Forrester expects two different patterns of urbanization will emerge in Asia Pacific, excluding Japan (APEJ), each with its own rate of technology adoption, maturity of implementation, and ways in which cities will use technology to support urbanization. Forrester defines two categories of urbanization: cities in countries with low-to-moderate urbanization (LMU), and those with high urbanization (HU). Each of these is prevalent in a different set of countries, has different technology requirements, and will emphasize a different set of technology underpinnings for its eGovernment efforts.
LMU cities will focus on automation of basic tasks. LMU cities will remain focused on basic automation and bridging the digital divide, tilting heavily toward hardware, platform software, and packaged applications.
HU cities will focus on more efficient ICT infrastructure. HU cities will be more focused on upgrading legacy systems and modernizing the existing infrastructure to support open government and shared services concepts.
Nevertheless, Forrester predicts that seven technologies will be common to all cities to underpin their efforts to grapple with urbanization:
Cloud Computing: From Hype To Reality For Cities.
Mobile Apps And Devices: Faster Link-Up With Citizens.
Virtualization: A First Step Toward Cloud.
Social Media And Collaboration: Opening Up Two-Way Communication.
Analytics: Making Informed Decisions.
GIS: Beyond Mapping.
Security Software And Systems: From Information To Physical Security.
This was possibly the most important Nokia World event ever. Nokia had to demonstrate that it can deliver against its plans. In February 2011, Nokia communicated its intention to team up with Microsoft to develop its new platform and to “entrust” its Symbian operating system to Accenture. In total, 3,000 visitors from 70 countries attended Nokia World 2011 in London to hear and see what the “new Nokia” looks like.
In essence, it was clear what Nokia World 2011 would be all about before the actual event had even started. Nokia had to produce a device that can take on the iPhone and the Galaxy. At the event, Nokia announced the launch of the first “real Windows phone” in the form of the Lumia 800. The result is an impressive device that certainly secured Nokia a seat at the table of the tripartite of leading smartphones platforms.
At a price point of €420, the Lumia 800 impresses through a very intuitive and refreshing interface. And yes, the choice of Microsoft as a partner has certainly produced the best ever Nokia device. It will give Apple and Samsung a run for their money. It was all the more noticeable that Microsoft was absent during the key note address. Nokia also unveiled its emerging market flagship "Asha" device series, which sits somewhere between feature and smartphones. The Asha family comprises four models that target the youth segment in emerging markets. These devices are priced between €60 to €115, feature touch and QWERTY, games like Angry Birds, and one of them is also dual SIM.
In recent weeks, Sprint’s shares have been hammered. The share price has fallen by 40% since the beginning of the year, reflecting investors’ concerns about the long-term position of Sprint in the US wireless market. Not surprisingly, Sprint has been the most vocal opponent of the planned $39B acquisition of T-Mobile US by AT&T, which was announced in March 2011. Sprint argues that the deal would manifest itself in a loss of competition in the US wireless market if the fourth- and second-largest wireless carriers in the US merge (Sprint is No. 3). The US Department of Justice (DoJ) seems to share this concern and blocked the acquisition in August 2011 in order to preserve a vibrant and competitive marketplace.
Despite the DoJ’s opposition, most observers expected some form of compromise to emerge, even if it took a court fight to do so. Both AT&T and Deutsche Telekom (DT) reiterated their eagerness to pursue the deal as the DoJ announced its decision. However, in our view, Sprint’s challenging situation increases the likelihood that the deal will not go through as planned: Sprint looks weaker now than several months ago. Its announcement in October 2011 that it will take on additional debt to fund the rollout of its LTE network only increases liquidity concerns. This will sway the DOJ’s position further toward rejecting the deal for good in an effort to support a healthy US wireless market.
HP made the right decision today to keep the Personal Systems Group. Beyond the reasons cited, supply chain and sales synergy and expense of spinning out, it's also crucial for HP to remain in the market for personal devices, which is entering a period of radical transformation and opportunity. The innovations spawned first by RIM with the BlackBerry, followed by the transformative effects of Apple's iPhone and iPad are beginning to ripple into the PC market. Apple's MacBook Air and Lion operating system, combined with Microsoft's Metro interface for Windows 8 herald the beginning of a transformation of personal computing devices. By keeping PSG, HP has the opportunity to innovate and differentiate in the PC market that will move away from commodity patterns.
For vendor strategists at vendors of all sizes, one of the lessons of HP's decision is that consumer businesses are becoming more relevant to succeeding in commercial products for end users. During the announcement call today, CEO Meg Whitman talked about the importance of "consumerization" in winning business from enterprises. I heartily endorse that view and look forward to sharing a report soon on how consumerization is changing commercial product development.
Do you think consumerization was a part of why HP kept PCs?
What effect do you think consumerization will have in IT markets?
First, European leaders appear to have reached agreement on a three-phase initiative that will 1) reduce the debt burden on Greece by about half, reducing its debt-to-GDP level to a potentially affordable level of 120%; 2) push European banks to increase their capital by about $150 billion so they can better withstand writedowns on their portfolio of Greek, Portuguese, Irish, and potentially other government debt; and 3) increase the funding for the European Financial Stability Facility to about €1 trillion (US$1.4 trillion) in order to extend credit if needed to Italy and Spain in addition to Greece, Italy, and Portugal. Taken together, these initiatives if followed through will go a long way to defusing the debt problem that has hung over European economies. It is premature to say the European debt crisis is over -- European leaders have consistently been several months late and several hundred million euros short of the aggressive rescue efforts that the US took to deal with the Lehman Brothers financial crisis. Still, this is the first time that European leaders have come up with a plan that matches the scope of the problem they face. While weak economic growth and continued downturns in most heavily indebted European countries will still persist, we think the risk of a serious recession in Europe may have been averted.
