IBM threw a big event in New York City on Thursday, October 1, and Friday, October 2, to publicize its Smarter Cities initiative, part of its Smarter Planet marketing message. The event featured an impressive list of politicians (Mayor Bloomberg, NY Governor Patterson, governors from Vermont and North Carolina) and CEOs (CEOs from ABB, Verizon, American Electric Power, etc.). I was part of the crowd of hundreds of attendees and IBMers on Friday, and my colleague Doug Washburn attended on Thursday.
It would be easy to dismiss this as part of hype machinery that IBM is running to build awareness of and create customers for its Smarter Planet initiative and the emerging offerings that it is creating under that rubric. But I think there is more going on here. What IBM is really doing is creating a vision - or more precisely, half a dozen visions - of how a new generation of technology can help address some critical challenges facing the planet. Visions of course can easily become hype. But as several speakers noted, visions are also a necessary first step in any transformation process, building awareness of what can be different at the end that will inspire people to start the journey. And IBM to its credit put concrete examples behind the proposals.
Here is what IBM is doing right:
Focusing on key social and economic problems facing many countries around the world. Cities and national governments face challenges of providing healthcare more efficiently, improving the quality and delivery of education, managing greater and greater volumes of people travel and goods transportation, providing public safety and security in the face of increased threats of terrorism and persistence of crime, and encouraging energy conservation and alternative energies to counter global warming. These are the problems that IBM's Smarter Cities initiative focused on.
In many of my recent conversations with CIOs and IT infrastructure and ops professionals, I’m noticing an increasing interest in understanding how green IT will evolve.
Why do IT leaders want this vision? In the short-term, IT leaders want to ensure they’re not missing out any easy opportunities for savings they haven’t thought of yet. And over the long-term, IT leaders developing their green IT strategies want to strive for a broad scope of projects that reduce the environmental impacts — and of course costs — within and outside of IT.
2009 was the year we focused on virtualization and consolidation of IT infrastructure to drive down costs. Virtualization and consolidation will remain top initiatives in the second half of 2009 as IT organizations strive to save more by expanding virtualization and driving up the ratio of virtual machine to physical server. But what’s next? For one, virtualization is changing IT management, processes, and roles but most organizations have yet to adapt. Second, a lot of initiatives were put on hold in 2009 to focus on projects that had an immediate return on investment. As a result, many organizations put off infrastructure upgrades, postponed ITIL process adoption, and stepped back from process automation. But in order to achieve the next level of IT operational efficiency we’ll need to reprioritize these initiatives. And by doing so, we’ll be in a better position to selectively leverage web, cloud, and outsourcing services to eliminate some costs completely.
If you want to learn more about these topics, please join my complimentary Webinar, "Transforming IT Infrastructure And Operations in 2010" on July 16th at 11AM EST. You can register for the session by visiting: www.forrester.com/ioassessmentwebinar.
Today, Forrester takes the incubation tag off our sales enablement research agenda and is launching a new coverage area called “Technology Sales Enablement” targeted for sales and marketing professionals involved in improving the performance of the sales organization. When you put “sales” and “enablement” together, you get a lot of different points of view.
So, what’s Forrester's view on thissubject? What perspective do we have to offer?
I had the privilege of hosting the Green IT 2009 conference in London back in May and wanted to share a couple of observations about that terrific event. I often tell clients in the U.S. that I am taking "a trip to the future" when I go to Europe; in particular, UK public sector organizations are probably the most advanced anywhere in terms of green IT behaviors (or should I say behaviours?).
Two statements I heard from IT procurement people at the conference that should be on the radar screen for vendor strategists looking to anticipate the next wave of enterprises' green requirements, and for IT planners looking to get more aggressive about their company's green IT initiatives:
Requirements for longer-lifecycle IT equipment. Planned obsolence is going to become obsolete. Expect your customers to require longer warranty periods, modular/upgradeable designs, and lifecycle-based carbon footprint analysis from you and your gear. Companies are realizing that, as one conference attendee put it, "we puts lots of bodies in motion" when they order new equipment.
Increasing demand for green/renewable energy. No matter how efficient a data center is, it can't really be green unless it's powered by green energy.
I recently came accross this quote in the Financial Times from the former Vodafone CEO on November 19, 2007: "The simple fact that we have the customer and billing relationship is a hugely powerful thing that nobody can take away from us". Would you still agree with this operator statement written in golden letters at the forefront of any "smart pipe" operator strategy?
Since then, new entrants such as Google and Apple have shaken up the value chain. I have two examples in mind showcasing the tectonic shifts happening: 1) Apple imposing a direct billing relationship via iTunes/App store and 2) Google managing to create its own location data base (via cell ID or Skyhook's wireless technology) without relying on operators' network.
As early as in July 2007 (before the 3G iPhone version embedding a GPS chip), Google Maps on iPhone (the combo of Google's and Apple's strengths) started offering the "magic blue circle" experience. You could benefit from a compelling user experience like never before, with instant localization without any GPS chipset. Of course, the accuracy may not be good enough if you are looking for a pure turn-by-turn navigation, but honestly this is so simple and useful if as a pedestrian you're looking at the streets nearby.
Location is at the very heart of the mobile value proposition.
Forrester put out a report last week that showed that marketing budgets in large global companies are down 20% this year. Spending on TV, print, radio, magazines, and other branding and advertising is down a breathtaking 60%+. More contemporary channels like social computing and Web sites are seeing only modest cuts, with many companies reporting that they are actually increasing spending in those areas.
What should the CEO take away from this?
1) The report showed renewed focus on return on investment measures for marketing -- this is a healthy development that will help you post-recession. ROI analysis will eliminate, or at least minimize future marketing nonsense.
2) Social marketing is here to stay. It's time for you to understand it.
After Frank Gillett's initial opinion on ChromeOS, I'd like to point you to the ongoing discussion around Google's announcement.The discussion on twitter follows the #ChromeOS hash. Over the last days, you'll find my comments here. No question that ChromeOS is a strategic attack to Microsoft's Windows Desktop with its pre-shipped IE. Who will download IE, if you're not using Windows any more at all.
Really funny is for example this fake "Steve Jobs" blog post "Let's all take a deep breath and get some perspective"Read more
I was intrigued and excited to see Google announcement of their second operating system effort today, Google Chrome OS. I’ve been thinking about how client operating systems will evolve ever since I began struggling with having data spread across multiple PCs. I finally gathered together my thoughts on the future of client OS in the The Personal Cloud, published just two days ago.
My working title for this report was “Death of the PC OS” because I believe that the industry needs to rethink and expand the role of PC and device operating systems.
Some recent buzz in the industry would have you believe that “SOA is dead,” but that just isn’t the case — SOA is far from being dead, outdated, or irrelevant. In fact, its use and influence are still growing. A recent Forrester survey indicates that 75% of Global 2000 organizations will be using SOA by the end of 2009. 60% of current users are expanding their use of SOA, and a substantial number recognize SOA’s strategic business value and are using it on a sizable portion of their solution delivery products.
Stories of less-than-successful results may dent its reputation, particularly in today’s climate of pessimism and uncertainty, but when done right SOA has the potential for broad-reaching positive impact on the enterprise. Instead of getting caught in the hype or jumping ship on their SOA efforts, CIOs should keep in mind that: