Despite the economic situation, investments in BPM tools remain a key priority in many firms. Attracted by their performance-improvement potential, business stakeholders often adopt such tools from inside their functions and fail to recognize the overall impact at the enterprise level. The consequence? Many tool-based initiatives are counterproductive, making already intricate processes even more complex and difficult to support. As costs swell and projects become unmanageable, the responsibility of BPM falls onto the IT’s lap. As recent Forrester Leadership Board (FLB) research on “Driving Value With Process Improvement” illustrates, CIOs must step up to the mark and proactively embrace the responsibility for BPM-tools early in the life-cycle. To succeed, they must leverage their position in the enterprise as they:
Have a unique cross functional view of business processes. CIOs straddle all business units, developing portfolio of services tailored to each business function, and understanding each business users needs and expectations from technology. They are able to view processes which span all business functions, allowing them to disseminate best practices and knowledge, as well as being able to continuously refine processes. CIOs are business executives ideally placed to support the business in its process improvement initiatives.
CA is a vendor that already enjoys a leading position in overall network management. Its 2005 acquisition of Concord, which brought along the assets of the previously acquired Aprisma, instantly moved CA from an also-ran to one of the clear leaders. Concord was good, and CA has an impressive track record of growing that business since the acquisition. Still, there were some weaknesses with regard to more advanced performance analysis.
On September 14, 2009, CA finally addressed these performance gaps by announcing its intent to acquire NetQoS for $200 million. Based in Austin, TX, NetQoS is one of those exciting small companies that proved there is a better approach to many of the challenges we face. It is one of the true innovators in performance management of both infrastructure and applications.
Our last post on Gen X using Web 2.0 at work generated a lot of buzz in other blog posts, particularly at ReadWriteWeb.
One of the biggest comments had to do with how generations are defined.
At Forrester, we spent about a month looking at this question back in 2006 when we did our first generational analysis of the use of technology. (We've since updated that work in "The State Of Consumers And Technology: Benchmark 2008" -- available to Forrester clients.)
The more we looked, the more we realized that nobody frickin' knows. So we did what we comes naturally -- we researched it. We canvassed the universe. We read all the books and talked to a bunch of experts, mostly from the Agency world, where they know a thing or two about generations.
Since nobody had a definitive set, we create them based on blended average of the best references out there. Then we added a Forrester twist: What technology era does it correspond to? (Meaning, when they were teenagers, what technology was new to them.)
Gen Y: 1980-1991. This group started spending money in the mobile era -- it's still their defining characteristic. Mobile texting, making party plans on the fly while out, carrying their identity around in their phones, that's Gen Y. They don't think twice, they just do it. This group would love to use social media at work, but mobile's good enough for now thank you very much. They are 50% more likely to text while at work as Gen X (51% versus 36%.) As far as showing the rest of us the path forward, it's probably leading by example at this point in their careers.
Once apon a time ... the definition of an application was easy - firms built accounts payable, general ledger, purchasing, order entry, and other applications to meet the automation needs of the business. The applications were written as monolithic collections of functionality that were dedicated to accomplishing key business functions and had relatively clear boundaries.
However, over the years, technology shifts have resulted in "applications" that don't fit the earlier simplistic definitions. DLLs, Services / SOA, ASPs and Software-as-a-Service (SaaS) all bent the definition of an "application" from its previous form. Looking forward, Cloud computing promises to alter the definition once again.
Pitney Bowes announced it is launching a new production color printing system for high volume transactional mailers. Called the Pitney Bowes® IntelliJet™, it is based on a strategic alliance with HP and will use their color inkjet printing system to produce transactional statements. Under the Mailstream Solutions Management division, Pitney will now have a more complete document processing solution that can balance and support integrated in-bound and outbound communication. Prior to this, on the output side, Pitney was limited to on-premise output management software that provides authoring and workflow solutions to control and manage production. This alliance –to be hosted in Pitney Facilities – adds the hardware and finishing component. Tighterin-bound and outbound communication, and use of high-speed color print is an inevitable trend for transactional customer communications for the direct channel, and this is a step forward for Pitney.
If you’ve been reading my blog, you’ll notice that “shift” is a common theme here at with the Security & Risk team. We believe 2010 represents a shift in how CISOs will support their businesses. Today I wanted to write about how we drew some of these conclusions. This last summer, Forrester conducted a series of in-depth interviews of the various roles we serve. For me, that entailed 30 interviews with various security and risk executives. The goal was to better understand information security and risk priorities and how we can better meet those needs. I must say, it was unlike any research project I’ve undertaken at Forrester. Sure, we asked the normal questions like “What is your role and responsibilities?” and “What are your top priorities?” But I also had the chance to ask very atypical questions like “Who do you turn to for trusted advice?” and “What sources of information do you find most valuable.?”
As a result, we’ll be changing our research heading into 2010. We learned that:
Intuit announced todayits purchase of Mint.com for $170 million. The formerly bitter rivalswill together form a sizable community of registered users who manage their finances online. The move brings together synergistic, complementary assets:
On Friday we wrapped up a very successful Security Forum. I’m very pleased at how well the theme — navigating the new security & risk reality — resonated with the two hundred security execs that joined us in lovely San Diego.
For those who attended, let me send out a big THANK YOU. I know it’s a lot to take two days out of your schedule and, as always, we appreciate your attendance. And remember, you can head to the link above to get all of the presentations.
But now we must return to work and start implementing all of the insight we discussed. To help, I thought I’d take an opportunity to summarize this year’s top three takeaways, in no particular order.
Takeaway 1: Giant squids are the stuff of horror movies, and stand-up comedy. For those of you following along, you’ll know I struggled with whether I should incorporate the recent squid invasion of San Diego in my opening remarks. I did — and it went over well. I shall live to host another event.