TechnoPolitics Podcast: The Future Of Identity Management With Eve Maler

Mike Gualtieri

Eve Maler, Forrester TechnoPoliticsCome again? You mean to tell me that Eve Maler, one of Forrester's experts on emerging identity and security solutions, has never changed her Amazon password? Yep. She aptly points out that "Amazon has no password rules." While passwords aren't dead, she says, firms that rely only on passwords for identity management are vulnerable to serious breaches. Most firms have "terrible hygiene" when it comes to identity management.

In this episode of TechnoPolitics, Eve Maler discuss how firms like Amazon and Paypal use a "constellation" of risk-based authentication techniques and technologies to protect customers' identity. The courage to make tough calls — that's Eve.

Podcast Listening Options — The Future Of Identity Management

Click here to download the MP3 file for this episode.

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Calling All Hadoop Vendors

Mike Gualtieri

We are inundated with client inquiries about #BigData. Clients want to know everything. What is the business case? What advanced visualization and predictive analytics tools should we use? Where do we find data scientists? What store, process, and access (SPA) technologies should we invest in? Among these questions, clients frequently ask about Hadoop solutions. Hadoop is one of many #BigData technologies, but it is among the hottest in terms of vendors offering Hadoop solutions to overcome the many shortcomings of just downloading the Hadoop open source binaries.

Forrester Wave™: Hadoop Solutions, 2013

I am pleased to announce that Noel Yuhanna and I plan to launch new Forrester Wave research on Hadoop solutions. The research will begin in January 2013, and we plan to publish in May 2013. This new evaluation will not be an exact update of the previous The Forrester Wave™: Enterprise Hadoop Solutions, Q1 2012. The new Forrester Wave will have updated criteria, a lab evaluation, and may have a different mix of vendors.

Calling All Hadoop Vendors

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Common Mistakes In The Era Of Digital Disruption

Kyle McNabb

“Yep, we’re doing it wrong.”

That’s what one front office development leader who attended our Digital Disruption Summits and Forums in London and Orlando told us after hearing stories of how to survive and thrive in this age of constant consumer-led, software-fueled digital disruption.

And this front office development leader—whose scope ran the gamut from CRM and customer service to Web and mobile apps—wasn’t alone. In this age of digital disruption, where empowered customers and employees demand new levels of engagement with your firm, what might you be doing wrong?

If you’re not reaching out to stakeholders in your marketing and product development organizations, you’re doing it wrong.

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How To Build A Business Case For Customer Service Investments

Kate Leggett

We know that investing in customer service is good for business and can positively impact your revenue. However, building a business case for customer service investments is challenging, as you must understand the benefits and associated costs of the investments.

For some customer service technologies, such as workforce management, email, and chat, the business benefits are very clear. For other customer service technologies, such as social customer service or knowledge management, the business benefits are more difficult to precisely quantify. Yet in all cases, business benefits fall into one of three categories: reducing operational costs, improving productivity, or enhancing the customer experience. Examples include:

 

Technology

Business benefit

 

Reducing operational costs by…

Improving agent productivity by…

Increasing customer satisfaction by…

Chat

- Resolving customer issues with shorter average speeds to answer (ASA)

- Reducing the average interaction cost

Reducing re-contact rates

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TechnoPolitics Podcast: Mobile First Means Service In Your Customers' Pocket

Mike Gualtieri

Ted SchadlerForrester Vice President and Principal Analyst Ted Schadler is passionate and emphatic when comes to mobile first app strategy. He says that most firms haven't figured it out that mobile first "is not about self-service, it is about service." Listen to the first two minutes, and you won't be able to stop listening. Ted's insights are fresh and full of examples.

 

Podcast Listening Options - Mobile First Means Service In Your Customers' Pocket

 

About Forrester TechnoPolitics

Make the tough calls. That is what independent insight and analysis is all about. Hosted by Mike Gualtieri, Forrester TechnoPolitics features independent analysis and commentary from Forrester analysts about hot technology and what it means to you and the world. Scripted? Absolutely not. Passionate? We live it every day. Courage to make the tough calls? You be the judge.

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Stars Matter: The Secrets Of Successful App Developers

Jeffrey Hammond

I posted a note yesterday that's been a long time coming. In doing the research for Forrester's mobile app development playbook, I've been talking with all sorts of companies that build mobile apps. Build Five-Star Mobile Apps is the first collection of those observations, but it won't be the last. The premise of the document was simple - find out how companies with top-rated apps in markets like the Apple App Store or the Google Play Store design, build, test, release, and maintain their mobile apps. While there's great diversity in approach, common factors fell out of my interviews, and these practices will help you organize your own efforts:

1. Assemble small, focused development teams. The largest development teams we found had fewer than 10 people. When teams grew larger, they were subdivided into platform-specific teams (i.e. the Android team or the iOS team). Small teams can move fast and keep impedance to a minimum but also require substantial changes in how they perform design and testing.  

