I recently returned from an amazing vacation in the Galápago Islands where the impact of evolution is evident all around you. It was in the amazing Galápagos where Charles Darwin developed his theory of evolution by means of natural selection. And it might surprise you to learn that a tiny bird called the Galápagos (or more commonly Darwin's) finch played a critical role in the formation of Darwin's theories. The diversity of the various finch species and how they evolved from a common ancestor to adapt to the different food types on each Galápagos island fascinated Darwin. Although these birds act and look pretty much alike (e.g., size, plumage, behavior), there are actually 14 species with a distinctive size and shape of their beak. Some are long and narrow to get at available food in deep cracks of volcanic rock, and some are wide and short to scoop up the moss on the flat rocks by the shoreline, along with everything in between. These birds were only able to survive the harsh and unique conditions on the Galápagos by evolving to their available food supply.
Open source big data technologies like Hadoop have done much to begin the transformation of analytics. We're moving from expensive and specialist analytics teams towards an environment in which processes, workflows, and decision-making throughout an organisation can - in theory at least - become usefully data-driven. Established providers of analytics, BI and data warehouse technologies liberally sprinkle Hadoop, Spark and other cool project names throughout their products, delivering real advantages and real cost-savings, as well as grabbing some of the Hadoop glow for themselves. Startups, often closely associated with shepherding one of the newer open source projects, also compete for mindshare and custom.
And the opportunity is big. Hortonworks, for example, has described the global big data market as a $50 billion opportunity. But that pales into insignificance next to what Hortonworks (again) describes as a $1.7 trillion opportunity. Other companies and analysts have their own numbers, which do differ, but the step-change is clear and significant. Hadoop, and the vendors gravitating to that community, mostly address 'data at rest'; data that has already been collected from some process or interaction or query. The bigger opportunity relates to 'data in motion,' and to the internet of things that will be responsible for generating so much of this.
The most digitally aware managers are realizing that cultural and organizational transformation will dominate their agenda for years to come. Emerging business models will not function based on old organizational structures, traditional innovation approaches, and outdated management techniques.
In the late 1990s, many traditional businesses mentally leapfrogged by adding a “dotcom” to their name. Those old enough to remember those days, know that many businesses failed miserably in their efforts and still have not fully adjusted to IP realities.
Today we see a similar trend, with every business claiming to be a "digital" business. To me, this is a clear sign that we have crossed the zenith of digital hype. This period is a risky one. Just as the once mighty telcos were blown out of the water by the much more agile and flexible social media and big data players in the 2000s, I believe a majority of traditional businesses will succumb to the forces of successful digital businesses. Declarations of digital intentions, the creation of chief digital officers, or the allocation of digital budgets alone will not translate into digital success.
Most grand digital visions and strategic ambitions that have become the staple diet of corporate presentations mostly fall short of concrete plans for management innovation. It is not conceivable how traditional management techniques can deliver on promises of ongoing and inside-out-driven innovation as well as responding instantaneously to fast-changing customer demand. The creation of a work environment that stimulates employees’ self-initiative and creativity as well as passion for one's work must be the central building block for an agile, flexible, and experimental digital business.
Sports teams have always brought people together as much as divided them — and in today’s age, technology amplifies the drama of fandom. Personal devices play a critical role in how people come together around sports, when fans watch the action unfold, and how they discuss the results.
For example, Forrester’s latest Consumer Technographics® survey data reveals that consumers worldwide have recently accessed sports applications on their mobile phones and tablets:
Our previous research shows that consumers often prefer tablets for longer, more engaging, media-rich experiences — and in fact, Forrester’s mobile behavioral data indicates that consumers spend more time on sports apps when using their tablet rather than their mobile phone. However, technology doesn’t only enable sports enthusiasts to get into the game — oftentimes, it also allows more casual fans to multitask.
Paris will be the capital of technology innovation and startups for the next three days with more than 5,000 startups, 400 speakers, 30,000 attendees, and 100 top VCs attending Viva Technology Paris.
CEOs and CMOs of the largest French companies will attend and speak as well as Eric Schmidt from Alphabet/Google, John Chambers from Cisco, David Marcus and Sheryl Sandberg from Facebook, Tim Armstrong from AOL, Robin Li from Baidu, Yuanqing Yang from Lenovo, and many others.
Vendors will demonstrate lots of innovation, including Sony Playstation’s Virtual Reality, Tilt Brush and Jacquard by Google, and Facebook’s pop-up, not to mention numerous talks and roundtables on AR, VR, drones, robots, 3D printing, wearable tech, machine learning, and connected cities and homes.
This is the second year that Forrester has evaluated the mobile banking services in China, and we’ve just published the results in our 2016 China Mobile Banking Functionality Benchmark report. Compared with last year, we found that incumbent banks are close on the heels of top performer Alipay. Mobile banking teams can use these findings to benchmark their own mobile banking capabilities and identify areas for improvement.
