Cloud Adoption In Asia Pacific: Strong Signs Of Progress, But Not Everywhere

Michael Barnes

As of late 2011, more than half the organizations we surveyed in Asia Pacific excluding Japan (APEJ) are either currently using or actively planning cloud initiatives — 52% in fact. This number has nearly tripled since 2009.

But adoption rates alone don’t tell the whole story. Vendor strategists should also be closely tracking how organizations evolve from ad hoc, disjointed cloud projects to well-defined, effectively managed cloud procurement. Our recent survey results indicate a surprising degree of maturity across the region — along with some clear areas for growth.



  • Centralized IT procurement of cloud services varies widely across the region. Australia (82%) and India (83%) currently lead in driving centralized procurement and management of cloud services through IT. Both markets are well above the regional average of 74%. This is no surprise for Australia, which is the most mature market for cloud computing in the region. But the strong results for India are surprising, and indicate the strong potential for a sharp increase in demand for cloud services over the next six to 12 months as early projects begin delivering positive returns. Only 66% of respondents in China are currently centralizing cloud procurement and management — not unexpected given the relative lag in cloud adoption in China relative to other APEJ markets.
  • Organizations in China are least likely to have a formal cloud strategy in place. Fifty-six percent of respondents in China currently see unsanctioned buying by the business outside of IT. This is the highest rate in APEJ by far, where the average is 35% and there are lows of 23% in Australia and 25% in Singapore.
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Poor Data Quality: An Often Overlooked Cause Of Poor Customer Satisfaction Scores

Kate Leggett

Customer service managers don’t often realize that data quality projects move the needle on customer satisfaction. In a recent Forrester survey of members of the Association of Business Process Management Professionals (ABPMP), of the 45% who reported that they are working on improving CRM processes, only 38% have evaluated the impact that poor-quality data has on the effectiveness of these processes. And of the 37% of respondents working on customer experience for external-facing processes, only 30% proactively monitor data quality impacts. That’s no good; lack of attention to data quality leads to a set of problems:

  • Garbage in/garbage out erodes customer satisfaction. Agents need the right data about their customers, purchases, and prior service history at the right point in the service cycle to deliver the right answers. But when their tool sets pull data from low-quality data sources, agents don’t have the right information to answer their customers. An international bank, for example, could not meet its customer satisfaction goals because agents in its 23 contact centers all followed different operational processes, using up to 18 different apps — many of which contained duplicate data — to serve a single customer.
  • Lack of trust in data negatively affects agent productivity. Agents start to question the validity of the underlying data when data inconsistencies are left unchecked. This means that agents often ask a customer to validate product, service, and customer data during an interaction — increasing handle times and eroding trust.
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IBM Lotusphere 2012 – What's In A Name?

Michael Barnes

So I made the trek from Singapore to Orlando for Lotusphere the week of January 15th and it proved well worth the time and effort. It was actually one of the best events of its kind I’ve attended in years — and I’ve attended loads. IBM expanded the focus well beyond the “legacy” Lotus brand. In fact, this was a social business event from start to finish, with IBM linking its much broader social computing portfolio to business process improvement and value creation.

The focus and scope has clearly grown beyond the current event branding. But putting event naming issues aside for the moment, below are some key takeaways:

  • Evolving into a social business applies to all organizations — any process that relies on people will fundamentally change. IBM made a solid case that business transformation is not only possible but mandatory. A social business excels at discovering and sharing new ideas — fundamentally changing how people work and therefore how companies operate. Companies not embracing this change will get left behind.
  • IBM’s vision for social business — business process disruption is inevitable. Focusing heavily on a process-centric view, IBM downplayed tools and technology. Per IBM, social business is the intersection of social technologies and front-office business processes — as significant to top-line revenue growth over the next decade as SOA has been to back-office business processes and bottom-line cost savings over the last decade.
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Embracing The Open Web: The Technologies You Need To Know

John R. Rymer

The open Web is a culture, a community — and a set of preferred technologies for Internet applications. While HTML5 is the best known of these technologies, the open Web also includes JavaScript (client and server), CSS3, Representational State Transfer (REST) application programming interfaces (APIs), and mobile frameworks such as jQuery Mobile. Together, these technologies comprise a new application platform for the Internet that will gradually replace today’s web platforms (HTML4, Adobe Flash, Microsoft Silverlight, Simple Object Access Protocol [SOAP] web services, Java EE, and .NET) for most applications. Forrester recently published research outlining the open Web platform’s key components, their readiness, and how the platform is evolving.

