In Forrester’s Forrsights Workforce Employee Survey, Q4 2011, we learned that 60% of information workers use their devices for work and personal tasks. This dual use of PCs, smartphones, and tablets is a growing concern. One common idea is to create a virtual machine on mobile devices, in the same way that Citrix, Microsoft, and VMware products enable hosted virtual desktops on PCs. But this idea of having a “virtual smartphone for work” within your personal smartphone simply won’t work; it’s just as bad and impractical an idea as having two separate physical smartphones! Both approaches create separate spheres of work and personal that simply don’t reflect the seamless way that many people have to switch back and forth between work and personal tasks (excluding top-secret government work, of course).
I heard about a better idea this week. What if mobile device OSes enabled separate containers or sandboxes, under the covers, for enterprise applications and their data?
The idea is to have low-level separation in the OS architecture, supported and controlled by enteprise policy and certificates, that is transparent to the user. So the screen full of icons would allow us to mix work and personal icons any way we please, but they’d be separate under the covers. So the experience would be like that of looking at the overall address book on your smartphone, which on iOS, Android, and Windows Phone all integrate your contacts from different sources into one seamless list — even though they are separate on the back end.
CIOs consistently tell us that they want to exploit new technologies to drive innovation in the business. While many CIOs have groups chartered with R&D or new technology research, and most organizations have defined processes to “commercialize” those technology innovations that appear promising in their pilots, the middle period – between ideation and commercialization – is one with fewer management models and methods. During this time, there may be good ideas funded for prototyping, a number of projects funded for further study, and a number of prototypes waiting for the time to be ripe for commercialization.
So, how do we manage these mid-stage ideas and prototypes? Here are some ideas we’ve seen work that you might be able to use in your organization:
Track the prototypes. Just because an innovation process may be outside of the standard governance and management structure, it doesn’t mean we can’t share the same tools. Register your “innovation” projects in the same database as other projects. Link them all to a single “innovation” program to keep it easy to manage this group as a whole – and segregate them from your ongoing application or improvement initiatives and new project implementations.
Give someone overall responsibility for the innovation portfolio. If dispersed, initiatives can be “lost.” Centralized oversight of the portfolio will give it visibility.
As I mentioned in my last blog post, Ted Schadler and I are working on mobile strategy research for Forrester's CIO clients, and Ted's recent report Mobile Is The New Face of Engagement is the foundation for much of our research effort this year. One area that we are currently exploring for a new report is mobile engagement maturity, an assessment framework that will help our clients develop a strategy over time that leverages their strengths and addresses their weaknesses to continuously improve.
On March 20, 2012, Oracle released its financial results for the quarter ending February 28, 2012, and Accenture did the same on March 22, 2012. Both had generally positive results, but with different implications for the software, hardware, and services markets of which they are a part. In short, we think the software and computer equipment market will do better in Q1 2012 than Oracle’s results suggest, while the IT services market will not do as well as Accenture did.
Here’s the elevator pitch: The job of the CIO is going to change from something like “show me the business process, and I will help you automate it” to “here is what we need to do to streamline our business capabilities and increase the firm’s level of engagement with customers and partners.” In other words, the CIO’s focus is moving from aligning IT and the business to aligning business capabilities and better serving customers.
To set the stage for my presentation, I will bring two key trends into one picture: The first trend comes from Josh’s Bernoff’s research. He has shown how successful companies changed their source of differentiation over time from manufacturing-centric positioning to being “customer-obsessed” in the age of the customer. The second trend comes from Andrew Bartels’ research. Andy argues that the history of IT has seen three waves of innovation — mainframe computing, personal computing, and network computing — while the fourth wave, smart computing, is now under way.
I presented the keynote at the Biztech2 event in Mumbai last week. It was a big evening, as almost all key Indian CIOs were present at the event. The theme of my keynote was “The Empowered BT CIO,” which triggered some interesting thoughts, as all of the discussions that I had after the presentation were mainly around “business” with hardly any mention of “technology.” Below are the key points mentioned by CIOs in my discussions with them:
“We do all the work and business leaders take all the credit. But if something goes wrong, we are the ones who get the blame.”
