I've spent the last year living and working in Vancouver, Canada -- speaking with many Canadian interactive marketers and agencies, and collecting survey data on Canadian consumers -- so I'm pleased to say that yesterday we released a new report, Canadian Social Technographics Revealed, and added our latest Canadian data to our free Social Technographics Profile Tool.
It provides a well-written, step-by-step guide to risk management processes that can be applied to whole organizations, or any part thereof. So far, it has received well-deserved praise for its surprising brevity and consolidated value. These are especially important characteristics for a document with as lofty a goal as standardizing what it calls “an integral part of all organizational processes.”
But if we expect the availability of ISO 31000 to have any sort of revolutionary or game-changing impact in the immediate future, we’re getting way ahead of ourselves.
Vast numbers of people are congregating online to discuss a vast variety of issues, ranging from their social lives to what is the best server to buy for their business. It is so vast, that it is troublesome getting a handle on it. Surely, any specific online community has lots of systematic biases, so it can't be treated as projectable to anything but that community, right? Of course, the same can be said of any qualitative research. Some of the approaches and techniques that are of interest to market researchers include:
Maybe it’s because it’s planning season. Maybe it’s because they’re just tired of focusing on cost-cutting and incremental improvements. Or maybe the IT to Business Technology (BT) shift – where the boundary between IT and the business is blurred as businesses become ever more technology dependent and technologically savvy – is becoming a reality and pushing CIOs to stay even further ahead of their business counterparts.
In September-October Forrester conducted its State of Enterprise Architecture survey – a broad look at EA in the context of the IT & business organization. We asked respondents questions ranging from where does the architecture function report, to the state of completeness of various architecture domains, the key technologies firms will be making significant architecture decisions about, and the degree of support for EA by various constituencies ranging from application developers to corporate business management. An upcoming series of reports from Forrester will discuss the survey results.
Last week, I conducted a webinar for the survey respondents – highlighting the results and discussing ‘what it means’. Webinar participants were very engaged in the discussion of the results – and with the broader question of the relationship and impact of EA to the larger business organization it is part of.
Two figures that really stood out and generated discussion:
We asked survey respondents – who were primarily architects in large enterprises – to identify the drivers for the EA program – essentially the mission and charter for the architecture organization.
This podcast covers how to deliver the impact and bang of process improvement without the traditional bloat usually associated with process improvement. Clay covers his framework for aligning an organization's BPM approach and strategic intent in order to improve business processes and maximize profits.
We’ve been talking about mobile for 13 years, but it’s finally found its true promise in 2009. Here’s why. (Links refer to Forrester reports, which may be read by clients; non-clients can still access the Executive Summaries).
1. Devices and Networks are up to speed in an unprecedented way.
Most US/EU consumers have the ability today to engage in mobile data activities because of:
· Smarter phones - “The Smartphone is dead,” because most handsets in EU/US have smart characteristics like cameras, music, and video. (See The Smartphone Is Dead).
· Faster Networks – High-speed 3G wireless capability is growing rapidly: In the US, from 32% in 2008 to 46% in 2009 and 57% in 2010. Including 2.5G, 98% of phones in 2009 and 99% in 2010 have data capabilities. (See US Mobile Forecast 2009-2014).
I talk with many IT professionals that are dismayed at how little backup and recovery has changed in the last ten years. Most IT organizations still run traditional weekly fulls and daily incremental backups, they still struggle to meet backup windows and to improve recovery capabilities, to improve backup and restore success rates and to keep up with data growth. Sure there have been some improvements — the shift to disk as the primary target for backup did improve backup and recovery performance, but it hasn't fundamentally changed backup operations or addressed the most basic backup challenges. Why hasn't disk dragged backup out of the dark ages? Well, disk alone can't address some of the underlying causes. Unfortunately, many IT organizations:
Over the last few weeks, several Forrester IT sourcing clients have asked us to review and comment on special proposals from SAP that offer an attractive discount and contractual flexibility in return for a large, irrevocable, multi-year commitment. It appears that several SAP sales teams are trying to achieve their annual targets by enticing customers to place firm purchase orders (PO's) now for products and users that they won't need until 2011 or later. This could be a great opportunity for buyers to take advantage of SAP's tough year and get an exceptional deal on software they were going to buy anyway. However, there are risks from over-committing ahead of your roll-out plans, as I explained a couple of years ago in my report, Avoid The Hidden Costs Of Shelfware, which is still as valid today as it was when I wrote it.
The most obvious risk is that delays in the implementation process will mean the licenses you're forced to buy in years 2 and 3 will sit on the shelf for a while until you are ready to deploy them. Worse, you'll be paying maintenance on that shelfware, which could soon cost you more than the extra discount you got on the initial deal.