Business Intelligence / Analytics / Big Data Leader Job Description

Boris Evelson

Clients often ask Forrester to help them define a job description for a business intelligence (BI) / analytics / big data leader, executive, or manager. Here’s what we typically provide:

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Get Bullish On Software: Three Data Points From Our Business And Software Decision-Maker Surveys

Kyle McNabb

I’m bullish on software — specifically design and engineering — and I’m starting to see that many of today’s business leaders share that opinion as they come to terms with digital disruption and the age of the customer’s impact on their competitive strategies. I hear this often as I travel to meet with both business and IT leaders, and I increasingly see it in the survey data we annually collect. What do I see in our most recent Forrsights Business Decision-Makers Survey, Q4 2012 and Forrsights Software Survey, Q4 2012 results? Software, from design through development, matters:

  • Business leaders have revenue growth first and foremost on their minds. On average, 70% of these business leaders place a high or critical priority on revenue growthcustomer acquisition and retention, and addressing rising customer experience expectations for 2013. Our data suggests business leaders are 50% more likely to identify these as critical initiatives than they do margin improvement or reducing operating costs. Growth and customer experience improvement take business priority.
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TechnoPolitics Podcast: Hey CIO, Here Is Your Hybrid Cloud Wake-Up Call

Mike Gualtieri

James Staten, Forrester TechnoPoliticsHybrid clouds are especially subject to the law of unintended consequences, says Forrester’s cloud expert James Staten. Many IT organizations don’t even acknowledge that they have a hybrid cloud. The reality: If enterprises are using public cloud software-as-a-service (SaaS) and/or deploying any custom applications in the public cloud, then by definition they have a hybrid cloud, because it almost always connects to the back end.

In this episode of TechnoPolitics, James implores CIOs and IT professionals to get serious about hybrid cloud now to avoid spaghetti clouds in the future.

Podcast: Here Is Your Hybrid Cloud Wake-Up Call

Click here to download the MP3 file of this episode.

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API Management: A Key Component Of Modern Application Architecture

Jeffrey Hammond

I’ve previously written about how modern application architectures are shifting toward compositional, service-oriented architectures — “for real” this time. RESTful services using XML or JSON payloads proliferate because they’re easy for developers of omnichannel clients to use on virtually any device they need to support. It doesn’t matter if they’re building native apps in Objective C or hybrid apps with Cordova — if they can get an open web API call, it’s good enough to move forward.

This shift to web APIs and modern applications means that companies have to shift their API management strategy as well. They need to 1) create the web APIs and 2) create a life cycle to manage them. It’s this life-cycle element that’s conceptually distinct from traditional SOA governance solutions. For one thing, the services live on the open bus of the Internet and carrier networks. Another difference is that web APIs are increasingly made availabe to third-party developers. They may be part of a newly formed developer community, or they may support the growing number of digital agencies and mobile specialist firms that your company uses to supplement development projects. Security and access models are different (e.g., OAuth 2), provisioning access to APIs needs to support light-touch approval workflows, sandboxes where developers can test their calls are important, and analytics that detail call volume and how developers are using APIs are must-have capabilities. Above all, a developer portal that provides good documentation, example code, and quick time-to-value are important if you want to attract and keep developers.

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iSPIRT: Why India’s New Software Think Tank Will Struggle To Make A Big Impact

Manish Bahl

 

Thirty software product members of NASSCOM, the industry association for the IT BPO sector in India, announced that they would form a group to expand the software ecosystem in India: the Indian Software Product Industry Round Table, or iSPIRT. The key driver behind this development appears to be NASSCOM’s limited focus on software product companies in India. iSPIRT plans to:

  • Convert ideas into policy proposals to take to government stakeholders
  • Enable product startups to discuss issues through a dedicated platform (productnation.in)
  • Create awareness for the adoption of software products within the Indian SMB sector
  • Work with NASSCOM and other industry associations to provide a platform for product start-ups
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What’s Ahead For DAM? A Look To The Road Ahead

Anjali Yakkundi

This past year was an exciting one for digital asset management (DAM). In 2012, DAM became an important part of the customer experience management (CXM) ecosystem, especially in providing content and data services and acting as a repository for rich media content. In other words, DAM helps enable marketers and information workers to create and manage digital experiences and they’re associated content. Although many vendors I speak with have trouble articulating this vision to customers — many still think of DAM in terms of its traditional roots with creative professionals and niche verticals like publishing and media and entertainment — I’ve also seen a shift in other vendors to embrace this trend. This is smart, as based on the client questions I get, CXM is where DAM will find the most traction.