It’s easy to bash incumbent telcos, to count them as being among the losers in the digital revolution. Cloud services players are taking business from telcos in the storage and server capacity space. Over-the-top providers are free-riding on the telco infrastructure. Software firms are eating into the communication business. Regulators are pressing for further price reductions. And to top this scenario, telcos are continuing to undercut each other in price wars.
During a round of executive discussions with Forrester, Orange Business Services (OBS) has shown that against these odds, it keeps a pretty even keel regarding the most hyped topics in ICT, most notably cloud and mobility. OBS is selective in its cloud offerings, focusing on UCaaS and IaaS. UCaaS is a natural extension of its communication business and thus falls into OBS’ home turf. All telcos should see communication services from the cloud as a natural extension of what they have always done.
OBS’ drive into IaaS, meanwhile, looks like a less convincing pitch. Its IaaS offering essentially comprises a virtual data centre offering with virtual firewalls and load balancing. The question is: How OBS can compete against the dominant cloud players in the storage and server space? In the short term, such an approach is conceivable. However, OBS will need to provide a much broader range of virtual infrastructure choices to avoid slipping into a low-margin market segment.
My colleague Gene Leganza has pulled off a consumerization coup for enterprise architects (EAs) and those who work with them. EAs must wrestle with the best way to harness the innovation of HEROes -- highly empowered and resourceful operatives (the protagonist of our book Empowered) -- while protecting the long-term interests and technology strategy of your company. To do so, they need to assess and come up with a strategy for the major consumer technologies coming in through the employee door.
Gene has done a real service to categorize and deliver a strategic assessment on the most important consumerization technologies, including business collaboration, file sync, tablets, and self-service business intelligence. He did this using Forrester's TechRadar methodology in a report titled, "TechRadar For Enterprise Architect Professionals: Technologies For Empowered Employees: Q4 2011." For content & collaboration professionals, this TechRadar includes an assessment of business collaboration, a category fueled by employee-purchased technologies such as Google Docs, Smartsheets.com, and Huddle.
Mobility in the enterprise is a goat rodeo waiting to happen. Are any of these things going on in your company?
Building customer mobile apps that don't tie into the .com site.
Coding for iPhones while leaving Android phones unserved.
Forcing a session login to a mobile collaboration app that keeps employees from bothering.
Locking down employee devices when email is the only app on it.
Failing to have the network and hardware to handle an explosion in transaction volume.
If so, you're not alone. It's natural in a fast-moving environment to tackle things piecemeal in the hope that you can handle the problems later. But that approach leads to chaos and confusion and lack of coordination. And that can lead to huge problems that are happening already or are lurking just behind the goat rodeo gate.
It's time to take a deep breath, call an offsite meeting, and put a mobile strategy playbook together. In a recent report for Forrester customers, Building An Operations Stairway To The Mobile Future, my colleagues and I mashed together seven things that have to come together to make mobile operations work. It's not the full chapter list in the playbook, but it's a good operational start.
I spend a lot of time delivering PowerPoint presentations, pitching ideas and data and hopefully some pizzazz and inspiration. And that means I'm lugging my 7-pound laptop and 1-pound charger around, projecting via a dodgy VGA cable with doubtful video qualities, and mouseclicking my way through the story. It's all good because it's all I've ever known. And it beats swapping foils on an overhead projectors. (Why do they call those transparencies foils??)
But, sometimes it would be so much more convenient for me to toss my 1.3-pound iPad2 sans charger into a small bag, hop on the US Airways Shuttle to New York, and pitch the deck while leaving the laptop and charger at home. And if it's true for me, then it has to be true for your iPad-totin' sales teams.
Until now, I've not found a decent PowerPoint solution on iPad. As much as I believe that Microsoft will eventually offer PowerPoint on iPad, I need an answer now. Apple's Keynote requires a big adjustment for me (and for the rest of my ecosystem), and PDF rendering kills the thrill of PowerPoint builds and messes up my storytelling punchlines.
Then along comes SlideShark from online presentation vendor Brainshark. It's animation-complete, hassle-free, PowerPoint-on-iPad (PoiP). So far it works like a champ.
Brainshark is known for its ability to host presentations with voiceover and other stuff as a way to train sales folks and others online and on mobile devices. The company has been around since 1999 and has won over many enterprise customers. Their favorite factoid is, and I quote, "A Brainshark is created every 3 minutes and viewed every 2.5 seconds, with over 1 million views/month."
It's strange, but some things about the CIO role change very little from year to year -- and one of the most consistent priorities for CIOs has always been achieving better "alignment" with “the business.” But should this really be a top priority?
I can’t help it, I really dislike the term “alignment” -- it suggests to me that CIOs are trying to bring together two separate and distinct things: “the business” and “IT.” But the really successful CIOs already know this specific language sets everyone up to perceive IT as something apart from the business. And we all know that every business has technology woven intricately throughout -- to suggest technology is not a vital part of business success is simply wrong. So instead of talking about aligning IT with the rest of the business, we need to focus on ensuring the business is using technology to achieve defined goals and deliver business results.
Unfortunately, for many companies, IT appears to be in the software development business -- responding to “orders” from “internal customers” and busily delivering applications. CIOs need to ask: “what business are we in?” For most CIOs, the answer will undoubtedly NOT be the technology business. For these CIOs, the most precious skill IT can bring to the organization is business knowledge and process understanding coupled with technology know-how. By helping identify how technology can change the business dynamics and move the organization more efficiently toward its objectives, IT becomes the foundation for competitive advantage. In other words, IT needs to be in the business of helping shape business strategy.