Last week I took part in a podcast focusing on the "Future of the Service Desk." Unsurprisingly, this is a hot topic at Forrester for the I&O role. The standard equation for measuring service desk performance is simply the highest possible quality or customer service over the lowest possible cost. While simple on paper, the challenge to try and achieve this equilibrium is a complex conundrum for many service desk managers.
Developments such as the "consumerization" of IT further compound this issue. Service desk professionals now operate in a business environment in which their end users or customers are "tech savvy." This leads to a potential conflict spark point where IT customers believe that they have more IT know-how than the service desk. In some cases, this could well be true and it would be dangerous to dismiss these customers and their knowledge. So what is the answer? Well, on the podcast I explained that the service desk and IT as a whole has to focus on becoming "customer savvy" to embrace these pressures.
My colleague, Glenn O’Donnell, and I (do I sound like the Queen?) have delivered a Forrester report called “Improving The Ops In DevOps” inspired by the long-bemoaned tension between “change-the-business” (dev) and “run-the-business” (ops) IT teams and their activities, and the need for change.
This tension inflicts a detrimental impact on the business. In fact, most organizations suffer this curse, and stereotypes that reflect this animosity abound. Does this sound familiar? Ops people see dev people as sitting in their ivory towers cranking out code all day and wanting to release applications oblivious to real-world constraints; dev sees ops as cog-turners ensuring that the IT infrastructure doesn’t break under the strain of poorly written code. Chances are that your organization is not this bad. But this exaggeration is indicative of the tension between these two IT “tribes” and their opinions of each other. These stereotypes exist because organizational behaviors do exaggerate genuine conflicts, and both parties must act quickly to change.
Getting DevOps right will address many of the issues enterprises consistently have with IT, such as applications failing to meet both functional and nonfunctional requirements, delivery delays, increased costs, and an inflexibility to change. But is DevOps enough to save I&O from extinction?
Over the past months server vendors have been announcing benchmark results for systems incorporating Intel’s high-end x86 CPU, the E7, with HP trumping all existing benchmarks with their recently announced numbers (although, as noted in x86 Servers Hit The High Notes, the results are clustered within a few percent each other). HP recently announced new performance numbers for their ProLiant DL980, their high-end 8-socket x86 server using the newest Intel E7 processors. With up to 10 cores, these new processors can bring up to 80 cores to bear on large problems such as database, ERP and other enterprise applications.
The performance results on the SAP SD 2-Tier benchmark, for example, at 25160 SD users, show a performance improvement of 35% over the previous high-water mark of 18635. The results seem to scale almost exactly with the product of core count x clock speed, indicating that both the system hardware and the supporting OS, in this case Windows Server 2008, are not at their scalability limits. This gives us confidence that subsequent spins of the CPU will in turn yield further performance increases before hitting system of OS limitations. Results from other benchmarks show similar patterns as well.
Key takeaways for I&O professionals include:
Expect to see at least 25% to 35% throughput improvements in many workloads with systems based on the latest the high-performance PCUs from Intel. In situations where data center space and cooling resources are constrained this can be a significant boost for a same-footprint upgrade of a high-end system.
For Unix to Linux migrations, target platform scalability continues become less of an issue.
It's that time again, and we are busy updating our annual report, "The Top 15 Trends EA Should Watch." For this year, we have expanded the number of analysts contributing to the research, and we want to capture your thoughts condensed into 140 character sound bytes.
In addition to using the jam as research, we are going to prepare a second, special report citing key tweets and providing our analysis. We will make this report available on request to non-clients who participate, so come join us!
Info on the Jam
Hash tag: #forrtttj
When: Friday, 7/29, 10-11 a.m. Eastern time
Host: Brian Hopkins (@practicingEA)
Scope of the jam:
We predicted that 2011 would be about mobile, social, cloud and data. So far we have been right, but things are always changing. Some things we want to jam on:
What are the major technology landscape shifts you are seeing?
Are social, mobile, cloud and data still the big four or are there new things going on? What about each of these is interesting or vexing? What are the key shifts in client and vendor approaches?
What technologies are looming big on your radar this year and next?
Around the halfway point I'll steer the jam towards speculation -- what's going to happen that we don't expect?
