About ten years ago, when Forrester was writing some of our early research on effective Web design, we noticed a pattern among leading companies. They told us they were finding it very helpful to use design personas - models of customers based on qualitative research into real customers, but presented as vivid stories about individuals (not segment descriptions). These tools enabled them to stay focused on the needs of their most important customers when designing online experiences.
Since then, design personas have become fairly mainstream design tools in North American companies, and increasingly common in Europe and Japan - not only for Web design, but across all channels. However, the quality of personas varies enormously from company to company. For example, I'm evaluating personas from UK interactive agencies at the moment and although some are clearly well researched, engaging, helpful to designers and believable, others seem to be mere stereotypes.
It had to happen eventually. The success of iPhone (now used by 14% of US, UK, and Canadian smartphone-using information workers) is driven signficantly by "there's an app for that." So that while a huge congratulations! is in order, getting to 100,000 applications available was just a matter of time. Mostly consumer apps, of course, but a growing number of business applications, including Cisco WebEx, Oracle Business Indicators, Roambi's Visualizer data dashboard toolkit, and Salesforce Mobile.
But what IT professionals need, particularly those focused on making information workers productive with smartphones, is much better support for managing custom and prepackaged business applications. (That along with a bunch of things like more robust security, easier device management, stronger encryption, more policy-based control over the device, things that RIM does but the largely Microsoft-controlled ActiveSync solution doesn't. But more on that another time).
Focusing here on applications, it's time for us all to insist that Apple make it easy for IT professionals to:
Support wireless application downloads.The current iTunes or iPhone Desktop Configurator solution just doesn't cut it for businesses. They need over-the-air download and update capability.
Push application updates. How else can IT feel confident that a business application will work?
Configure applications remotely. How else can in-field changes be supported?
Some recent events make me hopeful that major moves are afoot with enhancing panel quality.
Since the beginning of online surveys, there have been questions about how clean the online panels that enable them are. Questions abounded about representativeness, fraud, professional survey takers, inattentive survey takers and the like. The response from panel vendors has been that they have strong measures in place, and that the problems were overstated. Naysayers have claimed bad sample numbers that range from 20-30%. Buyer's of sample were largely in a "trust me" position, since most of the quality measures were in the hands of the panel vendor. Associations (such as ESOMAR and ARF), have come up with protocols that all good panels should follow, and many have.
One of my favorite Forrester survey statistics to quote about SOA is the proportion of service-oriented architecture (SOA) users that see how important SOA can be for changing their business. In our Enterprise And SMB Software Survey, North America And Europe, Q4 2008 (taken after the start of the current economic crisis), 38% of Global 2000 SOA adopters said they are using SOA for strategic business transformation. This is a very high level of business impact — and far more value than was ever credited to object-oriented or component-based development. Why is this important to note? Many think of SOA first as a technology for reuse, like objects and components, and miss the reality that SOA is much more about business design and flexibility. By missing the business perspective on SOA, they miss the fact that SOA is the foundation for a much broader shift in application architecture and its relationship to the design, monitoring, and optimization of business processes.
Have you ever wondered what CEO's really want? Ever pondered on what you'd find in the CEO's head if you could take off the top of his or her skull and peer inside? Here's a short story and simple answers to those questions.
I have spent many years helping technologists in large companies communicate with executive management. Chief Information Officers often speak a different language than the CEO and commonly see the world through a different lens. As a way of signaling to the CEO that a new era of business-focused technology has arrived I have been advocating that the CIO change the term Information Technology (IT) to Business Technology (BT). It's a not-too-subtle way for the CIO to say, "Hey, I'm no longer the insular geek you've come to know and love through the years -- my team and I are about making money, not just tech."
Last week I co-hosted a session at Forrester's Consumer Forum on innovative research. John Kearon, CEO of Brainjuicer, lead a discussion with panel members Sion Agami from Procter and Gamble, Jan Angel from Altria and Bob Pankauskas from Allstate.
These three market researchers shared how introducing innovations to the research mix lead to additional insights and increased commitment from senior management. But it's not always easy. Some best practices they've shared with the audience:
Social networking, watching user-created video, and listening to user-created audio online are at the top of social media activities that youth engage in at least monthly. Data from our Technographics online US Youth survey shows that boys and girls use social media in different ways.
Girls favor communication activities, such as posting comments on other people’s profiles, commenting on blogs, and contributing to online discussion groups and they are also more active at maintaining their own blogs and Web pages.
Architecture teams often spend a significant amount of their time working with or consulting for IT project teams. This is a recognized best practice for ensuring that project teams execute in line with the architecture and for demonstrating that the architecture team provides tangible value, but it is also a double-edged sword. The downside is when IT management perceives that the EA team's primary value is in tactical problem solving.