If you're the typical CEO, you are carrying a BlackBerry. But not for long. Once the iPhone is able, in a corporate setting, to replicate all aspects of Outlook (email, calendar, notes, and tasks) with high security, the iPhone floodgates will open and you will have a new device. Here's why:
1) User interface. Despite the annoyance of the glass keyboard, the iPhone interface is faster, more intuitive, more flexible, and more versatile. You can do more, with more content, less instruction, and faster speed.
2) Applications. iPhone has a massive head start in the battle for applications. It's possible that your company already has an iPhone application in the market -- servicing your customers. Don't you wish you could see it? And there may already be applications available that will make your job easier -- I predict that corporate dashboards for CEOs will be a small but influential segment of the iPhone apps portfolio. In some markets, it's changing how customers connect to companies -- here's an example around mobile banking. The application revolution has begun -- and it's not on BlackBerry.
3) iPhone will soon be available from more cell services providers -- starting first in Europe. Once the device breaks out of its AT&T cage, the multiplier effect will kick in -- and the flood waters will rise fast.
The IT mega vendor acquires the predictive analytics specialist SPSS
On July 28th IBM announced the plan to acquire SPSS, a leading provider of predictive analytics solutions. The acquisition, which is subject to shareholder and regulatory approval, is expected to close later this year and will position IBM as a leading vendor of Business Intelligence in the market.
Is regulatory oversight more or less invasive than oral surgery? Sure, both are necessary sometimes. But however you feel about the current level of corporate scrutiny, it’s clearly increasing, and that means the jobs of corporate governance, risk management, and compliance professionals are going to get even tougher.
The last month has seen some dramatic news related to corporate disclosure, most notably a bill approved by the House Financial Services committee that would require public companies to explain executive and employee compensation packages, and to write rules that would prohibit any compensation that could have a substantial, negative effect on financial markets. Lawmakers expect that this bill, if approved, will be rolled up with other legislation.
Julie is currently employed by Forrester Research where she is a Vice President and Principal Analyst. Her area of expertise lies primarily in telecommunications and consumer mobility more specifically. She is leveraging this expertise along with her experience in management consulting and engineering to guide clients in the development, evaluation and execution of their mobile strategies. As cell phones evolve into the most ubiquitous device owned and used by consumers, consumer product and services companies will find engaging with their customers on these devices increasingly important. Julie's research and analysis have been widely cited in publications including the Wall Street Journal, The New York Times, USA Today, BusinessWeek, RCR Wireless, The Onion and on PBS, NBC, and CBS.
Julie joined Forrester in July 2008 when they acquired JupiterResearch. Julie's experience in the telecommunications industry dates back 20 years with her first internship as a microwave circuit engineering intern at COMSAT Laboratories. She has since split her time as an engineer, management consultant, and analyst between Germany and the United States. Prior to joining JupiterResearch, Julie worked as a management consultant at Booz Allen & Hamilton where she worked with both automotive and telecommunications clients to drive product portfolio investment decisions, sourcing strategies, and broader strategic and business plan development. She also worked in business development for a wireless startup in San Francisco.
Julie holds a B.S.E.E. and a master of science in electrical engineering and computer science from the Massachusetts Institute of Technology (MIT). She also holds an M.B.A. from the University of Michigan.
Hardly a week goes by without a press article or conference reporting how ubiquitous mobile payment services and their adoption are in Japan. Forrester decided to put some figures on the so-called Japanese mass-market reality and to understand why Japan is the declared leader in mobile contactless payment services. What lessons can others learn from the Japanese market and to what extent do they apply to Europe?
There are several reasons why Japan is ahead of the curve among which the role of Felica Networks in the value chain and the scale merchants could benefit from (Sony and DoCoMo invested several dozens of million euros to make sure that retailers and points of sale had the technology to read the chipsets embedded in mobile devices), the loosening of Japan's financial regulations (making it possible for non-banks to become financial services players), operators' role in paving the way for mass market adoption of mobile Internet and higher usage of mobile services (fostering the natural expansion of mobile payments).
Despite this, reality is that the mobile contactless market in Japan is only reaching critical mass, not mass-market adoption. In Europe, conditions differ quite a lot and even if Near-Field Technology is likely to play a key role in the future, the technology is only entering the pre-commercial era.
Whoever says that Business Intelligence (BI) market is commoditizing is smoking something funny. From where we sit, it remains active, vibrant and full of opportunities both on the buyer and the seller side. On the buyer side the market is far from mature with multiple architecture, implementation, governance and organizational challenges. On the seller side we track over 20 “next generation” BI features that vendors are just beginning to address.
Process mashups combine presentation data and processes into a single application for business users. Process mashups are meant to empower the business by making use of the data that is already available within the business. In this podcast Clay speaks about how companies are using process mashups and the emerging trends within the space.
Storage-as-a-Service is relatively new. Today the main value proposition is as a cloud target for on-premise deployments of backup and archiving software. If you have a need to retain data for extended periods of time (1 year plus in most cases) tape is still the more cost effective option given it's low capital acquisition cost and removability. If you have long term data retention needs and you want to eliminate tape, that's where a cloud storage target comes in. Electronically vault that data to a storage-as-service provider who can store that data at cents per GB. You just can't beat the economies of scale these providers are able to achieve.
If you're a small business and you don't have the staff to implement and manage a backup solution or if you're an enterprise and you're looking for a PC backup or a remote office backup solution, I think it's worthwhile to compare the three year total cost of ownership of an on-premise solution versus backup-as-a-service.
Question: The output of the maturity assessment would be transformation plans. A hot spot we are finding is making sure all transformation plans move in the same direction. Any best practices to ensure everyone pulls in the same direction?