So IoT sounds like a panacea for retailers, hospitality firms, travel vendors, and similar firms -- right?
Poor network infrastructure undermines all digital transformation initiatives. The major technology building blocks affecting digital business are mobility, cloud, big data insights, and social collaboration. Thus, the key contribution to digital ecosystems by telcos is undoubtedly the provisioning of quality connectivity. However, many telcos we speak to have much larger ambitions. Can telcos increase their role in the digital value chain — and if so, how? Several macro-trends have an impact on the potential for telcos in digital ecosystems:
Rising customer sophistication is driving businesses to become more customer-obsessed. Businesses must work with ecosystem partners and vendors to improve customer experiences and drive operational excellence to enhance smart manufacturing, distribution, and supply chains. These operational ecosystems are essential to support the customer in his various life-cycle stages. Ultimately, the future of telcos in the digital context will be decided by their big data, cloud, and service orchestration capabilities.
Poor network infrastructure constitutes a major CIO challenge. CIOs at leading companies must support their organizations to take on the role of major ecosystem hubs with the assistance of mobility, cloud, big data insights, and social collaboration. The value and quality of digital ecosystem membership correlates with the quality of network-based interaction and collaboration solutions.