Cloud is becoming the new norm for enterprises. More and more companies across the globe are using a combination of two or more private, hosted, or public cloud services – applying different technology stacks to different business scenarios. Hybrid cloud management is now an important priority that enterprise architecture (EA) professionals should consider to support their organizations on the journey toward becoming a digital business.
I’ve recently published tworeports focusing on how to manage the complexity of hybrid cloud. These reports analyze the key dimensions to consider for hybrid cloud management and present four steps to help move your firm further along the path to hybrid maturity. To unleash the power of digital business, analyze the strategic hybrid cloud management practices of visionary Chinese firms on their digital transformation journey. Some of the key takeaways:
Align hybrid cloud management capabilities with your level of maturity . Hybrid cloud maturity is a journey of digital transformationcovering four steps: initial acceptance, strategic adoption, hybrid operationalization, and hybrid autonomy; maturity is measured by familiarity with, experience with, and knowledge of how to operate cloud. EA pros should build their management capabilities step by step, aiming to unify and automate cloud managed services by understanding technical dependencies and business priorities.
Consumers (and B2B customers) are more and more empowered with mobile devices and cloud-based, all but unlimited access to information about products, services, and prices. Customer stickiness is increasingly difficult to achieve as they demand instant gratification for their ever changing tastes and requirements. Switching product and service providers is now just a matter of clicking a few keys on a mobile phone. Forrester calls this the age of the customer, which elevates business and technology priorities to achieve:
Business agility.Business agility often equals the ability to adopt, react, and succeed in the midst of an unending fountain of customer driven requirements. Agile organizations make decisions differently by embracing a new, more grass-roots-based management approach. Employees down in the trenches, in individual business units, are the ones who are in close touch with customer problems, market shifts, and process inefficiencies. These workers are often in the best position to understand challenges and opportunities and to make decisions to improve the business. It is only when responses to change come from these highly aware and empowered employees, that enterprises become agile, competitive, and successful.
Last year, the number of smartphone subscribers in the world surpassed the number of feature phone subscribers. We expect the share of people using smartphones to grow at a rapid pace through 2020, when 87% of all mobile subscribers will have a smartphone. Several factors will drive this trend, including the falling average selling price of smartphones, the increasing availability of low-cost data plans, greater 3G penetration, and the continued rise of mobile messaging apps, social media, mCommerce, and mobile apps. The majority of new smartphone subscribers will come from Asia Pacific and Africa; the opportunity that developed markets present to handset manufacturers is primarily in the form of handset replacement. According to our recently published Forrester Research World Mobile And Smartphone Adoption Forecast, 2015 To 2020 (Global), in 2020 there will be more than 5.4 billion active smartphones in the hands of more than 3.6 billion subscribers across the globe. Some of the implications of rapid smartphone growth are as follows:
Shortening the smartphone replacement cycle in developed markets.In most developed markets, smartphone penetration is saturating; vendors are expected to launch programs like Apple’s iPhone Upgrade Program to increase smartphone sales by shortening the replacement cycle. And it’s not just the US; handset manufacturers or telcos may launch similar programs in other regions with high smartphone penetration, including Australia, Canada, France, Germany, Hong Kong, the Netherlands, Norway, Saudi Arabia, Singapore, South Korea, Spain, Sweden, the UK, and the United Arab Emirates.
I frequently help Forrester clients come up with shortlists for incident response services selection. Navigating the vendor landscape can be overwhelming, every vendor that has consultant services has moved or is moving into the space. This has been the case for many years, you are probably familiar with the saying: "when there is blood in the water." I take many incident response services briefings and vendors don't do the best job of differentiating themselves, the messages are so indistinguishable you could just swap logos on all the presentations.
Early next year, after the RSA Conference, I'm going to start a Forrester Wave on Incident Response services. Instead of waiting for that research to publish, I thought I'd share a few suggestions for differentiating IR providers.
What is their hourly rate? This is typically my first question; I use it as a litmus test to figure out where the vendor sits in the landscape. If the rate is around $200 you are typically dealing with a lower tier provider. Incident response is an area where you get what you pay for. You don't want to have to bring in a second firm to properly scope and respond to your adversaries.
How many cases have they worked in the previous year? You want to hire an experienced firm; you don't want to work with a consultancy that is using your intrusion to build out the framework for their immature offering. While volume alone shouldn't be the key decision point, it does give you an objective way to differentiate potential providers.
“It takes a village” – but when it comes to building smart cities, it takes far more than that. Developing smart cities requires strategic partnerships, creative business models, change management – and according to my latest report, co-authored with my colleague Jennifer Belissent – citizen buy-in. In order for smart city technology to take hold, governments must incorporate citizens’ perspectives into their strategy long before giving their plans the green light.
Gathering citizen perspectives on so nascent a concept is a classic challenge; however, current attitudes and behaviors signal citizen readiness for smart cities. For instance, as US and UK online adults become aware of smart city solutions, they grow deeply intrigued. And, according to Forrester’s Consumer Technographics® survey and behavioral tracking data, online adults’ current device activities lend themselves to participating as engaged digital citizens:
US and UK citizens are equipped to interact with their community and governments through new technology, which suggests a readiness for smart city applications and services. However, citizens are conscious of the fact that this smart city sophistication comes with tradeoffs, like threats to data privacy and the risks of relying on one digital system.
