While the actual document about Agile usage in the technology industry slowly but majestically navigates through the final editing and production process, I thought I'd share an important bit of data that didn't make it into the report. Shown in the diagram below is the percentage of survey participants who said that they used particular Agile methodologies. We also asked the respondents about other methodologies that often come up in discussions of Agile, either as complementary approaches (for example, Lean), or as points of comparison (Waterfall being the most obvious one).
How many at each table in the Agile seating chart? As you can tell, there's no clear winner here, other than Scrum, which overshadows every other Agile methodology in adoption. There's another way to look at the same picture: whenever there's a family photo of Agile methodologies, the participants almost always make sure to invite their poor cousins to attend. There are both good and bad sides to that earnestly ecumenical approach.
In the third podcast, I interview Jennifer Belissent, a senior analyst here in Forrester's Foster City office, about emerging markets, going international, and what all that means to product managers and product marketers. Here's the link to the official location for the podcast, which is also available through iTunes.
Saeed Khan's recent series of posts about social media started with a video that purports to explain the new rules of marketing in which social media play a critical role. This video repeats a familiar argument: old-style marketing went one direction, from the vendor to the customer. The consumer, presented with a smaller number of choices than they have today, based their purchase decisions on a variety of motives, both tangible ("Costs less!") and intangible ("Be more attractive to the opposite sex!"). Vendors created their own messages and transmitted them through normal advertising and marketing channels, in the hope that they would deflect consumers in their direction ("We cost less, and we'll make you look even better!").
It has been a busy week or so in the mobile world.
The perpetual pressure on revenues has been ratcheted up a notch or three. Deutsche Telekom is battling to block the Skype application on the iphone that it sells in Germany. The never-ending regulatory battle to reduce call termination rates saw UK regulator Ofcom impose a 21% reduction with immediate effect. And the specter of satellite based competition reared it's head again as the European Commission is about to allocate S-band radio spectrum to enable the owners to potentially offer pan European Mobile services. Clearly sometimes bad news really does come in threes.
But the mobile operators are fighting back with action on new business and costs. Using mobiles as a substitute for credit cards has been growing in popularity in the east for some while. This week credit card giant Visa and Maxis announced a deal to offer this in Malaysia using Near Field Communications (NFC) technology. Looking at costs, recent moves by Telefonica and Vodafone in Europe to share networks, and Zain and Essar in Kenya to do the same, is all about sharing to reduce costs.
As many ISVs and vendors of business applications have
subscribed this vendor strategy blog of Forrester, I’d like to share two important
announcement of this week with you. Both will make business applications in the
cloud more attractive and enable ISVs to reach more people with their cloud deployment.
In this episode, principal analyst Peter Burris discusses community marketing, the real meaning of innovation, and the economy's effect on the technology industry. Plus, a surprise guest appearance by Lionel Richie!
I, The Customer I've already talked at length about how the assumption of the unified, rational actor called "customer" is a myth. That notion is just as chimerical and comical in product requirements as it is in economics and political science. Customers, like firms and governments, are neither unified nor rational.
Any point that important is worth making again, particularly as part of my recent litany of problems with requirements, as traditionally conceived. Rather than repeat what I already said, I present you with a pungent example, ripped from the pages of Two-Fisted Tales Of Product Management.
Welcome to my inaugural blog on Telecoms. For readers I don’t know I have worked in the industry for over 20 years, and over the past few years have been interviewed by a wide range of media in connection with market developments in the sector. Here at Forrester I cover Telecoms Strategy and write for Vendor Strategists.
Now that the end-of-the-quarter madness is out of the way, I've had time to finish my inaugural podcast, under the guise of The Heretech. (That's the name of the blog where I cross-post, in case you didn't know.) The heresy motif helps explain some of the attempts at humor, if they seem a bit opaque.
This first episode features an interview with my colleague Oliver Young, who has lots of interesting things to say about social media and how B2B buyers are using them to inform their decisions. Oliver has been instrumental in collecting and analyzing survey data about this topic. As an added bonus for listeners, we discover why Oliver will never be welcome on the East Coast ever again.