What Is The Role Of Enterprise Apps AD&D Professionals In Operating Model Transformation?

George Lawrie

Digital disruption brings new competitors, new products, new services, and new types of customer relationships into focus. As firms adapt their product market channel strategies to new threats and opportunities, they look to transform their operating models: centralizing, decentralizing, and federating treasury, procurement, finance, IT, and even product development and customer relationships. App development and delivery pros challenged with supporting new operating models often ask Forrester whether they can share the same enterprise apps between group business units, and if they can share, what the benefits might be.

This research looked at large firms that have a federated or centralized IT model to understand what they chose to standardize and what they allowed to vary in their ERP. Figures 2 and 3 of the report look at the models and the typical drivers in terms of common customers, suppliers, bills of materials, and routings. Typical drivers for such enterprise apps strategies include harvesting the economies of standardized terms with suppliers and customers. In practice, the big prize is not actually “cost” — such as bulk purchase terms with group suppliers — but squeezing out excess working capital by applying common credit and settlement terms with group-level customers and suppliers, common comparable cycle times to drive out inventory and work in progress, and common cash forecasting and treasury to make cash and credit work more effectively at the group level.

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Developer Landscape 2013: North America And Europe

Jeffrey Hammond

During the summer, it seems that I spend almost every Saturday mowing the yard. I’m using a self-propelled walk-behind these days, so it takes a good 2 hours to get the whole thing done. The best part is always that feeling when you cut the last swatch of long grass and know it’s time for a nice glass of iced tea or a hefeweizen on the deck. But the good feeling is more than just about being done; it’s as much about completing a good job and being able to look back and survey the results of your labors.

That feeling of satisfaction is the same one I get when a complex and comprehensive research report I’ve written goes web live on our site. In this case, it’s a document that was more than three years in the planning and six months in the execution. If you’re a Forrester client, I hope you’ll find the Developer Landscape 2013 that Vivian Brown and I co-authored illuminating. It’s my first report that extracts some of the more interesting trends we found in our 2013 Forrsights Developer Survey (although James Staten has also tapped the data already here). While I’ve fielded developer surveys before, this one is different — it represents an organic comittment from Forrester Research to a deeper quantitative examination of who developers are; what tools, processes, and technologies they are adopting and using; and what their attitudes and aspirations are. Here’s why you should care:

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Delivering Mobile Innovation: Watch Out For Roadblocks!

Michael Facemire

I’m often asked how to enable corporate mobile innovation. While important, equally important are knowing what roadblocks you’ll hit when implementing a mobile strategy that highlights your innovation. From an application development and delivery perspective, the three that I focus on are:

  • Time-to-market requirements. Rarely do I talk to a client and hear “We need a mobile app in the next 12 to 18 months.” Instead, most want them yesterday. Successful mobile projects now take roughly four months to complete; many come in shorter than that. Fitting into this schedule requires your development cycle teams (requirements, design, dev, and test) to all work together on the same schedule. Reducing the traditional friction between these teams is a combination of better cross-discipline tooling (think Adobe Photoshop working directly with Edge Reflow and Edge Inspect) and better communication. The tooling is coming — start working on the communication now.
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TechnoPolitics Podcast: The Mobile Banking Mindshift

Mike Gualtieri

Click. That’s the sound of me taking a picture of a check with my smartphone to make a bank deposit. Mobile banking is getting very interesting and innovative, which is why one in four US adults are active mobile bankers. It’s only going to get bigger and better, says Forrester senior analyst and mobile banking expert Peter Wannemacher. He says, “Mobile banking will become the hub of many customers’ banking relationships.” And he has some strong advice for banking executives who too often have a haphazard mobile strategy. In this episode, TechnoPolitics asks Peter:

  • How is mobile banking adoption progressing?
  • How is innovation in mobile banking (such as mobile deposit) is driving consumers to mobile-first banking?
  • What should banking executives do to dominate the future of mobile banking?
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Information Fabric 3.0 Delivers The Next Generation Of Data Virtualization

Noel Yuhanna

For decades, firms have deployed applications and BI on independent databases and warehouses, supporting custom data models, scalability, and performance while speeding delivery. It’s become a nightmare to try to integrate the proliferation of data across these sources in order to deliver the unified view of business data required to support new business applications, analytics, and real-time insights. The explosion of new sources, driven by the triple-threat trends of mobile, social, and the cloud, amplified by partner data, market feeds, and machine-generated data, further aggravates the problem. Poorly integrated business data often leads to poor business decisions, reduces customer satisfaction and competitive advantage, and slows product innovation — ultimately limiting revenue.

Forrester’s latest research reveals how leading firms are coping with this explosion using data virtualization, leading us to release a major new version of our reference architecture, Information Fabric 3.0. Since Forrester invented the category of data virtualization eight years ago with the first version of information fabric, these solutions have continued to evolve. In this update, we reflect new business requirements and new technology options including big data, cloud, mobile, distributed in-memory caching, and dynamic services. Use information fabric 3.0 to inform and guide your data virtualization and integration strategy, especially where you require real-time data sharing, complex business transactions, more self-service access to data, integration of all types of data, and increased support for analytics and predictive analytics.

