Quickly: Give me your vote for the greatest American rock and roll band.
Content: A few years ago I went to an Aerosmith concert with two of my sons and some of my childhood friends. En-route, we argued about who was the greatest American rock and roll band.
There's rough consensus that the Brits dominate the overall list (The Who, Beatles, Stones, Zep, Cream, et. al.).But who would be at the top of the American list?
We had two rules: 1) You can't choose an individual, so that eliminates Dylan, Elvis, and arguably Jimi, and Bruce. 2) We tolerated a smattering of Canadians, so that keeps The Band and Crazy Horse in the running.
The theme for my speech at Forrester’s marketing forum on April 23-24 in Orlando this year is that the down economy is actually the *right* time to catalyze marketing change.Instead of hunkering down and trying just to maintain marketing status quo, my assertion is that marketers should actually take risks during the recession.
One of the major themes this year has involved how to tap
international markets without spending a fortune. While spending on
international initiatives continues to grow - some 60% of US online businesses with a global presence plan to increase web spending in 2009 vs. just 42%
of those with only a domestic footprint - there is a renewed focus on how and where this spending is being allocated (see our report on Global Website Spending). Retailers in particular have looked for ways to be innovative
in overseas markets while keeping budgets in check. A few examples of cost-conscious
initiatives that have come up recently in conversations:
Intel did more than just introduce a faster server processor today with the introduction of the Xeon 5500; it enabled a greater level of differentiation to its server and storage vendor partners that ultimately will result in a broader set of choices and better ones for enterprise infrastructure & operations professionals. While the performance improvements of the 5500 in themselves are impressive, there is just as much to like in the new memory and I/O architectures and power efficiency. The new memory architecture triples bandwidth over the 5400 and brings back DDR3 allowing up to 18 DIMMs per CPU. This lets customers reach much higher memory configurations at a lower cost. While you have to add memory three DIMMs at a time, 36 GBs per socket is now achievable with low cost 2GB DIMMs. This is a significant boon to server virtualization where memory is typically the first resource to be fully utilized. Cisco is taking this capacity even higher in its UCS blade servers.
Last week, Jeremiah Owyang, an analyst on the Interactive Marketing team that I manage, caught flak for comments that he made on his personal blog about the community vendor Mzinga. As you might expect, we both have been communicating with Mzinga's Chairman Barry Libert and other members of his team. At the same time, Jeremiah has been reflecting on the conversation begun by the post. So have I.
Warning - This may be the most trivial thing I've ever blogged. Stop reading now if you're looking for insights into customer experience, business strategy or anything of value really.
A few months back I started to use Twitter in earnest. (Before that, I only ever tweeted that I was updating Twitter, but some serious people started to follow my tweets and the joke wore thin).
I have to confess, I still don't know why I should Tweet. I do it because I feel a need to be involved with new media and it's there and it doesn't take up much time. However, I don't derive great pleasure from it and it hasn't altered the way I behave... at least, nothing like as much as Digg, Facebook, Delicious, iGoogle and other social media did. Things got easier when I started to use Tweetdeck instead of Twitter's web interface. Pretty soon I intend to download a solution to my mobile device, so that I can take snaps, post them to Twitpic or Flickr and I guess it would be easier still if I used some software to automate Tweets like Guy Kawasaki and other ueber-Twitterers seem to, but that doesn't feel right to me.
More experienced Twitterers, like my colleague Jeremiah, have spent time to work out how firms can use the medium to engage with customers and promote their brands.
I recently gave a speech in late February on the above subject at the 14th AIIM ATM Executive Summit Agenda and have another one at a Department of Energy Conference April 9th. Two main themes hit home to me for how ECM can make us more green. Reducing paper in the office and increasing adoption of customer-facing transaction documents or E-transactions top my list. I will blog on E-transactions and our woeful adoption rates later — as the two subjects are quite different. Reducing paper in the office is being helped and will be led by the red-hot Managed Print Services (MPS) area. MPS finally made the mainstream press the other day as The Wall Street Journal article below will attest: Xerox Tries to Go Beyond Copiers’
If your organization is like most, printers, fax machines, and scanners seem to multiply magically without human intervention. Although companies often don't count the cost, the amount of money spent servicing such equipment that is aging or underutilized is astounding as well as environmentally taxing. By eliminating redundant or dated equipment, installing multifunction peripherals (MFPs) to replace single-purpose devices, and implementing central management and accountability, we all can become heroes, and help push green IT forward.
Office devices, for example, are quiet energy gluttons. A copier, two printers, and a fax machine consume 1,400 kWh of energy each year. But one MFP that performs all the same functions uses only 700 kWh annually. Multiply these savings across all of your company devices — assuming you know what that number is — and this is the energy you are wasting each year. More efficient MFPs should be a part of the plan.
CIOs’ business-IT alignment efforts and enterprise architects’ attempts to focus their architecture on business needs have one thing in common: they assume that good planning information is available from “the business side.” The problem is, the business folks don’t tend to plan too far ahead. And, when they can tell us about their goals and objectives, they don’t usually describe them in sufficient detail to allow us to cook up specific IT initiatives to move them forward.