First there was Hadoop. Then there were data scientists. Then came Agile BI on big data. Drum roll, please . . . bum, bum, bum, bum . . .
Now we have data preparation!
If you are as passionate about data quality and governance and I am, then the 5+-year wait for a scalable capability to take on data trust is amazingly validating. The era for "good enough" when it comes to big data is giving way to an understanding that the way analysts have gotten away with "good enough" was through a significant amount of manual data wrangling. As an analyst, it must have felt like your parents saying you can't see your friends and play outside until you cleaned your room (and if it's anything like my kids' rooms, that's a tall order).
There is no denying that analysts are the first to benefit from data preparation tools such as Altyrex, Paxata, and Trifacta. It's a matter of time to value for insight. What is still unrecognized in the broader data management and governance strategy is that these early forays are laying the foundation for data citizenry and the cultural shift toward a truly data-driven organization.
Today's data reality is that consumers of data are like any other consumers; they want to shop for what they need. This data consumer journey begins by looking in their own spreadsheets, databases, and warehouses. When they can't find what they want there, data consumers turn to external sources such as partners, third parties, and the Web. Their tool to define the value of data, and ultimately if they will procure it and possibly pay for it, is what data preparation tools help with. The other outcome of this data-shopping experience is that they are taking on the risk and accountability for the value of the data as it is introduced into analysis, decision-making, and automation.
I just published this case study about All Things Hair. If you haven’t heard or come across ATH before, it’s a series of YouTube channels initiated by Unilever’s hair care products division. On each national channel (they’re in about a dozen countries now), a half-dozen teenage and twenty-something video bloggers describe how you can get some really important look or style going.*
There are a lot of interesting things going on in this ATH thing that I’m not really going to focus on here, such as predictive search, marketing innovation, influencers, video marketing, product positioning, brand measurement, ecommerce links, audience targeting and paid content promotion. This was Unilever working with Razorfish, so you knew it wasn’t going to be “How VO5 got better email open rates”.
No, what interests me most is how this whole ATH burrito here represents a new way of building brands based on how customers work and think today. Unilever’s not the first to do this, by any means, but – given the fact that they have a little bit of experience thinking about brand-building – they seemed to have done it with their “eyes wide open” if you will. They knew they were reengineering how they built brand value, and proceeded methodically from that standpoint.
So what did this awareness mean when push came to shove?
Many of your peers with heavy enterprise investment in SAP, are thinking about the business case for HANA. In this research we looked at different HANA use cases and at early efforts to learn how to run an enterprise by predicting, in real time, the direction of a stream of granular observations, rather than by waiting for period end and then explaining variances from plan : https://www.forrester.com/SAP+Hana+Is+The+Answer+Whats+The+Question/fulltext/-/E-RES117654
But now some firms are migrating to Suite on HANA or more correctly SAP Business Suite Powered By HANA in search of digital transformation opportunities such as the ability to manufacture a batch of one or to target a segment of one. More firms are planning to investigate S4HANA to simplify and streamline their data and processes to get in shape for the more intense competition of a more transparent and digitally empowered economy. We looked here at the stages in planning the transitions the skills and help you will need : https://www.forrester.com/Brief+Plan+The+Next+Phase+Of+Your+SAP+Journey/fulltext/-/E-res122841
Look out for the next in the series in which we investigate HANA scalability.
One of the winners of this year’s Forrester/Infoworld Enterprise Architecture Awards segmented their EA practice into two disciplines: Innovation Architecture and Effectiveness Architecture. These two words describe the range of winners selected by our judges.
Before I announce the winners, let me tell you about why these two words are significant. The Forrester/Infoworld EA Awards have always sought to uncover programs that impact their business through the insight and value that only EA can provide. But many EA programs struggle with this – and the reason for this struggle lies more in themselves than in their context. Bottom line: They focus on "doing architecture" or on "being smart technical experts." Many talk about being more business-focused but aren’t willing to change their thinking or how they engage with their business.
The five winners of this year’s awards have changed their approach to EA and delivering business impact, and the results show.
With server-hosted virtual desktops (VDI), you take something that used to be a few centimeters from someone's fingertips - their Windows desktop - and move it sometimes thousands of miles away, and you expect them to be okay with that. It’s possible, but choose your technology vendor wisely, because the project’s success will hinge on the end user experience.
It’s not easy to give users an equal or better Windows desktop experience with VDI than they have with their local PC. If they rely on videoconferencing to collaborate with their colleagues, the VDI system has to work with their local webcam and it has to handle the video stream properly so they don’t get choppy voice and video. If they use a tablet, your VDI vendor’s tablet client has to be good, with intuitive touch gestures. There may need to be a way for them to install software, and they may need to use the system over a 4G/LTE network link while traveling.
To do all of these things and more across a wide range of work styles, devices, applications and networks requires sophisticated, expensive capabilities. If you choose your vendor primarily on cost, the solution you get may not have what you need to deliver an acceptable user experience - especially if your business needs change.