Information fabric 3.0 reflects significant innovation in data virtualization solutions, including:

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Podcast: The Intersection of Customer Experience and Business Technology

Stephen Powers

As organizations continue their journey in the Age of the Customer, business technology leaders have a challenge ahead of them. As my colleague Harley Manning wrote in his blog earlier this week, "The quality of customer interactions with your brand results from a complex system of interdependent people, processes, policies, and technology that we call the ‘customer experience ecosystem.’"

Technology leaders have the responsibility to work with marketing and business colleagues to ensure that technology enables the business, and to align technology priorities with customer experience-related business goals. They need to understand the right organizational structures, the right blend of technologies (forget about a single “customer Experience Management” suite – it just doesn’t exist), and when to bring in outside help.

I sat down with Harley, a Vice President and Research Director on our Customer Experience team, to discuss the role of business technology professionals in a company’s customer experience strategy. You can hear our podcast in its entirety below (Episode 1), or choose a topic-sized cuts (Episodes 2, 3, and 4).

You can also download the podcasts through iTunes and subscribe to Forrester's podcast series

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Drive Customer Experiences With Better Technology

Stephen Powers

The Age of the Customer is upon us and as a result, market leading strategies for mobile, big data, and customer experience are now required to satisfy an increasingly demanding client base.

Traditionally, IT organizations have existed to support internal operations but in today’s landscape, the technology leaders at the head of these organizations must play a key role when it comes to delivering solutions that support better external customer experiences. However, our research shows that most companies lack the sound technology strategies needed to effectively support the initiatives laid out by their peers in marketing and other lines of business.  

With business partners in need of help, it’s up to technology leaders to help identify and deliver solutions that will give their companies the competitive edge in the Age of the Customer. This fall, Forrester will host a Forum for Application Development & Delivery Professionals that will focus specifically on the top technologies, skills and practices you will need to take a leadership role in the development of world-class customer experiences at your company.

 The forum will address :

  • How to build new design competencies, architectures, and teams focused on the customer experience, and why it’s an opportunity as well as an obligation.
  • Why big data and analytics are key to supporting customer experience technology solutions, including predictive applications.
  • How to prepare for the mobile revolution by designing and delivering world-class, contextual solutions.
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Are You Doing Techie Integration Or *Business* Integration?

Randy Heffner

“Figuring out how to think about the problem.” That’s what Albert Einstein said when asked what single event was most helpful in developing the Theory of Relativity. Application integration is a problem. A big problem. Not to mention data, B2B, and other domains of integration. As an industry analyst and solution architect, what I’m most interested in first is how to think about the problem.

Pop Quiz: The Goal of Integration

Which of the following statements best articulates the goal of integration strategy?

  1. The goal of integration is to keep data in sync across two or more siloed applications.
  2. The goal of integration is to improve business outcomes by achieving consistent, coherent, effective business operations.

The correct answer is B. Was that too easy? Apparently not, because most of the integration strategies I see are framed as if the answer were A. Most, but not all — and it’s the ones framed around B that I’m most interested in. Here’s the difference:

  • A-style integration centers on technology. It begins with data and business logic fractured across application silos, and then asks, “How can integration technologies make it easier to live with this siloed mess?”
  • B-style integration centers on business design. It begins with a businessperson’s view of well-oiled business operations: streamlined processes, consistent transactions, unified tools for each user role, purpose-built views of data, and the like. It designs these first — that is, it centers on business design — and then asks, “How can integration technologies give us coherent business operations despite our application silos?”
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IT Salaries in Australia and New Zealand – Paying A Premium for Value

Michael Barnes

In Q4 2012, Forrester interviewed over 2,800 senior IT and business decision-makers across Asia Pacific, including 250 senior IT decision-makers with budgetary authority in Australia and New Zealand (A/NZ). Respondents included a mix of small and medium-sized businesses (SMBs) and large organizations, with all major vertical market segments represented. On average, 6% of A/NZ respondents’ total budget is currently spent on IT (including both operating and capital budgets). Of that total IT budget, an average of 26% is targeted at new initiatives, versus 52% targeting ongoing operations and maintenance and 22% targeting capacity replacement & expansion.

While these findings are interesting, the expected spending on IT staff salaries is what really stands out. Our Forrsights data shows spending on IT salaries in A/NZ rising far faster than all other IT-related line items (see Figure 1). This is not an anomaly. In fact, it’s a sign of things to come.

 

 

There are several likely reasons for this dynamic:

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Will Privacy Concerns Stop Or Stunt The Power Of Predictive Analytics

Mike Gualtieri

The power of predictive analytics in the age of Big Data is super-cool, but will privacy concerns stop or stunt it's adoption? Watch this episode of Forrester TechnoPolitics with Eric Siegel, author of Predictive Analytics: The Power to Predict Who Will Click, Lie, Buy, or Die to find out. 

About Forrester TechnoPolitics

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