1. We published a new report called, you guess it, "Mobilize Your Collaboration Strategy." It describes eight collaboration apps that employees need, crave, want, and are getting (with or without your support) on the mobile devices.
2. We also make the argument that client/server is the wrong architecture to deliver mobile collaboration apps to a workforce already expert in iPhone, iPad, Android, and BlackBerry and trained by Angry Birds and Google Maps. The right architecture is the mobile app Internet -- read more about that here. See our complete analysis and a forecast of the size of the mobile apps & services market in a Forrester report here.
3. Our Content & Collaboration IT clients have found this report and presentation a good way to introduce mobile strategy and the mobile app Internet to their teams. (We've delivered it a half a dozen times in the past few weeks.)
The cyberinsurance market today represents only a tiny segment of the overall insurance industry, and a recent Forrester paper on the topic identified that only a very small percentage of organizations that have purchased business insurance have also purchased cyberinsurance. Many insurance companies, however, are now estimating a period of significant growth in this area, and recent conversations suggest that more companies are either interested in this coverage or have recently purchased such policies.
I'm interested to know where your organization sits on this topic. If you have a minute, please respond to our short poll on the topic.
You can find the poll in the right column of this page, below the “About the Analyst” or “About this Blog” section.
Today, 22% of employees say that they have used a non-IT-provisioned service over the Web to perform their job function —not to update their Facebook accounts, but to do real work.[i] Many employees are no longer relying on IT to provision, manage, and run their technology because they feel IT is too slow and puts unnecessary restrictions on their use of technology. Many customers expect on-demand information, customized user experiences, and mobile apps that IT is expected to deliver quickly, cheaply, and reliably. Some CIOs have reacted to this shift by vigorously defending their turf from these encroachments. Others have ceded control to third-party service providers and business managers who now make their own technology decisions.
Electronic signatures are gaining momentum and becoming an increasingly popular topic of discussion among Forrester clients. In retrospect, today’s e-signature users will be seen as early adopters. And in 10 years, the dominant form of signature will be digital, with adoption driven by rampant uptake in consumer technology — particularly mobile applications with embedded signing authority. It’s a vision that helped push this SaaS-based acquisition — but it’s only part of the story. Today, many vendors integrate with Adobe LiveCycle, which has a digital signature available in its Forms product. Adobe Forms has a strong signing capability, but did not provide a well-integrated platform for handling documents or executing agreements, including such functionality as hierarchical signing, embedded PKI support, separate forms management, adding fields at the time of signing, or electronic evidence. These had to be developed with other LiveCycle components, such as BPM, or with other e-signature solutions such as those from Silanis, DocuSign, and ARX. As it’s Monday morning, I’ll make it simple. Until the EchoSign acquisition, Adobe allowed you to send a form for signing — but had limited signing applications out of the box. Further, EchoSign is a hard-charging company with a SaaS solution that emphasizes simplicity, but it did not focus on IT buyers and had fewer authentication options. This acquisition is a great fit for both: Adobe will provide more solutions capability and IT focus and gets a full e-signature application. Initially, EchoSign will be part of Adobe’s online document exchange services platform and be integrated with Adobe’s SendNow for FormsCentral for form creation.
Customers expect the same experience every time they interact with a company — whether it be when researching a product, completing a sales transaction, or getting customer service — over all the communication channels that a company offers. They also expect companies to have an understanding of their past purchase history and prior interactions. Finally, customers further expect that each interaction with a company adds value to their prior interactions so that, for example, they do not have to repeat themselves to a customer service agent when being transferred or when migrating from one communication channel to another during a multistep interaction.
How many companies can deliver a consistent service experience in this scenario?
Three fundamental elements are needed to deliver a consistent customer experience across all communication channels:
A unified communications model. Companies need to queue, route, and work on every interaction over all communication channels in the same manner, following the company business processes that uphold its brand.
A unified view of the customer. Each agent needs to have a full view of all interactions that a customer has had over all supported communication channels so that the agent can build on the information and experience that has already been communicated to the customer.
Unified knowledge and data. Agents need to have access to the same knowledge and the same data across all communication channels so that they can communicate the same story to their customers.