But as we’re now officially one month into 2013, I’ve started to ask myself what’s ahead for DAM this year and beyond:

  • Is 2013 the year of vendor consolidation? Probably not, at least for the major players. The market continues to be fragmented, with independent players and only a few larger CXM vendors. Independent DAM vendor North Plains — backed by venture capital funds — has made moves to consolidate the market by acquiring Xinet and Vyre. I expect them to continue to make moves to expand their global and CXM footprint. Many large CXM vendors like IBM or Oracle don’t yet have best-of-breed DAM solutions and have remained quiet on the DAM front. I expect them to remain preoccupied with bigger priorities like cross-channel analytics and experience delivery.
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TechnoPolitics Podcast: Microsoft Office 365 Versus Google Apps — How To Decide

Mike Gualtieri

Enterprises have a choice when it comes to employee productivity and collaboration apps (email, documents, spreadsheets, presentation, video conference, etc) in the cloud: Microsoft Office 365 and Google Apps. Deciding which solution is best for your business is not easy, because it is not an apples-to-apples comparision of apps and features. It’s more like a fruit basket containing some apples, some pears, and a few exotic fruits. Not to worry — Forrester’s expert on collaboration software, TJ Keitt, is here to help.

In this episode of TechnoPolitics, TJ helps you decide by offering deep insights on:

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Mobile's Next Era: Not Apps, Not Websites — Experiences!

Michael Facemire

I was fortunate this week to attend a presentation by James Whittaker in which he delivered his view on the next era of computing. This was one of the best presentations I’ve seen, because the content was presented in a compelling manner that created an outstanding overall experience. I point this out because it parallels James’ message: The future of computing isn’t apps or a collection of websites, but experiences delivered across an ecosystem of devices. I absolutely agree with his vision and am excited about the possibilities ahead. The pertinent question is then: How can enterprises adjust today’s behaviors to best prepare for this future? Let’s take a look at some of the key points of Whittaker’s talk and how we can take action on them today:

  • Search was king of the last era. As of September 2012, overall search volume on the web has started to decrease. This means that your customers are now using app-driven mechanisms to find your content as these provide context around their requests ensuring they get more accurate responses. Don’t immediately jettison your SEO strategy but prepare for how tomorrow’s customers will access your data: through well-designed and easily consumable APIs. This API layer will be the core around which every successful enterprise digital strategy is based.
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Build Best-In-Class Digital Customer Experience Teams: Five Questions For AD&D Pros

Anjali Yakkundi

I’ve read a few headlines proclaiming that IT is dead and marketers are the future in this age of the customer. We reject this widely cited notion. After all, what’s the point of great design, user experience, and marketing strategy if you can’t use technology to deliver the right experience to the right customer? IT is far from dead. IT just needs to evolve and take on a new look and feel in order to keep up with the digital customer experience (CX) imperative.

Traditional IT shops will need to rethink how they are organized and hire for new skill sets in order to keep up with digital CX projects. We recommend that application development and delivery (AD&D) pros answer these five questions when organizing around CX:

  1. Will you be a lead actor or a supporting player? There are three main roles that AD&D pros can play for digital CX projects: provide back-end services; design, architect, and implement projects; and partner with marketing to take on a CX leadership role. There’s no “right” role. Depending on your maturity, you’ll want to take on the role that best suits your organization.
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2011 Wasn’t Good, 2012 Was Great: Global Banking Platform Deals 2012

Jost Hoppermann

Next week, I will present first results of Forrester’s 2012 global banking platform deals survey. A total of 28 banking platform vendors submitted their 2012 deals for evaluation. One year ago, the same set of deals would have included at least one more vendor: Sopra Banking Software’s solution portfolio now includes those of past survey participants Callataÿ & Wouters and Delta-Informatique. These theoretically 29 participating vendors submitted a total of close to 1,900 banking platform deals, a steep increase compared with the about 1,000 submitted deals for 2011.

We had to classify a large share of these 1,900 banking platform deals as extended business or even as a simple renewed license — if the vendors did not already submit them with the corresponding tag. Forrester’s rules of the game did not allow us to recognize further deals; for example, if a non-financial services firm signed a deal, that deal was “only” about pure services or application infrastructure. Overall, Forrester counted close to 350 of the submitted deals as 2012 new named customers. 2012 is the first year with double-digit growth in banking platform deals since 2006.

For the first time, Forrester did not only count new named clients, but also scrutinized (and counted) extended business deals at a very detailed level. This provides two perspectives on the global banking platform market: How well do vendors play the game of expanding the client portfolio, and thus their market footprint? What is a vendor’s level of success in a given year? The outcome: Market dynamics have changed, and many vendors have moved up or down in the global success pyramid – and some barely defended their traditional positions.

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