Forrester has a new book coming out soon entitled Empowered written by two Forrester analysts. Its focus is on the power of social technologies in the hands of the general public and what this means for businesses. Although the book concentrates on sales and marketing, the implications for learning are huge. Empowered challenges businesses to give their employees the power of social technologies to respond quickly to customer needs. No one knows the customers better than the employees who work with them daily so “unleash” these employees from the established process and boundaries and encourage them to come up with solutions to customer problems, to issues in the work environment, and even to learning topics. The book’s vivid examples show the dangers of remaining in a status quo mode. It also profiles innovative company employees (called HEROes) who have generated approaches using technologies that have made a major difference in their companies’ ability to communicate quickly and successfully with customers. The message of the book: To succeed with empowered customers, you must empower your employees to solve customer problems.
TECH DEVELOPMENTS: I have been re-reading Clayton M. Christensen’s The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail in preparation for a session that Chris Mines and I are running on adapting to the Next Big Thing at Forrester’s IT Forum 2010.* Last week, I attended SAP’s SAPPHIRE NOW conference in Orlando, listened to co-CEOs Bill McDermott and Jim Hagemann Snabe, and met with McDermott along with other Forrester colleagues. The juxtaposition of the book and the event caused me to wonder: is SAP like one of the highly successful companies in Christensen’s book that failed to adapt to disruptive technologies? As Christensen noted, “the managers of the companies studied here had a great track record in understanding customers’ future needs, identifying which technologies could best address those needs, and in investing to develop and implement them.”
Everything that McDermott and Snabe said was consistent with these characteristics. They talked about how companies were facing a world of mobile, empowered customers; their need to be connected with each other to optimize the value chain through to the end consumer; the desire for new process flows; and the importance to them of fast decision-making. They identified a combination of on-premise, on-demand, and on-device solutions that SAP will be offering to meet these needs. They discussed SAP’s investments and new offerings in these areas, including its acquisition of Sybase for its mobile solutions and real-time analytics capabilities.
I’m excited to be returning to the ideas of the Personal Cloud report that I published last July. In that report, I described how computing by individuals will shift from being device-centric, as it is today, to be being information-centric across devices and online services. Think of Personal Cloud as the following idea:
Federated sets of Internet-based digital services for individuals that act as a permanent and flexible resource to:
1) organize and preserve personal information, documents, media, and communications;
2) deliver that information on demand to any device or service; and
3) orchestrate integration of personal information across all digital devices and services.
Personal cloud service providers will build a combination of a data center cloud software platform, browser-based code to enable rich Web experiences, and device-level player or presentation code for richer experiences than the browser can provide, including offline access. And they will create an ecosystem of complementary software and service providers on top of their own offerings.
Tomorrow, Thursday, May 27th, I’ll be hosting a panel on Personal Cloud at the Forrester IT Forum with three executives at companies that are building elements of the personal cloud ecosystem:
It’s that time of year again! We’re thrilled to be kicking off IT Forum at The Palazzo in Las Vegas with more than 1,100 attendees on site.
You told us loudly and clearly to take on the topic of Business Technology (BT) but to put it in realistic, get-it-done terms. And that’s what we aim to do this week.
Our roster of main stage speakers includes Stephen Gillett, CIO and GM, Digital Ventures, Starbucks; Ursula Burns, Chairman and CEO, Xerox; Roland Paanakker, CIO and VP of Lean Business Solutions, Nike; Joe Eng and Drew Martin, CIOs of JetBlue and Sony Electronics, respectively; and Forrester’s very own George Colony, Ted Schadler, Alex Cullen, and James Staten. Add to that about 80 track sessions and a host of one-on-one opportunities with our analysts, and this adds up to what will be a highly productive and enjoyable event.
If you can’t attend, be sure to check out the highlights of the speeches and the Twitter stream below. And by all means, make sure you get here next year.
