Service providers are vital to the success and failure of digital experience delivery initiatives. In fact, one enterprise told me their services partner was “the saving grace” of their initiative. But only if they implement the right technology products.
My colleagues Ted Schadler, Peter Sheldon, and I asked about the technology vendor partner programs of 46 digital experience service providers from a variety of DNAs including technology services, consultancies, global digital agencies, and specialist firms. We asked for their top three technology partners in six different digital experience technology categories, including WCM, eCommerce, digital asset management, analytics, and campaign management. What did we discover? The results surprised us so we wanted to share them with you:
Adobe was a runaway winner across a broader digital experience delivery portfolio. Adobe had more than twice as many partnerships as any other technology vendor across the six product categories. Adobe earned this distinction with partnerships in four categories: WCM, digital asset management, campaign management, and customer analytics.
In WCM, Sitecore and Adobe reigned, while in eCommerce hybris, IBM, and Oracle lead. Adobe, Sitecore, Drupal, Microsoft, and Acquia lead in WCM partnerships: many serviceevangelize and support these solutions. When it comes to eCommerce, however, a different set of solutions topped the list: SAP hybris, IBM, Oracle, and Demandware. Interestingly, many services firms make a living out of integrating these best-of-breed WCM solutions with these best-of-breed commerce solutions for web and mobile redesigns.
As I set out to answer that question, I uncovered a topic that is probably one of the most hotly debated topics in the industry. People are passionate – on the agency side, on the finance side, on the procurement side, and on the marketer side. Everyone has an opinion.
So, instead of doing a straightforward report on how to structure performance-based compensation, I took a step back to dive into whether performance-based compensation is actually achieving the desired results – which is better performance from agencies.
I found that:
Performance-based compensation, as it is most commonly structured and applied, is being used as a stand-in solution for a much larger issue – the fact that CMOs are having a very hard time measuring and explaining the impact of their agencies' work on ultimate business outcomes.
Adding financial incentives to agency contracts gives organizations a way to measure the impact of agency work and assign that impact a monetary value.
These organizations are not getting better work from agencies because of this. And by using performance-based compensation as a motivator, they are missing an opportunity to truly motivate their agencies.
A growing number of digital business leaders are being tasked with global expansion. Their technology partners play a critical role: eBusiness professionals rely on partners not only to help build new digital offerings, but also to provide strategic advice on how to effectively penetrate new markets. Some of the key questions solution providers can anticipate from clients and prospects include:
How quickly can I get up and running? A common scenario looks like this: After years of discussing the need to go global, senior leaders within an organization finally decide to pull the trigger. A frenzy ensues. Digital business leaders are given just a few months to propose which markets to prioritize and how to enter those markets. Given how quickly the new international expansion must happen, business leaders seek out technology partners that promise rapid turnaround on new global initiatives. Solution providers that talk about launching new initiatives in years rather than months are often sidelined in favor of those that can execute more rapidly to fulfill the corporate mandate.
What will going global cost? Few leaders have access to an endless stream of cash when it comes to launching new global eCommerce offerings. To the contrary: It’s more typical to see businesses pouring a small fraction of what they invested in the domestic business into their international initiatives. Cost is therefore front and center when it comes to evaluating new technologies. Solution providers that can help businesses launch across multiple countries in a cost-effective manner are well positioned to capture new business, even when the prospect may be only ready to enter one or two new markets at the time of vendor selection. The exception? When a market is large or strategic enough to merit selecting partners with solutions that cater specifically to that market (think China).
Hundreds if not thousands of leading corporations have created chief customer officer (CCO) positions in recent years to help them become more customer-centric. Now US federal government agencies are toying with the idea of adding CCO positions and four have already taken the plunge. In my first Forrester podcast, I spoke with hosts Sam Stern and Deanna Laufer about how federal CCOs can help achieve their agencies' missions and dispeled common objections to creating federal CCO positions. For more of my federal CCO research, check out my Executive Q&A: Federal Chief Customer Officers report on forrester.com or my blog post on the subjectRead more
We have been watching many variants on efficient packaging of servers for highly scalable workloads for years, including blades, modular servers, and dense HPC rack offerings from multiple vendors, most of the highly effective, and all highly proprietary. With the advent of Facebook’s Open Compute Project, the table was set for a wave of standardized rack servers and the prospect of very cost-effective rack-scale deployments of very standardized servers. But the IP for intelligently shared and managed power and cooling at a rack level needed a serious R&D effort that the OCP community, by and large, was unwilling to make. Into this opportunity stepped Intel, which has been quietly working on its internal Rack Scale Architecture (RSA) program for the last couple of years, and whose first product wave was officially outed recently as part of an announcement by Intel and Ericsson.
While not officially announcing Intel’s product nomenclature, Ericsson announced their “HDS 8000” based on Intel’s RSA, and Intel representatives then went on to explain the fundamental of RSA, including a view of the enhancements coming this year.
RSA is a combination of very standardized x86 servers, a specialized rack enclosure with shared Ethernet switching and power/cooling, and layers of firmware to accomplish a set of tasks common to managing a rack of servers, including:
· Asset discovery
· Switch setup and management
· Power and cooling management across the servers with the rack
Mobile World Congress (MWC) was a real marathon: According to my wearable gadget, I walked 70,278 steps, or 53.7 km, in four days. So was it worth it apart from the workout?
