Since this is my first post here, let me begin with an introduction: I’ve worked at JupiterResearch – now a division of Forrester – for four years in the Paris office - after having spent 6 years in the marketing division of a mobile operator. During that time my research has focused primarily on mobile consumer services: mobile Internet, mobile content, mobile media and marketing, mobile messaging. I joined Forrester via their acquisition of Jupiter in July 08, and I’m excited to join the Forrester Consumer Product and Strategy team.
Since this is prediction time, I'd like to highlight some of the key trends likely to happen in the mobile space in 2009:
1) Tough economic conditions will dominate the European consumer mobile landscape in 2009
MacWorld held two important announcements for collaboration professionals, especially those interested in multidevice future:
1. Lotus announced that Notes 8.5 is shipping on Macintoshes, specifically on the new Leopard version of OS X. And its open source office productivity suite, Symphony will be available in a few months. Why does this matter? It matters because Lotus has a clear, vigorous multidevice strategy for the tools that make information workers productive. See Ed Brill's post for the IBM point of view.
2. Cisco announced that WebEx Meeting Center is available on iPhones. In fact, you can download it today to your iPhone. While I haven't yet had the chance to put it through its paces, this announcement signals Cisco's commitment to supporting multiple devices. I expect them to continue to roll unified communications apps on mobile phones of every flavor.
Here are some details:
The native iPhone application is freely available at the Apple AppStore or at iTunes.
It doesn't cost any more to attend a meeting over an iPhone. (But the hoster does have to be running the most current version of the WebEx software.)
For our ongoing research on the effects of Agile technology company structure and operations, we need your help! If you have been part of a development team that has gone Agile, either wholly or partially, we're interested in your input. If you work directly with development teams that have gone Agile, we're also interested in what you have to say. We're not just interested in talking to developers, or development managers, but everyone--QA, Marketing, PM, and so on--who has been affected by a tech company's switch to Agile.
Terms and conditions: As always, we keep your responses confidential. The survey should take 15 to 30 minutes to complete. You'll get a copy of the results, once published.
If you're game, just drop me an e-mail (email@example.com). And, just to repeat, the domain of this survey is the technology industry, not the entire universe of Agile development (like, say, in corporate IT departments). And tell a friend, if you know someone who would be a good participant in this survey.
a) a black box of spending b) a large bureaucracy which my function tries to work with c) a collection of applications and projects d) the help desk, and the relationship manager I work with e) a set of business services supporting my department or function
Now, which of these is the most beneficial perspective — the one that leads to your firm getting the most bang for your technology spending?
The correct answer is e) a set of business services supporting my department or function.
Why? – because the others eliminate any useful dialogue between you (the IT organization) and business execs (your customers). By viewing IT as a set of business services, such as a ‘product engineering service’ or a ‘field sales support service’, IT spending is mapped to functions which business cares about. When the IT organization is aligned around these services, redundant applications, overlapping projects, and organizational silos are more easily exposed, and the business-IT discussion is re-focused on service levels, costs and capabilities.
The first report tackles the issues of cost. It turns out that most companies have no idea what their fully loaded email costs are (and most low-ball the estimates). But once you add in staffing costs; server and desktop software licenses; upgrades and support fees; archiving and filtering costs; mobile support; hardware, storage, and power costs; and financing costs, email's a big ticket item, as much as $36 per user per month for a 15,000 person company offering BlackBerry support.
Some findings from this cost analysis:
A mobile-less information worker can cost $25 per user per month or a whopping $300 per user per year. In a 10,000-person company doing message archiving, that's an annual budget line item of $3 million.
When you compare the fully loaded costs of on-premise email to the cloud-based alternatives, the cloud service wins for many worker segments in companies (or divisions) of 15,000 users or less.
Among other things, the Israeli military has started its own YouTube channel to distribute footage of precision airstrikes. And as I type, the Israeli consulate in New York is hosting a press conference on microblogging site Twitter.
Actually, Internet collaboration is hardly a new development in what some military theorists and practitioners call "fourth generation warfare," abbreviated 4GW. (Which is now upgraded, in conflicts like Somalia's civil war, to 5GW). Revolutionaries long ago embraced instant messaging, discussion forums, and streaming video. Micro-blogging, whether used by the insurgents or the counterinsurgents, is just another potential edge in the information war.
Here’s another follow-up post to our recent jam session on using a down economy as an enabler for sustained improvements in IT.
One of our calls took on the topic of protecting and promoting innovation -- a big, squishy topic to which a blog post alone can’t do justice. So let me touch on the highlights.
77% percent of our jam session attendees are actively cutting capital spending or planning to do so in the very near future. Not surprising. And 50% said that of the remaining budgets a smaller ratio will be allocated to new, innovative investments. Also not surprising.
Within our clients we see plenty of knee jerk cuts of anything with a “new” or “long-term” label attached. I say “knee jerk” because quick use of the scalpel is a just another of those involuntary responses that we’ve grown accustomed to in IT. But this isn’t necessarily a bad thing; in some cases, that long-term wish list is exactly what should be cut.