To help mobile banking teams benchmark their mobile banking capabilities, identify critical mobile features, and plan for the future, we used our updated Mobile Banking Functionality Benchmark methodology to evaluate the mobile banking services of six of the largest retail banks in China, including five traditional banks — Agricultural Bank of China (ABC), Bank of China (BOC), China Construction Bank (CCB), China Merchants Bank (CMB), and Industrial and Commercial Bank of China (ICBC) — and one nontraditional bank: Alipay.
The Chinese mobile banking services we reviewed achieved an average score of 59 out of 100, an improvement over last year's 55. Leading traditional banks like CMB and ICBC have made many improvements over the past year and narrowed the gap with leader Alipay. Overall, we found that:
Some CIOs and enterprise architecture (EA) pros believe that business process management (BPM) is on the opposite side of agility — but they don’t realize that BPM technology itself is also evolving. Agility-oriented BPM platforms are the foundation of a digital business. I’ve recently published a report that discusses the four key areas that EA pros must focus on to accelerate digital transformation with BPM. Some of the key takeaways:
Modern BPM is critical for digital business. Process agility is critical to giving businesses the agility that powers digital business. BPM adoption is gaining momentum in China; EA pros must drive the use of modernized BPM platforms and methods to accelerate digital transformation. 49% of budget decision-makers in China from both the technology and business sides will increase their spending on enterprise process applications, which is higher than their global peers.
An outside-in approach is key to digital transformation. EA pros must understand key BPM platform capabilities and unique local demands. For the Chinese market, this means data-intensive user interfaces with integration and security needs, complex organizational hierarchies and ad hoc decision-making approval processes, and a unique social environment for cross-region collaboration. EA pros should then use these requirements to align the architecture for agility-oriented process platforms. Forrester has introduced a reference architecture for agility-oriented process platforms that consists of four layers: enablement, foundation, engagement, and management.
Given Symantec's recent acquisiton of BlueCoat (and with it BlueCoat's earlier acquired Elastica and Perspecsys cloud security gateway (CSG) assets), and IBM's organic buildout of its Cloud Security Enforcer CSG solution it comes hardly as a surprise that Cisco today announced its intent to acquire CloudLock for US$293M (in Forrester's estimation this purchase price represents at least 10-15x of CloudLock's current revenues). Considering that CloudLock's DNA and pedigree is mainly in cloud data governance and data leak prevention using API based connectivity to SaaS (and lately IaaS) apps without an own gateway solution, Forrester expects that Cisco will do the following with CloudLock:
1) Integrate CloudLock's CSG offering with its own Ironport Secure Web Gateway (SWG) offering for interception of on-prem to cloud traffic,
2) invest in improving machine learning and behavioral analytics (already there in CloudLock's CSG solution),
3) improve data protection and cloud encryption in the solution,
4) use its distribution channels to penetrate the lucrative and fast-growing (Forrester's estimate: 20%-25% y/y global growth) CSG market,
5) start an acquisition of wave in which other large SWG vendors will follow suit and acquire smaller CSG vendors.
This a guest post by Meredith Cain, a Research Associate on the Application Development & Delivery (AD&D) team.
Let’s take trip back to 1989. One of the big movies of that year was “Back to the Future: Part II.” One of the great things about that movie was its view of the future—or, because so much time has passed since the film was released, its view of what our present should be like. In the film, Marty McFly and Doc Brown time traveled to October 21, 2015 and had the opportunity to observe potential technologies and experiences of the future. What they saw seems both supremely silly and surprisingly prescient: video conferencing, holograms, augmented reality (AR) and virtual reality (VR). Sure, we don’t all use AR and VR every day, but it is becoming clearer that we soon will.
In Forrester’s new report “Plan Now For Customer Service in 2021,” we assess and evaluate five developing customer service technologies according to their potential impact on the customer service experience in the year 2021. Rather than time traveling, we evaluated the technologies based on their newness, business complexity, and technological complexity so AD&D pros can adequately plan for the necessary amount of time to develop these five technologies and build the appropriate business cases for budgeting.
Mobile is changing travelers’ behaviors and expectations worldwide, making mobile moments the next battleground for airlines. My Brief: Airlines Must Embrace Mobile Moments To Differentiate tells B2C marketing professionals managing airline brands how to better address airline travelers in their most relevant mobile moments.
Nobody is more mobile than an airline traveler — from buying a ticket to managing the in-transit and on-board experience to sharing that experience, mobile is an active touchpoint throughout the entire customer life cycle. Have airlines mastered all of these mobile moments? The answer is often “No” — there are still mobile moments that key airlines seldom cover (see figure).
Most airlines focus on mastering mobile moments at the buy and use stages. Smart airlines strive to provide convenient, time-saving measures that are better than those of online travel agencies (OTAs) and other airlines, such as “upgrade at the boarding gate” feature in its mobile app.
Some airlines serve mobile customers well at the discover and ask stages. Smart airlines help prospects and customers discover promotions beyond air tickets and travel packages, such as cross-border shopping, through multiple mobile channels.
Few airlines master mobile moments at the explore and engage stages. Compared with OTAs, airlines put forth far less effort creating mobile moments at the explore stage, whereas product comparisons and customer reviews are common features for OTAs.