Funnily enough, this was the question that came up at a workshop on social technology strategy, which I ran to coincide with the publication of “Social Business Strategy.” To put it into context, we were discussing the development of social media policy guidelines and how secure Facebook is as a social network. One of the participants was suggesting that Facebook can be secure because you can restrict the content to be visible to just your friends. At this point another participant jumps in with this wonderful one-line response:
“Yeah, but you are only as secure as your dumbest friend!”
Your workforce is mobile and loving it. They love it because they can get things done anywhere, anytime, on any device. You can almost see happy tails wagging as they check their email. But they haver no idea how disruptive mobile devices are to the IT status quo. Sure, mobile email is a small dog to train. But what about mobile business apps? That dog is bigger than a rhinoceros.
To keep your workforce loving your business applications as they go mobile, you will have to redesign the fundamental architecture for delivering apps. The architecture of Client-Server (and Browser-Server) is inadequate. You will need to build from an architecture of devices and services. The mobile app Internet is that architecture: local apps (including HTML5 browsers) on smart mobile devices and cloud-hosted interactions and data.
My friend and colleague John McCarthy has written a seminal report for Forrester clients sizing the market for the mobile app Internet. In this report, he lays out the growth model for mobile apps (six drivers of growth), segments the market for mobile apps+services (mobile apps, application development, mobile management, and process reinvention), and sizes the total mobile apps+services market ($54.6B by 2015).
This is an important report. Everybody should read it. Here's my take on what it means for content and collaboration professionals:
Starting with CES in early January and through the Mobile World Congress last week in Barcelona, the mobile industry has been in a feeding frenzy of announcement activity. At CES, it was centered on Android-powered tablets. During the Mobile World Congress, it was about the big Microsoft/Nokia deal and vendors scrambling to differentiate their Android handsets.
But behind all these announcements, there is a broader shift going on to what Forrester calls the mobile app Internet and the accompanying broader wave of app development and management. We have just published a report that explores the different vectors of innovation and sizes the mobile app Internet from an app sales and services opportunity.
The report looks at the three factors beyond hardware that will drive the market:
Even at $2.43/app, the app market will emerge as a $38B market by 2015 as more tablets and smart phones are sold and the number of paid for apps per device increases due to improvements in the app store experience.
A perfect storm of innovation is unleashed by the merger of mobile, cloud, and smart computing. I see innovation coming from the combination of apps and smart devices like appliances and cars, improved user experience around the apps by better leveraging the context from the sensors in the devices, and enabling the apps to take advantage of new capabilities like near field communications (NFC) for things such as mobile payments.
As I’ve been researching my upcoming report on smart city governance, the topic of integrated customer call centers keeps cropping up. What is 3-1-1, and what does it mean for city governance?
In the US, the telephone number 3-1-1 was reserved by the FCC for non-emergency calls in 2003, and cities and counties across the country have since implemented comprehensive call centers to facilitate the delivery of information and services, as well as encourage feedback from citizens. Access has since extended beyond just the phone to include access through government websites, mobile phones, and even social media tools such as Twitter or applications such as SeeClickFix or Hey Gov.
As a means of background, 3-1-1 services are generally implemented at the local level – primarily at the city or county level – with examples of calls including requests for:
Have you ever heard a business process professional pose these questions?
“How are other organizations managing their BPM efforts?"
"How are their teams structured?"
"Are we like other companies?”
We often hear these types of questions from business process executives who are involved in Forrester’s Business Process Council. To help shed light on how other companies approach BPM, we recently interviewed Business Process Council member Jeff Stone from Cabela’s and asked him to share the story of its BPM program — why it was started, his biggest challenges, and biggest successes.
1. Where are you right now in your BPM journey?
[Jeff Stone] Today we are beginning our BPM journey, but we have already put significant infrastructure in place to support our vision.
2. Is your BPM initiative being driven by a senior executive, from the grassroots, or both?
[Jeff Stone] Our BPM initiative is driven by our Lean Six Sigma Process Improvement Team, which ultimately reports to our COO. We also get strong support from our EA team.
3. What was the catalyst/driver for the creation of your BPM CoE?
[Jeff Stone] Because in our mind BPM is a culture, not just a framework or a system, we felt assembling a cross-functional CoE would provide the best chance of success. This is the reason we combined technical, business, process improvement, and change management expertise in the CoE.
4. How did/do you evangelize the need for a BPM initiative and/or the related change management activities surrounding it?
With Cisco's shuttering of Cisco Mail, multitenant cloud email is now (as my colleague Chris Voce called it) a battle royale between Microsoft, Google, and IBM, where the winner will have products, scale, sales channels, and big ecosystems of support.
