Each year for the past three years I've analyzed and written on the state of enterprise disaster recovery preparedness. I've seen a definite improvement in overall DR preparedness during these past three years. Most enterprises do have some kind of recovery data center, enterprises often use an internal or colocated recovery data center to support advanced DR solutions such as replication and more "active-active" data center configurations and finally, the distance between data centers is increasing. As much as things have improved, there is still a lot more room for improvement not just in advanced technology adoption but also in DR process management. I typically find that very few enterprises are both technically sophisticated and good at managing DR as an on-going process.
When it comes to DR planning and process management, there are a number of standards including the British Standard for IT Service Continuity Management (BS 25777), other country standards and even industry specific standards. British Standards have a history of evolving into ISO standards and there has already been widespread acceptance of BS 25777 as well as BS 25999 (the business continuity version). No matter which standard you follow, I don’t think you can go drastically wrong. DR planning best practices have been well defined for years and there is a lot of commonality in these standards. They will all recommend:
At the end of October I hosted a Consumer Market Research Track Session at the Forrester Consumer Forum in Chicago, and one of the speakers was Gian Fulgoni, CEO from Comscore.
For years, a debate has raged in the online space about the merits of panel-centric versus site-centric measurement, and with companies now trying to get a grip on the behavior of consumers across multiple channels, measurement complexity will only increase. Gian showed a slide that nicely summarizes the debate between site measurement (Web analytics) and audience measurement (panel based):
I'd like to drill into some more details on my BI SaaS blog from September 2009. A key critical point to "what differentiates one BI SaaS vendor from another" discussion is what really constitutes multi-tenant architecture. Here are some initiall thoughts to stimulate the discussion:
DBMS. There's got to be back end, DBMS architecture that allows for one of the following:
Automatically generate a separate DBMS instance for each client
Use same DBMS instance for multiple clients, but automatically generate a set of unique tables for each client
Use same DBMS instance and tables for multiple clients, but automatically assign unique keys to to each client so that they can only update and retrieve their own rows
Application. Similar functionality has to exist in the application tier:
Automatically connect to the appropriate, client specific DBMS instance, or
Automatically use views that only point to client specific tables, or
Append "where" clause to each SQL statement to only retrieve client specific rows
Everyone seems to understand that social computing is a hot technology these days, and at Forrester we get plenty of questions from companies trying to understand how they can access the power and benefits of social computing into their own companies.
But before companies consider which technology platforms they should use, they should be carefully considering for what business purpose they need social computing tools. In my view, technology is a powerful lever in solving business problems, but it is not a solution in itself. For example, I know a lot of people who spend a lot of time on Facebook, but I can’t see much business value in it (unless looking up former high school classmates counts as business development). The same is true for far too many (but not all) of the social technology tools hitting the market today. <
This is where innovation management tools come in. While many community platforms are great at providing technology for internal collaboration, the best innovation management companies are taking the power of technology one step further - they are using social technologies, to help companies generate a response to specific business problems.
Seventy-seven percent of online consumers have Internet, TV, and phone services. Data from our North American Technographics Mobile And Telecom Online Survey, Q3 2009 shows that of this group, about a third receive all three services within a bundle. Consumers who have a triple-play contract have a higher household income and are more likely to have children.
The thing is, I wonder how many CIOs see themselves as social evangelists. You’re a CIO...
Are you on Twitter?
Do you have a full profile on LinkedIn?
How about Facebook?
Do you understand how your marketing organization is leveraging social media?
Do you have a role as social advocate in the organization?
I believe one important role of the CIO is to help peers in the business to better understand just how transformational social media can be to helping increase growth and/or drive productivity to improve the bottom line.
About a year ago, I took over the management of what has become Forrester's Customer Intelligence (CI) team. In doing so, I've had the pleasure of working with Senior Analyst John Lovett, who joined the team after our acquisition of Jupiter Research last year. Regretfully, I must tell you that John has decided that it's time for a change of pace.
Quickly: If you are a CEO in the media industry, you must move your company through three stages.
Content: I was shocked when I heard that Conde Nast was shuttering Gourmet Magazine after 68 years of operation. Gourmet had 900,000 subscribers, with total readership of approximately six million. Yes, advertising revenue was off 30%, but clearly Gourmet was a brand and franchise that was destined to morph into an Internet beehive of content, social sharing of travel and food tips, community, and close affinity. And they were on their way with 8,000 Facebook friends, 22,000 followers for editor Ruth Reichl on Twittter, and a YouTube channel. Gourmet could have and should have become the upscale Grand Dame sister of Epicurious.com, Conde Nast's successful recipe site. Why didn't the company get this?
Because much of Conde Nast is stuck in media meltdown.