Open Web developers tend to use a variation of the façade pattern for their applications but refine the pattern to focus on standard web formats and protocols and services delivered via the Web — so we refer to it as the open Web façade. Developers draw on three bodies of de jure and de facto standards to implement the open Web façade pattern:

  1. Client standards. Application clients based on a body of emerging standards collectively labeled HTML5.
  2. Service plane standards. A service plane that exposes interfaces using the REST pattern and resource-oriented architecture principles. These services are often called RESTful web services.
  3. Virtual infrastructure standards. A highly virtualized server tier (often a public cloud service) that is easy to deploy initial solutions to but that is also able to scale up or down on demand to meet surges in capacity.
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Here Comes The Open Web – Embrace It

John R. Rymer

The Web is moving on to a new era of openness, mobility, and digital business. The open Web is a platform built on HTTP (the fundamental web protocol), a new generation of HTML, dynamic languages, and wide use of Internet services for everything from video encoding to social graphs to order management and payments. The open Web made its debut in consumer applications; for enterprises, it will power a new generation of customer engagement applications. The open Web will be particularly important to app Internet systems that bridge mobile devices, cloud services, and enterprise applications and data. Forrester recently published a report that will equip application development and delivery leaders with an understanding of the open Web and its potential value.

We define the open Web as: a culture and community emphasizing openness, transparency, and freedom of developer choice as well as an application platform based on HTML5, CSS3, and JavaScript clients, HTTP/representational state transfer (REST), and cloud services. The open Web includes the app Internet as one potential design pattern.

A new breed of developers is propelling the open Web: young developers who grew up on the Web and develop outside the firewall — primarily producing applications aimed at consumers. Their career expectations were also born of the Web, and they expect openness of information, technology, and expertise. Open Web developers share certain motivations that have shaped the open Web trend. They:

  • Strive to create great customer experiences.
  • Craft applications that can reach customers wherever they are.
  • Leverage customers’ inherent desire to be social.
  • Deliver applications and new functionality quickly.
  • Minimize time spent on low-value tasks to focus more on creating business value.
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Here Comes The Open Web — Embrace It

Jeffrey Hammond

One of the things I enjoy the most about being an industry analyst is that I've spent the past six years meeting some great developers. Personally, I’m not sure I could cover any other technology area then application development. The reason is simple: I see developers as a worldwide force for good (It's almost axiomatic, as the bad apples become "hackers"). Developers innovate, they create, they push technology forward — and they are fun to go have a beer with at the end of the day.

While writing for developers is fun, it’s not always easy. For the past few years, my topic coverage areas have sometimes felt a bit disjointed — almost as if there are two different developer communities out there that I deal with. In the past, I've referred to these groups as the "inside the firewall crowd" and the "outside the firewall crowd." The inquiries I have with the first group are fairly conventional — they segment as .NET or Java development shops, they use app servers and RDBMSes, and they worry about security and governance. Inquiries with the second group are very different — these developers are multilingual, hold very few alliances to vendors, tend to be younger, and embrace open source and open communities as a way to get almost everything done. The first group thinks web services are done with SOAP; the second does them with REST and JSON. The first group thinks MVC, the second thinks "pipes and filters" and eventing. I could go on and on with the comparison.

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You Think Changing To Increase Business Agility Is Hard? If IOR Did It, Believe Me: You Can Do It Too

Diego Lo Giudice

Think of a medieval fortress: It was originally used for a small army, it has walls nine meters thick, and it’s surrounded by buildings hundreds of years old. Upon entering, you are confronted with the concept of eternity.

This fortress is located in the smallest state on earth — though it is also perhaps the best-known state in the world. The business housed within the fortress is what many might classify as a SME but with with complexity of a large enterprise, holy but busy, centralized but truly global — its work spans hundreds of countries with hundreds of currencies and hundreds of languages — and it serves very special and demanding clients.

