After months of diligent product and vendor evaluations, today we published The Forrester Wave: Enterprise GRC Platforms, Q4 2011. In the next few days, we will also publish The Forrester Wave: IT GRC Platforms, Q4 2011. These two reports feature a total of 20 vendors, all with proven capabilities to help customers tackle their continuously mounting regulatory challenges and manage their complicated risk profiles.
Why two Forrester Waves?
Governance, risk, and compliance functions within large and medium enterprises demonstrate tighter collaboration all the time... audit is working more closely with risk, and compliance programs are consolidating under more centralized control. However, Forrester still sees a gap between the requirements of those responsible for IT risk and compliance and the requirements of those managing risk and compliance outside of IT. No doubt, there is often substantial overlap between these groups, and many of the vendors evaluated have customers using their products to supports both IT and enterprise GRC functions. You’ll notice that of the roughly 60 evaluation criteria for each Wave, there are only 3-4 that differ between them. For now though, they remain basically two distinct markets.
So, what did we learn from the countless hours of briefings, demos, customer surveys, and other research we did for this Wave?
As we move toward 2012, I can guarantee that many I&O leaders will have reviewed/defined what their strategy priorities are for the coming year, 3 years and maybe 5 years are. Hands up though: Who has had in-depth planning conversations around I&O people skill requirements?
I am not just talking about what technology skills are required to support these strategy initiatives but about I&O professional or soft skillsrequired to ensure that your I&O function survives and prospers during the evolution currently happening in the world of enterprise IT - How many hands are still up?
During a recent Forrester I&O Leadership Council meeting, I led an interactive session based on my recent I&O Council exclusive report entitled "Tomorrow’s I&O Leaders Require An Equal Blend Of Technology And Business Acumen." This session utilized the results of an I&O Council Leadership survey to analyze what skills are required by successful I&O leaders and which skills should I&O executives be looking for when recruiting high-performing teams. From a high level the results show the following:
The results may already be pretty clear to you but how will you develop business and industry experience personally? How will you work with HR to ensure that these skills are uncovered during future recruitment processes? Also take a look at the executive-level skill requirements - do you think that these are easily applicable to a CEO role as we progress through this decade?
Neither The Economist magazine nor the Organization for Economic Cooperation and Development (OECD) is known for being alarmist. So one pays attention when The Economist in the lead item ("Is this really the end?"; see also "The euro: Beware of falling masonry") in its November 26issue stated: "The chances of the euro zone being smashed apart have risen alarmingly, thanks to financial panic, a rapidly weakening economic outlook and pigheaded brinkmanship." The OECD had similar strong words of concern in its press release ("OECD calls for urgent action to boost ailing global economy") announcing its latest "Economic Outlook": "Decisive policies must be urgently put in place to stop the euro area sovereign debt crisis from spreading and to put weakening global activity back on track."
For me, the economies of the European Union (EU) have disturbing similarities to the ocean liner RMS Titanic as it steamed across the Atlantic on that fateful trip in 1912. From the start when Greek debt crisis surfaced in early 2010, the leaders of the EU have consistently done too little, too late to keep the problem contained and manageable. The steps that could have been taken to change course were not taken. Instead, the EU ocean liner stayed on its course, right into the path of an iceberg of financial panic.
I would like to take couple of minutes to introduce myself and the research topics I’m working on. I came to Forrester through the acquisition of Springboard Research and specialize in helping Vendor Strategy Professionals understand trends in IT services and outsourcing in Greater China.
With my latest research paper, “Driving Outsourcing Success In China,” I want to help vendors raise awareness on the Chinese outsourcing market, which will grow at 17% CAGR over the next five years. Nonetheless, entering this lucrative market will pose several challenges for international newcomers. In my research, vendor strategists will find insights about:
Introduction to the market dynamics with drivers and inhibitors.
Possible go-to-market approaches for outside vendors entering into China's IT services market.
I'd love to hear from you. Feel free to share your own experiences and ideas with me. Are there other questions that you would like me to address in my upcoming research?
It’s not really a blog but it’s definitely post worth writing (OK, cut and pasting).
I missed CA World this year, as CA Technologies held a specific IT analyst event a few months earlier that I sadly couldn’t attend. And when I say “missed” I mean more than just “didn’t attend”; I really did miss the event that is CA World, particularly the people – both CA Technologies employees and their customers.
All is not lost, however, as not only were presentations available via the Web, CA Technologies has made a significant number of the IT service management (ITSM) and IT asset management (ITAM) presentations available post event:
Forrester is bullish on Windows 8 as a product for consumers. With Windows 8, Microsoft is adapting Windows in key ways that make it better suited to compete in the post-PC era, including a touch-first UI, an app marketplace, and the ability to run natively on SoC/ARM processors. This pivot in product strategy and product design makes sense as we move deeper into an era when computing form factors reach far beyond traditional desktops and laptops.
