I had an interesting inquiry with a client that began with this question - "What is the defniition of a legacy application?" Yikes, I thought - this will be one of those long-ranging, rhetorical discussions that - at the end of the day - lacks the kind of decisive answer clients typically seek during inquiries. The client actually had a good reason for wanting an externally published, formal definition - an external entity was attempting to measure the company's risk by quantifying its exposure to "legacy."
I have grown weary of hearing excuses (for 20 years) from application development professionals about why they are challenged when it comes to developing and delivering applications that meet the expectations of the bus
Three quarters into 2009, and it seems that the market share of the four megavendors in IT management software (BMC, CA, HP and IBM) has again seriously eroded against their smaller competitors. The global ITMS market itself did not shrink: smaller vendors are reporting better results than forecast.
One major reason for this turn of events is that enterprises are struggling with smaller or flat IT budgets, and are therefore looking for a bigger bang for their buck, both in terms of CAPEX and OPEX: deals are smaller, more tactical in nature and tend to favor point solutions again.
But why is it that the larger ITMS vendors cannot compete with the smaller ones in tactical solutions?
There are no templates for being an effective CEO. When asked how to be a good leader, Jack Welch answered, "Be yourself" -- and I would concur. Especially if you serve for many years, you can't fake it.
That said, there are many valuable lessons to be learned. I get inspiration and tips from fiction (Martin Sheen's President Bartlet on The West Wing), history (Churchill's writings on WW II) academics like Warren Bennis, and from watching other CEOs in action. Recently I've drawn some inspiration from John Chambers, the CEO at Cisco. Here's what I've learned:
Companies are trying to get in touch and have a conversation with their customers through social networks, but customers' interaction with companies are mostly driven by promotions or personal gain. Data from our North American Technographics online survey shows that the majority of consumers reached out to companies to enter a sweepstake of to register for a promotion. .
I just arrived back from a packed Shop.org Annual Summit. Several of us
from Forrester took part in the conference, with Sucharita delivering a keynote
on day one and Patti interviewing eBay’s John Donahoe on day two.