On Tuesday of this week, Microsoft launched Office 2013, the latest version of its flagship productivity suite. Forrester has released a report entitled Office 2013: A Breakthrough in Productivity; I had the opportunity to work with some great Forrester minds on writing it. Each analyst brought a unique perspective to the analysis:
My work, in addition to corralling all the talent mentioned below, focuses on document collaboration and social.
John Rymer’s work is in the analysis of the new development environment with specific focus on SharePoint.
Ted Schadler focuses on the current and emerging mobile experience.
Art Scholler provides excellent perspective on the role of Office 2013 in unified communications with a focus on Lync.
Phillip Karcher takes a close look at the next version of the productivity suite.
Frank Gillett looks at the implications of cloud deployment.
Chris Voce looks specifically at Exchange and provides perspective on the operational environment in general.
Leslie Owens provides perspective on search, taxonomy, and information architecture in the new release.
TJKeitt weighs in on broad collaboration capabilities.
James Staten looks how Office fits into Microsoft’s broader cloud strategy.
More than 22 years ago, I met my amazing wife and was welcomed into her wonderful family. At the time, I was a project manager working for Lotus Consulting. I managed the rollout of large Lotus Notes implementations as well as the development of Notes applications. Over the years, I had many great conversations with my father-in-law, Jerry. He was a senior executive at CalTrans (California’s department of transportation), but earlier in his career he had also been a project manager. Did we do the same job? Well, not really. I rolled out email systems. He managed a little project called Interstate Highway 5 from the Oregon border to Mexico — California’s portion of a 1,381 mile stretch of road. While he was far too gracious and modest a person to say so, the scale, complexity, and risk that he managed were far beyond anything I could even imagine. Nevertheless, he spoke to me as a peer and I was honored that he did so.
One of my favorite stories from Jerry was how he drove the introduction of PCs at CalTrans in the late 1980s. At the time, his engineers were wedded to two primary business tools: drafting tables and computing power, the latter of which was purchased from a California government service provider called the Teale Data Center. Jerry recognized two things: Drafting tables were inherently inefficient and the Teale Data Center was really expensive. He saw an opportunity with the emergence of personal computing. Move common tasks done on paper to a computer and move expensive processing to local PCs. The engineers resisted the change. “It will never work!” they cried.