But in a new report, Sarah Rotman Epps and I look at Windows 8 tablets, specifically, through our product strategy lens. What do we see? On tablets, Windows 8 is going to be very late to the party. Product strategists often look to be “fast followers” in their product markets. Perhaps the most famous example is the original browser war of the 1990s: Microsoft’s fast-following Internet Explorer drove incumbent Netscape out of the market altogether.
For tablets, though, Windows really isn’t a fast follower. Rather it’s (at best) a fifth-mover after iPad, Android tablets like the Samsung Galaxy Tab, HP’s now-defunct webOS tablet, and the BlackBerry PlayBook tablet. While Windows’ product strategists can learn from these products, other players have come a long way in executing and refining their products — Apple, Samsung, and others have already launched second-generation products and will likely be into their third generation by the time Windows 8 launches.
A good knowledge program is one of the foundational elements of a good service experience. Many informational requests can be easily handled using a simple FAQ, which deflects calls from your contact center and keeps your customers satisfied with relevant answers. Agent knowledge that is the same across communication channels guarantees that your customers receive consistent and accurate answers.
But getting your arms around your knowledge assets and maintaining them is hard work. I use a six-step best-practice framework to get you going with knowledge management:
Align the organization for success. To be successful, you need an executive sponsor who will fund your knowledge program and allocate resources to the effort. You also need to put together a project team, follow proper project management practices, and define a rollout and adoption strategy.
Design a framework for knowledge management. Knowledge base content must be easy to find and use. Before starting to create content, you need to determine usage roles, content sources (i.e., what content lives inside the knowledge base and what content lives outside of it but is accessible via knowledge base searches), content standards, and information architecture and localization requirements.
The link between product strategy and channel is often overlooked, but strong: In our most recent survey of product strategy professionals, 33% say that they, personally, define the channel strategy for the products they sell. In other organizations, product strategists must work with more specialized channel strategists. Either way, channel is a determinant of success in any product strategy.
In the consumer electronics industry – and more specifically, the rapidly changing tablet market – channel presents a major challenge to product strategists. Most product strategists sell their tablets at Best Buy, a retailer that receives high foot traffic from engaged buyers, but which contains a lot of competing models. It’s easy for any individual tablet product to get lost at Best Buy, particularly when the retailer is offering plenty of Android tablets with limited meaningful differentiation among them. Buying end caps (which are expensive, if differentiating) can help, but it’s not always clear that the Blue Shirts can explain every tablet’s value equally.
Apple has this quandary beaten: Its Apple Stores form the core of its retail channel, and after a product like the iPad has been popularized, Apple also sells via mass-market retailers like Wal-Mart and Target. Competitors haven’t been able to match Apple’s winning formula, though Microsoft is starting to roll out its own stores.
Barnes & Noble offers the most interesting test case: As Sarah Rotman Epps has written, the brick-and-mortar stores play a very central role in the product strategy of the Nook Tablet. The new Nook Boutique has finally launched (see photo below); how is it stacking up?
It’s the perennial issue for many CIOs and often the No. 1 challenge for new CIOs: “How do I align IT with the business?” And while this is perhaps the most important challenge for IT groups struggling with a bad reputation across the business, it’s certainly not the most important challenge for IT groups with a solid track record of success. For these teams, the challenge is how to move beyond alignment.
In the report Beyond Alignment: BT Strategic Planning, I highlight how critical it is for IT to help formulate business strategy. The research suggests that how a firm develops and manages business strategy is pivotal to the question of how IT can move beyond alignment. Unfortunately, there are a number of challenges with this:
I've been hearing a lot about digital strategy and digital transformation lately. (Is that what they call a tech meme?) To my ears, it sounds like a good way to get technology people and business people together to answer four important technology questions:
1. How do I serve customers and employees on the mobile device of their choice? This one becomes even more important as smartphone and tablet adoption soars. In the US, we at Forrester expect based on our surveys that over a third of smartphones are and will be used for work and over half of tablets will be, too. Consumerization rules this roost.
What it means: Mobile devices are yet another digital touchpoint for marketing, sales, service, and product teams to master. But of course multi-touchpoint means that things must work well on all digital devices and channels: mobile, Web, social, and video.
2. How do I harness social technology for the good of customers and business productivity? IBM and Salesforce.com are betting big that social business will drive technology investment. And of course it will, though not without a fair amount of soul searching into the real sources of value on the part of business and technology people.