BP&A Senior Analyst Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way – without the usual bloat and excessive overhead associated with enterprise BPM initiatives.
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You don’t need to be a scientist to boost your business with applied mathematics
On 22/9/09 SPSS Inc. announced a new certification process to confirm an individual’s expertise with some of their statistical solutions. “Look at this”, I thought “sophisticated software still requires experts to unfold the value they can provide”. Being a physicist by background, I like it how applied mathematics can improve business. However, not everyone sees beauty in algorithms or is interested in statistics.
Yesterday’s announcement that the Clear service could soon be baaaaack, along with a spate of recent client questions on electronic credentials and biometrics, have triggered this post.
My colleague Andrew Jaquith’s analysis of the myriad problems with the way that Verified Identity Pass and the TSA handled the Clear shutdown in June (including the potential for customers’ PII to be sold off) was spot on.
Remember that great song... "Can't get no... Satisfaction..." Some how I think that is the national anthem of most customers. Why is it so freaking hard to get satisfaction?
I found out it's not really that hard if you have getsatisfaction.com In an interview with the company's CEO, Wendy Lea and her team, I learned a lot about how they are helping companies hear and respond to the voice of the customer...
GetSatisfaction is the brainchild of Thor Muller, Amy Muller and Lane Becker. They wanted to make a difference. They wanted to use software to enable a better world. There in the heart of South Park - they came up with a way to do that.
In our latest US and Global IT market forecast (http://www.forrester.com/go?docid=53305), Forrester stays steady with our June 2009 projections that the US tech market will start to recover from the downturn in Q4 2009, with the global tech market improving in 2010. However, the 2009 growth rate now shows a bigger decline than our earlier forecasts, for two reasons. First, cutbacks in capital investment, which had earlier been confined to computer and communications equipment, spread in the first half of 2009 to licensed software, causing big declines in this category of tech purchases. Second, upward revisions to US IT investment data in 2007 and 2008 by the US Department of Commerce raised the base periods for measuring 2009 growth, making the 2009 declines even greater than before. Thus, we now project a -9.3% decline in US tech purchases in 2009, compared to a 5.1% decline in our June forecast. But those revisions confirmed our position that a tech boom was starting to take shape in 2008, before being rudely interrupted by the September financial. The weak results in early 2009 also mean that the market will hit bottom sooner, setting a low base for year-over-year growth starting in Q4 2009 and into 2010.
The story is the same for the global outlook. 2009 now looks worse than our previous forecasts, but 2010 still looks like a year of solid recovery. One factor that will help reported vendor results (especially for US vendors) is the decline in the value of the US dollar against major currencies since March of 2009. The value of the dollar is now about where it was a year ago, so vendors will be able to report Q4 2009 revenues in US dollars that will be better than their currency-adjusted numbers.
Xerox may soon own ACS. A great move if you ask me - for tactical and strategic reasons. XGS -the services arm - has been making some "toe in the water" moves over the last few years towards BPO in markets such as E-Discovery, Mortgage Processing, and growing organically core processes such as invoice processing and customer on boarding. These made sense in the quest for higher value conversations with customers but did not have the juice to really transform the company into a services-led player of the 21st century or position the company to expand into cloud and SaaS offerings. This deal has the power to do just that -adding solutions, project and change management skills as well as a mature labor arbitrage infrastructure.
I had an interesting inquiry with a client that began with this question - "What is the defniition of a legacy application?" Yikes, I thought - this will be one of those long-ranging, rhetorical discussions that - at the end of the day - lacks the kind of decisive answer clients typically seek during inquiries. The client actually had a good reason for wanting an externally published, formal definition - an external entity was attempting to measure the company's risk by quantifying its exposure to "legacy."
I have grown weary of hearing excuses (for 20 years) from application development professionals about why they are challenged when it comes to developing and delivering applications that meet the expectations of the bus