Today's Live Stream
9:00 a.m.-9:15 a.m. PST
Welcome And Setting The Stage
Tom Pohlmann, Vice President, Forrester
While I started my previous blog post with the observation that KACST was not a “city,” Caroline Spicer, Strategy and Market Development Leader for IBM Global Business Services, made the point later in the day that there is not “a city” but many models of cities depending on future vision. There are a couple of points to draw out here. There is not one model of a smart city. Cities can focus on particular initiatives based on their leaders’ (and their constituents’) priorities and vision for the future of the city. As Caroline pointed out these might be:
The well-planned city – focused on urban design and development
The healthy and safe city – focused on health
The sustainable eco-city – focused on the environment
The city of innovation – focused on science and technology, the knowledge base
The city of commerce – focused on trade and retail
The cultural or convention hub – focused on tourism
At Forrester's IT Forum EMEA 2010 this year, cloud computing is one of the hot topics that everyone wants to talk about. There are so many implications for every IT professional from CIO on down. Forrester Principal Analyst James Staten has become one of the most widely read and influential analysts on the topic and will be presenting his ideas at both the US event in Las Vegas next week and Lisbon June 9-11. We decided to get some insight into his event content plans to get the dialog going.
YATES: Hi James. You've been researching cloud computing for a couple of years now. What new ideas and lessons will you bring to our Forums this year?
STATEN: I want everyone to know that cloud computing is no longer an "if" but a "when." You must take steps now to understand what it really is, how and where it can deliver value to your organization and how you need to approach managing it. Is it best to stick with SaaS or should you be deploying new services directly to the public clouds like Amazon EC2 or Windows Azure? What applications are candidates for the cloud, and which should remain in-house? And for how long? Those are the questions I'll be tackling in my keynote speech in Las Vegas. In the track sessions in Las Vegas and Lisbon, we'll be diving into justifying your cloud investments. We'll review the ROI of cloud computing, identify the most efficient uses of infrastructure cloud services, apply what others have learned to our attendees' organizations.
One of the themes of my research has been how information worker adoption of technology in general, and collaboration technology specifically, affects IT decision-making. Inevitably, this has led me down the path of studying the phenomenon of rank-and-file employees provisioning their own technology outside the auspices of IT – a phenomenon Forrester labels Technology Populism (though I won’t kick if you want to call it “consumerization of IT”). Very shortly, I’ll be publishing a report that shows not only is Technology Populism a reality, but that it is affecting how technology is officially adopted by businesses. What our data shows is that sizable portions of the information workforce played a role in the selection of their desktop computer (13%), laptop computer (33%) and smartphones (66%). This got me thinking about what this means for technology decision-making in business.
We at Forrester often talk about the transition of IT to BT (Business Technology) – which is our shorthand for talking about lines of business taking a central role in the selection and management of technology. It reflects a need for technology decisions to be oriented toward business outcomes and for business leaders to have greater say in picking the tools their employees use. But this is still a high-level story: it is a tale of executives picking technology for the end user. Technology Populism is specifically about end users taking on this role; and that businesses are seeing benefits (re: cost savings) in allowing this suggests that there may be another concept here beyond IT to BT.
A couple of weeks ago, we asked you to submit your questions for Stephen Gillett, EVP, CIO, and GM, Digital Ventures, Starbucks. Stephen will be giving a keynote address on how to elevate the role of the traditional CIO to that of a digital business leader next week at Forrester’s IT Forum. Thank you for your questions – they didn’t disappoint. Without further ado, here are the top questions we received, along with Stephen’s answers:
The rise and rise of cloud has been dominating the headlines for the past few years, and for CIOs, it has become a more serious priority only recently. People like cloud computing. Well - at least they like the concept of cloud computing. It is fast to implement, affordable, and scales to business requirements easily. On closer inspection, cloud poses many challenges for organizations. For CIOs there are the considerable challenges around how you restructure your IT department and IT services to cope with the new demands that cloud computing will place on your business - and often these demands come from the business, as they start to get the idea that they can get so many more business cases over the line for new capabilities, products and/or services, as they realize that cloud computing lowers the costs and hastens the time to value.