Have a clue yet of where we are?

Zoom on Italy, then zoom on Rome, then zoom on Vatican City, and you can’t miss the round tower (Torrione Sisto V) where the Vatican Bank, or Istituto per le Opere di Religione (IOR ), is located. You won’t be allowed in if you are not a client, an employee, or part of a religious congregation. Change comes hard to institutions this steeped in tradition. To give you a clue, IOR’s previous managing director spent his entire career at IOR — 60 years — and retired at the age of 80. We all know it’s the soft and cultural aspects of transformation that are the hardest part for any organization.

Nevertheless, IOR has been going through a major change since 2008, working to replace its legacy IT system with a modern BT one. The new BT system brings more flexibility for the business, richer business functionality, and greater integration and development capabilities. Enabling fast change is the key driver for IOR’s IT transformation program from IT into BT.

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Customer Service: Out With The Old . . . And In With The New

Kate Leggett

Customers dream about personalized, contextual, proactive customer service experiences — where companies deliver an experience tailored to their persona, their past purchase history, and their past customer service history. They want each interaction to add value and build upon prior ones so that they don’t have to repeat themselves and restart the discovery process. They want to be able to choose the communication channel and device they use to interact with a service center. They want to start an interaction on one channel or device and move it seamlessly to another. Check out RightNow’s vision video that brings these points to life.

Most customer service organizations are still struggling with the basics — the hygiene factors in Maslow’s hierarchy of needs — in meeting their customers’ expectations. There are benchmarking tools that you can use to figure out how well your organization is doing and to get actionable recommendations on how to do better. But, as you focus on the tactical improvements that you need to make this year, it’s important to keep tabs on the optimal experience that customers would like you to deliver to help shape your long-term direction for customer service. Here’s my abbreviated personal list:

Out with the old . . .

. . . and in with the new


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Collaborative Problem Solving And Robot Design

Jeffrey Hammond

To pick up the narrative from my last post, we're currently one week into the First Robotics build season for 2012. Team 811 is busy working away on an initial sprint. The goal is to get a minimum viable product (a drivable robot) up by the end of sprint one, which will then be used as a base to move toward a competitive robot that can play this year's game, Rebound Rumble.

So how did Team 811 get from "huh?" to full-speed prototyping in 4 days? How does anyone get 40+ teenagers moving in the same direction when the number of unknowns is significant and the problems to solve look insurmountable? For team 811, the key was starting with a 3-day process called "Collaborative Problem Solving (CPS)." Think of it as a pre-sprint process to build team buy-in and reduce downstream back-biting and second guessing.

So what is CPS? It's a technique that starts with a problem statement and then encourages divergent thinking to brainstorm creative solutions to that problem. Criteria that allow evaluation of those potential solutions are then applied by the entire group. This starts a process of combining divergent ideas into stronger overlapping concepts and identifying those ideas that have the strongest combination of feasibility and ability. The result would be recognizable to many agile teams: a burndown "punch list" of items and strategies to drive early prototyping and the team's first sprint.

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Agile Development And Robots: Are You Smarter Than A 10th Grader?

Jeffrey Hammond

One of the counterintuitive things that we observed early on in the days of object-oriented programming was that developers with no previous programming experience often picked up concepts like inheritance, encapsulation, and polymorphism much more quickly than seasoned programmers and became productive earlier than their more experienced counterparts. Today I feel like I'm on the other end of this learning challenge as I try to adapt to new programming concepts in JavaScript or Python. I think the biggest reason for this phenomenon is that experienced folks have to unlearn what we know, and it's hard to give up certainty and the mechanisms that allowed us to achieve success in the past. I think the same principle is at work when you look at toddlers that instinctively "get" how to use the iPad - they expect everything to work that way. It should be so easy for all of us.

Does this same sort of thinking apply to software and systems development processes? I'll tell you why I think it does. For the past three years I've been a mentor for a US FIRST Team (Team 811, the Bishop Guertin Cardinals). During this time period, I've seen high school students with little to no technical experience instinctively adopt many principles that experienced Agile teams would recognize. For these kids, Agile development is like using an iPad - they take to it naturally because it just makes sense given the context of what they are trying to do.

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