MWC was certainly busy; it attracted more than 90,000 attendees, including about 50,000 C-level executives (of whom 4,500 were CEOs) — making it the largest MWC event to date. While MWC does not attempt to cater to CIOs’ requirements — only about one-third of the attendees come from outside the technology sector, mostly from government, financial institutions, and media and advertising firms — the event deals with all the critical topics that CIOs will have to address in the years ahead.
This year’s MWC focused on innovation, which is arguably the single most important business priority to ensure business survival in a rapidly changing marketplace. As a business enabler, every CIO must meet the expectation of today’s business customer that he can get what he wants in his immediate context and moment of need. MWC highlighted that:
Mobile is critical to provide a great user experience. Therefore, mobile is becoming a critical factor for CIOs in driving product, service, and process innovation and enhancing customer and employee engagement.
Consumerization is redefining enterprise mobility. At MWC we saw more and more vendors targeting the mobile mind shift taking place in the business segment. This is reflected in the shift of most mobile business solutions away from traditional sales and field force automation toward delivering mobile moments.
If you’ve been following our blog, you’ll know that the Data Insights team here at Forrester has been tracking the evolution of US healthcare reform over the past three years and its implications in terms of consumer behavior, attitudes, and expectations. Our study began in July 2012, when we advised health insurance companies how to prepare for the flood of new customers entering the market. Two years later, my colleague Gina Fleming extended this analysis into Forrester’s Healthcare Segmentation, which provides a refined understanding of key customer profiles. Now, with our 2015 Consumer Technographics® Healthcare Survey just back from field, we can complement our understanding of the US consumer health insurance market with another layer of insight: the member’s journey to purchasing health insurance:
This winter in Boston has been a record breaker. Bostonians are tired of the weather, while non-Bostonians are tired of hearing Bostonians complain about the weather. However, this never-ending winter provides a useful analogy for assessing your organization’s identity and access management (IAM) processes.
My analogy is based on two words that strike fear into many Boston-area homeowners: ice dams. Ice dams are ice structures that form on roofs, following heavy snowfall, that can cause leaks.
Ice dams often dissipate naturally, but record snowfalls and persistent cold temps have exacerbated ice dams this winter.
Just as ice dams can cause leaks, “identity dams” can cause data leaks and other internal problems. Identity dams may result from reorganizations or may just be existing business processes, but they should be removed.
The challenge is overcoming complacency. Just as many homeowners hope ice dams will dissipate naturally, organizations delude themselves with “This is how we’ve always done it,” and conclude that therefore removing identity dams is not necessary. For complacent organizations, the worst case is having users become accustomed to complicated manual processes for requesting access to new applications, waiting weeks to get access to new applications, and having multiple passwords.
Organizations and homeowners should follow these three steps to minimize the potential damage caused by ice dams and identity dams:
Over the past year, there has certainly been plenty of press coverage surrounding the emergence of the new “Chief Digital Officer” (CDO). And the research we published in 2013 on the CDO role does identify how some firms can potentially benefit from a CDO role working alongside the CMO and CIO. But I’m beginning to see more business-savvy CIOs follow Starbucks' ex-CIO Stephen Gillett’s example and step up to lead digital strategy and digital initiatives.
In fact, CIOs with experience in marketing and/or business-unit leadership — especially eBusiness — are well equipped to lead the future digital transformation journey in many companies. They understand business strategy; they can relate to the outside-in customer view; and they already have an enterprise perspective.
OK, so there are not many CIOs out there today with this kind of experience (my estimate is around 20%) — but this is exactly the kind of CIO that CEOs need to hire in the future.
So let’s not get too hung up on titles — what really matters is the ability to combine a deep understanding of the customer with an understanding of how digital technology will drive new sources of customer value.
That’s the focus of a new series of reports we’ve just published (see below). The reports help digital-savvy CIOs work with business leaders to create a clear vision for what it means to be a digital business and start down the path toward digital business transformation.
Did I pack socks? Check. Toothbrush? Check. Business cards, phone charger, passport? Check, check, and check. Do I know what I need to do and what not to do to protect myself, my devices and the company’s data while I’m on the road and traveling for work? [awkward silence, crickets chirping]
S&R pros, how would employees and executives at your firm answer that last question? It’s an increasingly important one. Items like socks and toothbrushes can be replaced if lost or forgotten; the same can’t be said for your company’s intellectual property and sensitive information. As employees travel around the world for business and traverse through hostile countries (this includes the USA!), they present an additional point of vulnerability for your organization. Devices can be lost, stolen, or physically compromised. Employees can unwittingly connect to hostile networks, be subject to eavesdropping or wandering eyes in public areas. Employees can be targeted because they are an employee of your organization, or simply because they are a foreign business traveler.
So what to do? Rick Holland and I are conducting research now to produce a guide to security while traveling abroad. It’s going to provide guidance for S&R pros to better prepare your executives and employees for travel, including actions to take before, during, and after a trip. We’ll be looking at considerations for things like:
OPSEC. How to determine if employees are being targeted, the pros/cons of using burner equipment, the use of privacy screens on laptops, etc.