I have a weakness. I like to think big. And when we heard so many juicy rumors about the Apple tablet device, now named the iPad, I knew that with Steve Jobs at the helm, I could afford to think big. So big did I think, that I suggested the iPad should take media consumption to the next level and create an entirely new category of device.
At first, Jobs appeared ready to confirm my suspicions. He said seductive things like, "Everybody uses a laptop and or a smartphone. The question has arisen lately. Is there room for a third category in the middle?" I was sitting on the edge of my seat, ready to hear Jobs demonstrate that new category of device. But he didn't.
Instead, what Apple debuted today was a very nice upgrade to the iPod Touch.
Don't get me wrong. I love the iPod Touch and I was this close to getting one for myself. Now that the iPad has arrived, I can finally get one, the new, big one. But it's not a new category of device. It doesn't really revolutionize the 5-6 hours of media we consume the way it could have. It doesn't even send Amazon's Kindle running to the hills for cover. In fact, the competitor likely to take the biggest hit from the arrival of the iPad is Apple, in the form of fewer iPod Touches sold and fewer MacBook Airs sold.
Apple just announced its media tablet (we coined these things mobile media tablets in 2005 in private client conversations and ) amidst much excitement and surprisingly little secrecy. There wasn't much if anything in the announcement that the bloggers hadn't anticipated.
This product will appear in 60 days with WiFi and in 90 days unlocked with AT&T data plan for $629 and $29/month. It will catch on quickly as an employee-provisioned third device, particularly for Mobile Professionals, 28% of the workforce. IT will support it in many organizations. After all, it's just a big iPhone to them and already 20% of firms support them.
Most of the media coverage will discuss the impact on consumer markets. I'm going to talk about the impact on businesses and on information & knowledge management professionals, the IT executive responsible for making the workforce successful with technology.
Make no mistake, this is an attractive business tool. Laptops will be left at home.
One thing's for sure, Apple knows how to time the market. And the market it's timed this time around is an important one: information workers self-provisioning what they need rather than what their employers provide. We have called this trend Technology Populism(AKA consumerization of IT), and it's important enough that we're writing a book called Groundswell Heroes about how to harness it.
The following question comes from many of our clients: what are some of the advantages and risks of implementing a vendor provided analytical logical data model at the start of any Business Intelligence, Data Warehousing or other Information Management initiatives? Some quick thoughts on pros and cons:
Leverage vendor knowledge from prior experience and other customers
May fill in the gaps in enterprise domain knowledge
Best if your IT dept does not have experienced data modelers
May sometimes serve as a project, initiative, solution accelerator
May sometimes break through a stalemate between stakeholders failing to agree on metrics, definitions
May sometimes require more customization effort, than building a model from scratch
May create difference of opinion arguments and potential road blocks from your own experienced data modelers
May reduce competitive advantage of business intelligence and analytics (since competitors may be using the same model)
Goes against “agile” BI principles that call for small, quick, tangible deliverables
Goes against top down performance management design and modeling best practices, where one does not start with a logical data model but rather
Defines departmental, line of business strategies
Links goals and objectives needed to fulfill these strategies
Defines metrics needed to measure the progress against goals and objectives
Defines strategic, tactical and operational decisions that need to be made based on metrics
Slowly but surely, with lots of criticism and skepticism, the business intelligence (BI) software-as-a-service (SaaS) market is gaining ground. It's a road full of peril — at least two BI SaaS startups have failed this year — but what software market segment has not seen its share of failures? Although I do not see a stampede to replace traditional BI applications with SaaS alternatives in the near future, BI SaaS does have a few legitimate use cases even today, such as complementary BI, in coexistence with traditional BI, BI workspaces, and BI for small and some midsize businesses.
In our latest BI SaaS research report we recommend the following structured approach to see if BI SaaS is right for you and if you are ready for BI SaaS:
Map your BI requirements and IT culture to one of five BI SaaS use cases
Evaluate and consider scenarios where BI SaaS may be a right or wrong fit for you
Select the BI SaaS vendor that fits your business, technical, and operational requirements, including your tolerance for risk
First we identified 5 following BI SaaS use cases.
Coexistence case: on-premises BI complemented with SaaS BI in enterprises
SaaS-centric case in enterprises: main BI application in enterprises committed to SaaS
SaaS-centric case in midmarket: main BI application in midsized businesses
Elasticity case: BI for companies with strong variations in activity from season to season
Power user flexibility case: BI workspaces are often considered necessary by power analysts
Last week Dr. Dobb's published an article I penned in December on "What Developers Think". I won't rehash the thrust of that piece here other than to reaffirm the growing trend of technology populism in development shops - where tech-savvy workers make their own decisions about what technologies to use.
I’ve met many CIOs, all with their own unique challenges and approaches to overcome them. But despite their differences, all CIOs ask me the same question: “what is the next big technology trend that I should look out for?”
It’s a tough question — not because there is a shortage of emerging tech trends out there. The tough part is whittling down all of trends to the really big ones — I mean the ones that could really change the way we do business. So all through 2009, my answer was: 1) consumerization of IT (what we at Forrester refer to as Groundswell), 2) lean IT, and 3) cloud computing. For those interested, you can still view the Three Tech Movements CIOs Should Know webinar I did with colleagues Ted Schadler and John Rymer late last year.
One of the key themes I saw popping up in 2009 was the need for market researchers to communicate insights instead of information (or even worse: data). I've been at a number of events where this was discussed and I followed multiple discussions in market research groups like for example Next Generation Market Research (NGMR) on LinkedIn. Personally I added to this discussion by publishing a report called The Marketing Of Market Research - Successful Communication Builds Influence.
The general consensus is that market researchers should stay away from elaborating on the research methodology and presenting research results with many data heavy slides and graphics. Instead, they should act more like consultants: produce a presentation that reads like an executive summary (maximum 20 slides or so) and starts with the recommendations. The presentation should show the key insights gained from the project, cover how these results tie back to business objectives, include alternative scenarios and advice on possible next steps.
However, another consensus from the conversations is that not all market researchers are equally well equipped to deliver such a presentation, where they're asked to translate data into insights, come up with action items, and tell a story. Most participants in the discussions agreed with the statement that the majority of market researchers still feels most comfortable when they present research outcomes (aka numbers).
NetApp is an industry-leading provider of storage and data management solutions. It has a presence in more than 100 countries-- thousands of customers and a network of more than 2,200 partners-- and a culture of innovation, technology leadership, and customer success. The company was seeking to build higher brand awareness and deeper engagement with employees, customers, and partners and decided to deploy both customer and employee communities.
This week, Forrester released the 'new and improved' Social Technographics. Over two years ago we introduced Social Technographics, a way to analyze your market's social technology behavior. In these years we've seen that with the rapid pace of technology adoption, the rungs on the ladder have shown steady growth, with some (like Joiners) growing faster than others (like Creators). In these years we have helped clients understand the social media uptake of their customers with data for 13 countries, and for various segments and brands. But, in the past year we did feel we missed out on something: Twitter.
As you can see from the graphic, we added a new rung, "Conversationalists". Conversationalists reflects two changes. First, it includes people who update their social network status to converse (both in Facebook as twitter). And second, we include only people who update at least weekly, since anything less than this isn't much of a conversation.