Desktop Virtualization and End-User Computing – Partial Fit… At Best

Michael Barnes

Demand for mobility is rising dramatically, but IT support is not keeping up. Over the next 12-18 months, we expect a majority of Asia Pacific (AP) organizations to begin to feel the pain of poor mobility strategies. Now is the time to define and manage mobility as part of a broader end-user computing strategy – this must include desktop virtualization initiatives, including (but not limited to) virtual desktop infrastructure (VDI). But while server virtualization is now accepted as a fundamental design principle and part of any data center implementation or refresh, that doesn’t mean desktop virtualization will follow suit. Long touted as a means to simplify desktop provisioning and management – and hence improve the efficiency and effectiveness of an organizations’ end-user computing strategy – over the past decade desktop virtualization has been driven primarily by CIO’s desire to lower hardware costs – by delaying or skipping PC refresh cycles – simplify application provisioning, and increase compliance and control of desktop infrastructure in areas like data security and patch management. Desktop virtualization doesn’t adequately address all end-user computing requirements since it’s essentially focused on eliminating the client device from the equation. This is particularly true for VDI. Thin (e.g. ‘dumb’) clients won’t work in a world where a growing percentage of users – not just information workers – are mobile and expect access to key resources but also expect those resources to be optimized for the particular device they’re using. With the explosion in device usage and changes in end-user expectations, IT is being forced to expand its focus around end-user computing from ‘control’ to ‘engagement’. Desktop virtualization will remain a key component of many organizatons’ end-user computing strategies, but its role will remain

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Use Cases For Specific BI Tools

Boris Evelson

I get the following question very often. What are the best practices for creating an enterprise reporting policy as to when to use what reporting tool/application? Alas, as with everything else in business intelligence, the answer is not that easy. The old days of developers versus power users versus casual users are gone. The world is way more complex these days. In order to create such a policy, you need to consider the following dimensions:

  •  Report/analysis type
    • Historical (what happened)
    • Operational (what is happening now)
    • Analytical (why did it happen)
    • Predictive (what might happen)
    • Prescriptive (what should I do about it)
    • Exploratory (what's out there that I don't know about)
  • Interaction types
    • Looking at static report output only
    • Lightly interacting with canned reports (sorting, filtering)
    • Fully interacting with canned reports (pivoting, drilling)
    • Assembling existing report, visualizations, and metrics into customized dashboards
    • Full report authoring capabilities
  • User types
    • Internal
    • External (customers, partners)
  • Data latency
    • Real time
    • Near-real time
    • Batch
  • Report latency, as in need the report:
    • Now
    • Tomorrow
    • In a few days
    • In a few weeks
  • Decision types
    • Strategic (a few complex decisions/reports per month)
    • Tactical (many less-complex decisions/reports per month)
    • Operational (many complex/simple decisions/reports per day)
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Banking Platform Functionality Includes Support Of Regulatory Compliance

Jost Hoppermann

During the past decade, I have worked with many analyst relations (AR) people as well as specialist AR firms. I have never blogged about them in the past, and I have no intention to do so in the future. Earlier this week, however, I saw that an employee of one of the specialist AR firms authored and published a comment on my most recent report: “Global Banking Platform Deals 2011: Functionality”.

This comment gives the impression that my report only provides common wisdom in that it only suggests that “one of the key differentiators for system selection is a strong track record.” The author also explains that this “may be at odds with the current market landscape as new regulations are set to change the way that the capital markets work and vendors are all developing new functionality to cope” – just to mention a few examples.

My perception is that the author either did not read my entire report or preferred to focus on the six-and-a-half-line summary of an eleven-page report – with a comment that is longer than the summary. Why this perception? First of all, the report is about banking platforms, and Forrester’s definition of banking platforms does not even mention capital markets. More importantly, I do not disagree at all with the author’s statement as far as the relevance of supporting new regulation is concerned – just the opposite, albeit more from the perspective of retail/consumer, private, or corporate/commercial banking.

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Transform The Contact Center: Forrester's Playbook For Customer Service Excellence

Kate Leggett

Customer service is a cornerstone of an organization’s customer experience strategy. Organizations must pay attention to their customer service strategy because:

  • Good customer service experiences boost repurchase probability and long-term loyalty. Customer loyalty has economic benefits as measured by willingness to repurchase, brand loyalty, and likelihood of recommendations. The revenue impact from a 10-percentage-point improvement in a company’s customer experience score can translate into more than $1 billion.
  • Poor customer service experiences lead to increased service costs. 75% of consumers move to another channel when online customer service fails, and Forrester estimates that unnecessary service costs to online retailers due to channel escalation are $22 million on average.
  • Poor customer service experiences risk customer defection and revenue losses. Forrester survey data shows that approximately 30% of a company’s customers (or more) have poor experiences. And even if a fraction of these defect, this represents a loss in annual revenue.
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Three More Things I'd Tell Your CIO

