When designing application infrastructure strategy, planning for the renewal of their application landscape, or assessing their overall strategic position, banks and other types of firms in financial services typically like to know the answer to the question: “What are the others doing?” In the past, surveys similar to our newest financial services survey helped application delivery professionals as well as enterprise architects assess their position, for example, regarding application infrastructure strategy as well as broader application renewal initiatives and position their individual initiative in the regional or global IT and business environment.
Most of the news this morning at WWDC was around iPhone 4 and iOS 4. Will leave the new device and platform play to my colleague Charles Golvin. I can't wait to get one of the new phones . . . very slick as it looks like a mini iPad in a modified format.
iAd . . . $60M committed for the second half of 2010. Initial advertisers include: AT&T, Best Buy, Campbell Soup Company, Chanel, Citi, DirecTV, GEICO, GE, JCPenney, Liberty Mutual Group, Nissan, Sears, State Farm, Target, Turner Broadcasting System, Unilever, and The Walt Disney Studios.
Pretty impressive. How do they get to $60M? Rumor is that the minimum buy-in is $1M, but it goes up from there. They claim to have 50% of mobile ad market share according to a J.P. Morgan study. I think it is a bold claim unless this is purely the media spend and doesn't include creative. Our number is comparable -- but without creative. Advertisers can count on the buzz surrounding iAd's launch on July 1. That alone may justify the initial buy. These initial advertisers are a smart bunch. A few million dollars isn't much to any one of them, but these are sizeable buys for mobile.
I think there are a lot of interesting questions to be answered. Many will be "wait and see," but here's my wishlist:
- What do I get for $1M+ in mobile advertising? Am I buying creative, development, ads, and analytics?
- How much targeting do I get?
- Is it performance-based? Or CPMs?
- What will work well on the i OS4 devices? Branding? Or, will the ads leverage context -- the context of how, where, and when I use these devices? Will the ads drive me to online purchases or into a nearby store to make a purchase?
- How much control do I get over where my ads are placed?
Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.
In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.
Next week, vendors from across the social computing landscape will converge on Boston for TechWeb’s Enterprise 2.0, a business Web 2.0 conference and trade show. In advance of this event – which I will be attending – I thought I’d discuss a topic that has started to emerge in my research of social software: the proliferation of social components in business applications. More specifically, I want to address a question a client recently raised: is having a social layer going to be necessary for businesses to adopt business applications going forward?
Over the last few years, we have seen software vendors position social tools as part of software suites such as collaboration platforms (e.g. SharePoint 2010, Lotus Connections), project management packages (e.g. ThoughtWorks Mingle), BPM tools (e.g. ARISalign) and CRM systems (e.g. Salesforce Chatter). This is the natural reaction to what seems to be heavy business interest in these technologies: 65% of firms deploy at least one Web 2.0 tool. However, the marketing and selling of these tools is predicated on two myths:
Myth #1: Information workers are clamoring for these social tools. I have sat in on many vendor briefings where a company representative tells me employees demand Facebook-like or Twitter-like tools to do their jobs. Not true. When we ask information workers about their use of social networks, wikis, discussion forums, blogs, and microblogs for work, only a small group actually uses them; social networking tools, the best-adopted technology, is used by only 12% of information workers. When we ask non-users their desire in using each of these tools, small portions express interest; the most sought-after technology, discussion forums, only piques the interest of 15% of information workers.
[Scroll down to view Forrester’s "The Evolution Of Green IT" video… don’t worry, it’s only ~6 minutes.]
As a quick recap, part one of this video series walked through how corporations and governments are using green strategies to achieve their financial and political ends. From there, I gave a handful of examples around how green IT is helping leading organizations — like Sprint, AT&T, and Tesco — save $20m, $12m, and achieve a 17% reduction in fuel consumption, respectively.
So what can you expect in part two? In ~6:00 minutes, part two of this video series will discuss green IT's quickly expanding scope and approach. What do I mean by this? In short, green IT's scope is evolving beyond the data center into distributed IT and broader business operations. Forrester calls this the green IT 1.0 ("green for IT") and 2.0 ("IT for green") transition. Likewise, the approach to green IT is expanding beyond procuring more energy efficient equipment to also include software, services, people, and process. And the savings from these new approaches are impressive:
In this podcast Claire covers the three most common types of relationships in workplace mentoring and goes on to discuss the benefits to the mentor, mentee, and organization. She cites two major companies that have succesfully implemented large scale mentoring technology implementations. Critical components for successful mentoring programs are discussed and the podcast is closed with takeways for establishing a mentoring program.
According to IBM’s CEO Sam Palmisano, “vision without execution is delusion.” That saying stuck in the minds of attendees at IBM’s SmarterCities event in Shanghai last week making it the de facto theme of the event. According to Palmisano, it’s time to move beyond ideas and put those ideas into practice.
I would argue, however, that when it comes to making “cities” smarter it’s not a question of “vision without execution.” IBM and others are executing, particularly in China and other emerging markets. IBM’s growth markets revenue was up 19% in 2009, up from 18% growth in 2008. China alone grew 14.7 % in 2010. In many markets, stimulus funding has spurred spending on “smart” initiatives.
Rather, it is still more a question of vision. The mantra of smarter cities resonates with many — it’s like motherhood and apple pie, or the equivalents across the globe (rice pudding? crème brûlée?). You can’t argue against it. But, can you show me a smarter city? “Smarter cities” is a catch-all phrase for any initiative undertaken by a government or even nongovernmental entity — the transport ministry or tax agency, the postal service, a hospital or university, or even an association of exporters. Don’t get me wrong; I love the idea. I’ve just been wrestling with a definition for some time now. Everything can be a “city” and within IBM’s sights.
Unfortunately, this week’s IT Forum is at the same time as the World Innovation Forum, which many of my professional colleagues are attending. But Forrester’s IT Forums still give me a much great opportunity to interact with people who are working on innovation initiatives, so I'm not complaining. I’m looking forward to reporting on my experience in Lisbon next week.
Here are a few of my observations from the Vegas event:
I know many of you already know my position on this, but I thought I'd get it out in the open and challenge all of you with a controversial discussion. In my definition – and believe it, I am fighting and defending it every day – analytics has always been, and will always be, part of BI. What many of the vendors and analysts describe as "the new age of analytics" I built at Citibank in the early '80s and then built in about 50+ enterprises in the '90s at PwC. I think the effort of trying to differentiate analytics from BI is a vendor-invented hype, since many BI vendors are running out of ways to differentiate themselves (and incorrectly so: see the next paragraph, and many other next-gen BI trends). I also disagree with the “old BI = bad”, “new analytics = good” premise that I see in many analysts' papers. You and I know that you can’t build analytics (OLAP, advanced analytics, etc.) without basic ETL, DW, MDM, etc. So nothing’s really changed as far as I am concerned: we are still fighting the same battles – silos, data quality, etc.