George Colony nailed it when he wrote “the iPad signals the future of software”. So where do smart-device app’s go from here? Basically, any application that focuses on saving people time is likely to be a winner but the biggest game changer will come when consumers start to benefit from customized services that save time and money while increasing brand loyalty. For example, here’s a glimpse into how we might see applications for our phones and tablets evolve to make food shopping and preparing meals at home easier…
Let’s imagine the future of a typical suburban home. In our future world we’ll follow Mr. and Mrs. Smith, working parents with little time to spare.
In my many years as an analyst, I've learned to listen to those faint, intuitive thoughts that pop into my head about new technologies. They may not be rational, and they may not be entirely analytical, but they are often right. You might call it "gut" -- and in my dual jobs of CEO and analyst, it's been quite useful...
Yes, the iPad signals the future of software, but one simple question is nagging at me:
It won't go in your media room at home -- you've already got a big screen in that room.
It's not going to go on your desktop at work -- you've got a company computer there.
It's not going to live in your office at home -- that's where your home computer lives.
Will it go in your backpack? I carry my Kindle and my laptop in mine. So will I pull out the Kindle (10 ounces) and replace it with an iPad (24 ounces)? No -- I'm not adding another pound for my aching back to carry around...
Kitchen? Not a place where you'd watch a movie. Bedroom? Yes, you'd read a book there, but you'd rarely check stock quotes or search for coffee shops.
How do you know if your BI application has high, low or no ROI? How do you know that what the business users requested last month and you spent countless of hours and sleepless nights working on is actually being used? How do you know if your BI applications are efficient and effective? I don't have all the answers, but here's what I recommend.
Start with collecting basic data about your BI environment. The data model (hint, it's a classical multidimensional model exercise) should have the following components:
Requests (these should be available from your help desk and project/portfolio management applications), such as
Throughout, as various members of the press have mused about the death of Amazon's Kindle, I feel compelled to point out that, contrary to popular belief, Amazon is in a better position now than it was before the iPad. That's right, if Amazon comes out swinging, Round 2 will go to Amazon. Here’s why:
I just returned from Cisco Networkers 2010 in Bahrain, and wanted to put a few thoughts to paper (or the electronic equivalent). First of all, thank you Cisco. What a fantastic event for all involved!
The event was held at the Bahrain International Circuit (BIC), and boasted attendance of over 3,000 delegates from Bahrain and more than 60 other countries. Not only was the event an opportunity for technical training for the attendees but it was also an opportunity for local Cisco partners to present their products and solutions. Both are consistent with Cisco’s emerging markets strategy of country transformation – to create an environment conducive to expanding opportunity in emerging markets rather than merely exploiting existing opportunity. Cisco works with governments and other non-governmental organizations in certain emerging markets to help develop the ICT infrastructure and local technical skills in order to build the market, and further enable economic development of the country. Holding Networkers 2010 in Bahrain demonstrated Cisco’s commitment to their country transformation strategy.
On March 30, 2010, Yale University placed a migration to Google Apps for its email services on hold over privacy and security concerns, especially regarding a lack of transparency about in what country its data would be stored in.
Michael Fisher, a computer science professor involved in the decision, said that “People were mainly interested in technical questions like the mechanics of moving, wondering ‘Could we do it?’ ,but nobody asked the question of ‘Should we do it?’” and went on to say that the migration would “also makes the data subject to the vagaries of foreign laws and governments, and “that Google was not willing to provide ITS with a list of countries to which the University’s data could be sent, but only a list of about 15 countries to which the data would not be sent.”
This closely aligns with our January report, “As IaaS Cloud Adoption Goes Global, Tech Vendors Must Address Local Concerns” which examined security and privacy issues involved in moving data to the cloud, especially when it’s no longer clear what country your data will reside in. In this report, we offered that IaaS providers should give “guidance on where data is located and location guarantees if necessary. Rather than merely claiming that data is in the cloud, tech vendors must be prepared to identify the location of data and provide location guarantees (at a premium) if required.”
The iPad signals a fundamental change in software -- and you, as CEO, should know about it.
You're going to hear a lot of conflicting babble about what Apple's new device means. Most of the talk will be about iPad's impact on the media world...death of The New York Times, blah, blah, the future of movies and books, blah, blah, will Verizon offer their network, blah, blah. You may be tempted to tune it all out.
Don't. Because the iPad has meaning for you and your business.
Your company runs on software. Whether it's the word processor you use to write memos, or your factory's supply chain software, or your customer Web site, your company wouldn't last for 17 minutes without the stuff.
iPad signals the future of software. There are two old software models. The first is where the software runs on your laptop -- this is the Microsoft model embodied by Office. The second is the software as a service/cloud model with the software running on a server somewhere out on the Internet -- this is the Google and Salesforce.com model. I'm simplifying, but in the former, the software runs on a local device. In the latter, the software sits out on the network.
iPad (and the iPhone before it) elegantly combines the two models. Software on a powerful device seamlessly (that's the key word) cooperates with services available out on the network.
My colleague, Mike Cansfield, just posted a blog on the new “scramble for Africa” among telecommunications companies. Bharti Airtel, an Indian company, just finalized a deal to take over most of the African assets of Zain, a Kuwaiti company. As Mike mentions, Bharti has been dogged in its efforts to enter the African market with two previous attempts to forge a deal with South Africa’s MTN Group.
Bharti sees significant opportunity on the continent where just 36% of the population owns a mobile phone – yet many more use mobile phone services through resellers who offer use of a phone by the minute in the local markets. Originally part of the informal sector, MTN has actually launched a program to legitimize the sale of on-demand phone services through its Y’ello Zone Payphone initiative. MTN originally pledged to install 7,500 community pay phones across the countries in underserved areas. To date, over 11,000 have been installed. As part of the program, MTN offers entrepreneurs an opportunity to operate these Payphone kiosks, and provides the skills training to run a successful phone shop. The program contributes to job creation, especially among women and youth, with more than 3,800 retailers already benefitting. But, I digress . . .
Online banking has shown a fair amount of growth over the years in Europe. Forrester's Technographics® data shows that more than 50% of European Net users bank online today, up from about 35% in 2002. Northern Europe leads in the adoption of online banking, with 90% of Dutch and 87% of Swedish online consumers having used it in the past three months.
Interestingly, the countries that close the list with regards to online banking are actually leading the uptake of mobile banking in Europe. In Spain and Italy, about one in five mobile phone owners uses some kind of mobile banking — for example, to check their account balance, transfer money, or pay bills using text messaging (SMS) or the mobile Internet.
At the Forrester Marketing Forum this year (I hope to see you there), I am giving a talk on "The Social CEO." I'll be analysing the state of the art (what pioneering CEOs are doing), assessing which social technologies should and should not be used by business leaders, and summarizing what CEOs and their companies can expect to gain from social.
But all of this may be getting ahead of a fundamental question: Should CEOs be social? Or should they stay behind the scenes and let their CMO take the lead? If the CEO is not social, will the company suffer?
I'd love to get your thoughts. Even better would be any stories you may have about a CEO that uses social to drive the goals of his or her company. If they're unique, I'll use your quote in my speech at the Forum and give you a well-deserved shout out...