Kyle McNabb

Last December, I published three things I'd tell your CIO. Since then, I've spent time with dozens and dozens of sourcing and vendor management professionals, CIOs, and leaders of application development and delivery, including last week's Paris Forrester Forums. Most days, I share our ongoing research on what impact today's software-fueled, consumer-led digital disruption has on your ability to meet and exceed the expectations of your customers and the employees serving them. For some folks, software and software development remains a commodity. But for many, the need to deliver great software has taken hold of 2013 planning discussions. With July just around the corner, and as you start 2013 planning, focus on what you need to start delivering great software (remember, software is your business), and keep these three things I'd tell you and your CIO in mind:

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Six Security Properties Every Mobile App Developer Should Know By Heart

Mike Gualtieri

Think you developed a secure mobile app? Think again. Many mobile app developers have a naive notion of app security that leads them into believing their apps are secure when they are not. Some developers authenticate users and encrypt passwords and think that they’re all set, but there could still be security holes so wide you could sail a ship through them. The results of releasing an insecure app can include financial loss, reputation tarnish, lawsuits, and Twitter shame.

When designing your mobile apps and mobile backend services, be sure to consider the six security properties of confidentiality, integrity, availability, authentication, authorization, and nonrepudiation (see Figure below). Simply considering how each security property applies to your app won't make it more secure. You will need to perform threat modeling on your design and find solutions to secure your app based on your specific technology and use cases. Don't forget that the mobile backend services must be secure too.

Memorize These Six Security Properties 

Mike Gualtieri, Principal Analyst, Forrester Research

 

 

 

 

 

 

 

 

 

 

The Future Of The Mobile Web Just Became Bright

Michael Facemire

Great apps are generally native apps. I discuss with our clients daily that, given unlimited time and money, every app should be native, as this affords the ultimate in user experience. Unfortunately, budgets rarely use the word "unlimited," so compromises must be made. Commonly, one of the first tactical directions away from native is to the mobile web. This asks users to painfully type a URL on their device and then suffer through a browser experience that takes away from the immersive experience that the app should convey. This all changed with Mozilla Junior, a browser being developed for the iPad targeted directly at the iPad user. Thanks to some outstanding design decisions, the mobile web now has a very bright future:

  • A browser without chrome. This is the biggest stylistic deterrent to mobile apps. Today’s mobile web experience is always wrapped in browser “stuff” known as chrome (URL bar, navigation buttons, toolbars, etc.). Junior changes this by providing a browser with no chrome at all. This allows you, the mobile web developer, to use the entire screen as your app canvas. Native interactions (swipes/long presses/etc.) can now be fully implemented without fear of accidentally pressing a browser button.
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Consumers Drive Channel Preference To Achieve Effortless Customer Service

Kate Leggett

A new study commissioned by Nice about consumer channel preference complements Forrester’s data quite effectively and adds more data to the understanding that customer service does not need to be exceptional but just needs to be frictionless, easily and efficiently delivering answers to customer questions.

Here is some recent Forrester data from our latest Consumer Technographics® survey about US customer service trends:

  • 45% of US online adults will abandon their online purchase if they can't find a quick answer to their question.
  • 66% say that valuing their time is the most important thing a company can do to provide a customer with a good online customer service.
  • 29% prefer to use online customer service rather than speak with a live person on the telephone.

Data from the Nice survey says that:

  • 50% of respondents say that if they cannot easily achieve resolution, they will turn to the contact center.
    • Which supports the point that service needs to be frictionless and effortless.
  • 40% of respondents expect agents to be informed of their experiences upon beginning the conversation and to be able to successfully resolve their issues quickly.
    • Which supports the point that companies need to value a customer’s time.

In addition, the Nice survey conveyed:

  • When asked what customers like about assisted service, 50% of respondents cited FCR as their #1 reason for consulting a live agent. 33% of respondents they derive satisfaction from dealing with knowledgeable reps with specialized training.
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Let Big Data Predictive Analytics Rock Your World

Mike Gualtieri

I love predictive analytics. I mean, who wouldn't want to develop an application that could help you make smart business decisions, sell more stuff, make customers happy, and avert disasters. Predictive analytics can do all that, but it is not easy. In fact, it can range from being impossible to hard depending on:

  • Causative data. The lifeblood of predictive analytics is data. Data can come from internal systems such as customer transactions or manufacturing defect data. It is often appropriate to include data from external sources such as industry market data, social networks, or statistics. Contrary to popular technology beliefs, it does not always need to be big data. It is far more important that the data contain variables that can be used to predict an effect. Having said that, the more data you have, the better chance you have of finding cause and effect. Big data no guarantee of success.
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Self-Service BI

Boris Evelson

Traditional BI approaches and technologies — even when using the latest technology, best practices, and architectures — almost always have a serious side effect: a constant backlog of BI requests. Enterprises where IT addresses more than 20% of BI requirements will continue to see the snowball effect of an ever-growing BI requests backlog. Why? Because:

  • BI requirements change faster than an IT-centric support model can keep up. Even with by-the-book BI applications, firms still struggle to turn BI applications on a dime to meet frequently changing business requirements. Enterprises can expect a life span of at least several years out of enterprise resource planning (ERP), customer relationship management (CRM), human resources (HR), and financial applications, but a BI application can become outdated the day it is rolled out. Even within implementation times of just a few weeks, the world may have changed completely due to a sudden mergers and acquisitions (M&A) event, a new competitive threat, new management structure, or new regulatory reporting requirements.
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