I am not surprised that Cisco bailed on cloud email. All the signs were there:
The company overpaid for PostPath in the midst of a buying spree. PostPath (which made some folks a lot of money when it sold for $215M) was just one of 17 acquisitions Cisco made in 2007 and 2008. Clearly Cisco was feeling confident that it could buy its way into new markets. (And it did with WebEx.)
Cisco Mail was always to be released "any day now." It's fine to preannounce a product so that buyers know it's coming. But Cisco Mail never quite got shipped. The one reference customer never returned my phone calls.
Cisco's collaboration platform doesn't require email. Messaging is one of the four big boxes of collaboration stuff. (The others are conferencing, workspaces, and social technology.) Messaging in particular can be carved out and offered separately. Cisco doesn't need email. It has WebEx and video conferencing. (The jury's still out on presence, chat, video hosting, and social technology.)
The tech industry has generally enjoyed a good reputation with the public and with politicians -- unlike those "bad guys" in banking, or health insurance, or oil and gas. However, analysis that I have done in a just-published report -- Caution: IT Investment May Be Hurting US Job Growth -- suggests that this good reputation could be dented by evidence that business investment in technology could be coming at the expense of hiring.
Some background: In preparing Forrester’s tech market forecasts, I spend a lot of time looking at economic indicators. Employment is not an economic indicator that I usually track, because it has no causal connection that I have been able to find with tech market growth. However, given all the press attention that has been paid to an unemployment rate in excess of 9% and monthly employment increases measured in the tens of thousands instead of hundreds of thousands, it has been hard to ignore the fact that US job growth has been remarkably feeble in this economic recovery.
Like many connected with IBM as an employee, a customer, or an analyst, I watched IBM's Watson beat two smart humans in three games of Jeopardy. However, I was able to do so under more privileged conditions than sitting on my couch. Along with my colleague John Rymer, I attended an IBM event in San Francisco, in which two of the IBM scientists who had developed Watson provided background on Watson prior to, during commercial breaks in, and after the broadcast of the third and final Jeopardy game. We learned a lot about the time, effort, and approaches that went into making Watson competitive in Jeopardy (including, in answer to John's question, that its code base was a combination of Java and C++). This background information made clear how impressive Watson is as a milestone in the development of artificial intelligence. But it also made clear how much work still needs to be done to take the Watson technology and deploy it against the IBM-identified business problems in healthcare, customer service and call centers, or security.
The IBM scientists showed a scattergram of the percentage of Jeopardy questions that winning human contestants got right vs. the percentage of questions that they answered, which showed that these winners generally got 80% or more of the answers right for 60% to 70% of the questions. They then showed line charts of how Watson did against the same variables over time, with Watson well below this zone at the beginning, but then month by month moving higher and higher, until by the time of the contest it was winning over two-thirds of the test contests against past Jeopardy winners. But what I noted was how long the training process took before Watson became competitive -- not to mention the amount of computing and human resources IBM put behind the project.
As we witness truly historic events in the Middle East brought about in part by citizens empowered by social networks, we are also seeing disturbing trends that may yet result in social networks becoming a force for evil.
Today, the popular online content-sharing site SlideShare released an audio/video/web conferencing solution called Zipcast. At face value, this is yet another entry into an already crowded web conferencing market. What makes this different is SlideShare is home to the sales and marketing presentations of 45 million users. This makes Zipcast a natural extension of that content store, allowing SlideShare clients to hold inexpensive webinars for prospects. SlideShare's offering is compelling:
It has a good set of features. Zipcast provides many of the presentation tools sales and marketing pros expect when hosting a webinar. There's streaming audio and streaming video of the presenter. Slides can be pushed to the attendees and -- in a nice twist that stays true to their roots -- said attendees can advance slides independent of the presenter.
It's inexpensively priced. Zipcast is available to SlideShare Basic (free) and SlideShare Pro customers at no extra cost. Pro customers get added benefits, such as an option to host password-protected meetings and use an audio bridge from FreeConferenceCall.com. Considering Pro licenses start at $19/month, this severely undercuts WebEx and GoToMeeting pricing.
It's optimized for the Splinternet. If you've been following the work of my colleague Josh Bernoff, you know that when we refer to the "Splinternet," we're talking about the Internet's fragmentation thanks to mobile devices, social networks and password protection. To deal with this, Zipcast is an HTML5 application that also runs as Flash for browsers not currently supporting that standard. And to allow for quick access to meetings, people can enter through a SlideShare profile or with Facebook Connect.