“The money is with the finance and marketing departments, and we have to depend on them for our budget. My CEO should change this structure.”
“I don’t have followers in my organization.”
“My organization doesn’t give me the same importance as it gives the CFO or CMO.”
“Through technology innovation, I helped the company reduce IT spending and save money.”
All of these points have one thing in common: “my present role and issues that I face today.” But no one talked about their future role! My response to them was consistent, as I categorically highlighted that CIOs have two options:
Continue with your current approach — but then the future role of the CIO will be dismal.
Step up and take the challenge to shape the business. Take it as an opportunity to transform your role in the empowered world.
After 7 years of management -- first running Forrester's Infrastructure & Operations team, then Security & Risk, and finally the CIO Group Leadership Board -- I decided it was time to move back onto the front lines and joins the Analyst ranks again. I am now fortunate to be working closely with Ted Schadler, co-author of Empowered and countless other pieces of great research over the years, on enterprise mobile strategy for our CIO clients. If you haven't read the latest research by Ted and John McCarthy, Mobile Is The New Face Of Engagement, you should. This report will form the foundation of a lot of our CIO mobile research this year. Focusing on mobility research really takes me back to my Analyst roots in the early 2000s. After reading the mobile engagement report, I recalled a piece of research that Frank Gillett and I wrote back in February of 2001 called "Net App Platforms Emerge" (by the way, you'll need to email me at email@example.com for a PDF copy if you are interested).
As momentum builds for dynamic case management (DCM), confusion reigns about where it fits in the BPM landscape. It’s a divisive issue, especially when a vendor has both a traditional BPM suite (BPMS) and a DCM product line (like IBM) or when the BPMS vendor hasn’t moved quickly to embrace case management (like Oracle). If, as a vendor, you have an abundance of BPMS riches, you haven’t seriously considered DCM, or if you are a BPMS buyer, it’s time to take DCM seriously.
The Indian government announced its 2012-2013 budget on March 16, 2012. While the announced budget does not contain direct incentives to promote the domestic ICT industry, there will be adequate indirect opportunities for vendors to explore. The excise duty will increase from 10% to 12%; this will have a marginal impact on the sale of PCs (desktops, laptops, and tablets), but the government’s focus on improving infrastructure, creating efficient delivery mechanisms, and improving e-governance will provide substantial indirect opportunities to IT vendors.
The latest budget aims to achieve long-term and inclusive growth for the economy and is in sync with my upcoming report, “India’s 12th National Five-Year Plan (2012-2017) Provides Massive ICT Opportunities.” The report answers questions such as why and how technology will act as a key enabler for the Indian government to achieve its growth target.
The 2012-2013 budget will provide adequate ICT opportunities for vendors, such as:
Packaged and industry-specific applications, e-governance, mobile apps, and analytics will support the strong need for sustainable revenue sources to fund investments. A common problem that India faces today is the significant imbalance between expenditures and revenues. The budget categorically highlights the need to deliver more with existing resources; we will witness increased demand for packaged and industry-specific applications, e-governance, and mobile apps to help generate sustainable revenue to fund investments. Also, the outlay for e-governance projects will increase by 210%, from the equivalent of US$62 million to US$192 million; applications from software vendors for e-governance initiatives will present some of the most exciting opportunities in India. And the government will use various analytical tools to improve revenue sources and take corrective actions by identifying gaps.
In 2009, my research team here at Forrester published a report on what we called "smart computing," a new generation of hardware, software, and networks that connects physical infrastructure with analytic computing systems.
Next month we will publish an update to that research, outlining why we continue to think that smart is the next wave of IT industry growth, likely to outstrip cloud and mobile computing in its eventual impact.
We believe that smart computing -- sensors, M2M networks, and analytics, along with collaboration tools -- will be as transformative of business in the coming decade as the Internet and Web browsers were during the 1990s.
Why is smart still the next big thing? Consider:
Improving transactional processes is yesterday's story. The back-office challenges of preparing financial statements, fulfilling customer orders, or tracking inventory are well addressed by enterprise and personal productivity software. These traditional workloads are migrating to cloud computing resources in some cases, but are not creating incremental technology investments nor opportunities to transform how a business operates.