2. Favor simple development tools over complex ALM processes. The need for speed that characterized the development processes we found means that most traditional ALM tools hurt more than they help. Gone are formal, text-based requirements documents and heavyweight SCM systems. Smaller code bases with less branching mean tools like Git shine. But it's not all airy castles - testing creates a real headache, so we're seeing lots of experimentation with device emulators, simulators, and even basic tricks like deploying graphic mock-ups to devices to get early user feedback.

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Digital Experience Implementation Partners: Turn The Odd Couple Into The Power Couple

Anjali Yakkundi

We’ve already established in our research that there’s a huge opportunity for application development and delivery (AD+D) pros to help marketers deliver exceptional digital experiences. Why? IT can offer valuable skills to fulfill marketing’s customer experience vision.  

One of the biggest areas where there’s a lack of IT-marketing communication has been in the selection of digital experience delivery service providers. This is big because digital experience implementations are complicated, and most of our clients need a little outside help. I define these vendors as: Service providers that help create digital experiences (through design and/or strategy) and implement technology solutions (e.g. content management, digital analytics, eCommerce platforms, etc.) that support digital experiences.                                  

These vendors come in all shapes and sizes (and some are better at certain components than others). In an upcoming report, I will include a more detailed list of relevant vendors and their capabilities. But in general, they include service providers with a varied background:

·         Management consultants. These firms (e.g. Accenture, Deloitte) have experience with delivering broad, strategic consulting services. Though it’s often a smaller part of their business, these vendors remain relevant in the digital experience delivery space.

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Big Data Is No BuzzWord - It's Real

Mike Gualtieri

Sarah LaneBig data is driving disruptive change across the economy in business such as healthcare, retail, communications, and entertainment. The potential for firms to use big data to create permanent relationships with customers is huge, and the time to get onboard is now. Big data is driving disruptive change across the economy in business such as healthcare, retail, communications, and entertainment. The potential for firms to use big data to create permanent relationships with customers is huge, and the time to get onboard is now. I was thrilled to be featured in the first episode on a new series, Big Thinkers In Big Data, hosted by TWit network's Sarah

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Customer Service Tips For Today's Digital World

Kate Leggett

Today, the gap between customers’ expectations and the service they receive can be huge. There’s an explosion of communication channels that customers use—voice, digital channels like email and chat, and social channels like Facebook and Twitter. There’s also an explosion of touchpoints, like smartphones, tablets, and self-service kiosks. Customers expect efficient, consistent, personalized service experiences across these channels and touchpoints.

There’s no denying that mastering the service experience is hard to do. Yet focusing on leveraging digital channels is one way customer service leaders can move the needle on customer experiences.

Here’s how:

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Red Prairie Acquires JDA

George Lawrie

New Mountain Capital, the owner of Red Prairie, the demand sensing and supply chain execution software vendor, announced last week that it would fully acquire supply chain planning vendor JDA. The merger will result in a supply-chain planning and execution solution provider with more than $1 billion in revenue with 87 of the world’s top 100 consumer goods manufacturers and 82 of the world’s top 100 retailers running either Red Prairie or JDA applications.

For some time Red Prairie has been buying assets to extend supply chain into the store, a strategy it calls “commerce in motion.” The idea is to extend beyond mere inventory visibility to better predict where inventory should be held. Red Prairie’s demand sensing and eCommerce solutions as well as its warehouse management and store execution capabilities can complement JDA’s collaborative planning to provide a platform for collaborative new product introduction and promotion investments.

This looks like an extension of the idea that applications and processes will become interenterprise or value-chain centered rather than enterprise focused and will ultimately move to the cloud to capitalize on collaboration opportunities with a whole network of value chain partners. JDA 8.0 is already delivered (together with multichannel assortment planning) as a cloud solution.

It seems to me the opportunity to think beyond "four walls" and plan demand, in the case of retailers all the way back up to sourcing, or in the case of manufacturers to plan and execute down to the shelf or the fulfilment of e-commerce orders, offers a really intriguing opportunity to deliver more effectively on private-label and branded merchandise assortments to demanding consumers browsing and buying across channels.