So asked my 11-year-old daughter this morning. You may remember Sophie. She’s the one whose 3rd-grade teacher took her to the Apple store in Burlington, MA, for a field trip. They actually learned how to make movies and stuff, so I guess it wasn’t all for fun.
To answer the question in the title, iPhones are 4 1/2 inches long and the equator is 24,901.5 miles long. So that means it will take 350,613,120 iPhones laid end to end to circle the earth. Apple’s sold 183 million iPhones so far, so they have a ways to go. Can they get there? Read on.
Sophie’s world view is surrounded by, informed by, inundated by Apple’s presence. So she thinks about crazy stuff like iPhones lined up around the world. It was a funny image – iPhones marching down Route 2 to Boston Harbor and out across the Atlantic. Funny, but poignant, too. Poignant because Sophie’s digital world is so dramatically different from my own. [Stay with me. This is going somewhere. I promise.]
I remember buying my first PC – an IBM PC XT with a 5 megabyte hard drive – to manage my band’s mailing list. It cost $4,800 -- more than my car. I wrote the contact management and label printer software myself. Bart the drummer called me geek. But he liked it well enough when we no longer had to use a typewriter and White-Out to manage thousands of mailing labels.
So I remember a world without computers. But Sophie doesn't. Her world began with a computer in her pocket that she can use for just about everything in her 11-year-old life. (Or will do when she finally gets one.) And her expectations are miles higher than mine. She expects an amazing experience. She expects to be served on a whim, wherever she is.
The answer is a simply no. I’m finding that enterprise architectures are not well-grounded in this emerging area. Many enterprise architects, and particularly those who focus on business architecture, think that dynamic case management (DCM) is a newfangled marketing term to describe an old, worn-out idea — a glorified electronic file folder with workflow. Yes, enterprise architects can be a cynical bunch. But DCM goes far beyond a simplistic technology marketing term — it’s a new way of thinking about how complex work gets done, and often enterprise architects are so consumed with technology planning that they may not see new patterns of work emerging in the business that require new ways of thinking.
“Dynamic” describes the reality of how organizations serve customers and build products in a world that is changing constantly. If you doubt that assertion, think about volcanoes disrupting airlines, oil rigs exploding, product recalls, executives being investigated for fraud, new healthcare legislation, or more common events such as mergers and acquisitions. Most knowledge work requires unique processing, and processes need to adapt to situations — not the other way around. For enterprises, DCM provides a transformational opportunity to take the drudgery out of work and enable high-value, ad hoc knowledge work — much as enterprise resource planning (ERP) did for transactional processes. And, in fact, our research points to a growing use of DCM to add agility to systems of record including packaged apps and legacy transaction systems.
I recently got a briefing from HCL about its Business Process Management practice, and we are hosting a joint webinar on April 4th. The briefing was impressive in that HCL is focused on large scale business transformation projects — what we call Big Process. When we got to the following slide, the wheels in my head started turning.
This graphic depicts how IT is modernizing IT infrastructure to include BPM, enterprise content management (ECM) collaboration, and social to expand the IT architecture beyond enterprise suites — like ERP and CRM — which are systems of record rather than systems of engagement. This IT legacy renewal is powerful, and, by focusing on technologies that support systems of engagement, it will position the business to support customers in new and exciting ways and to be more creative and collaborative throughout the organization. In fact, I recently talked with an executive from Pegasystems about the same thing, and he said virtually all of its customers are focused on modernization.
During our discussion, I asked HCL if IT modernization works, and they said yes, it works especially well when there is a corresponding top-down business transformation exercise providing the context and justification for bottom-up IT modernization. In the rest of the cases, where it’s more from the bottom up than the top down, IT modernization stutters along due to lack of business case and funding.
We are kicking off research on security and identity intelligence, which is about understanding risk and detecting abnormal behavior. One thing is clear: companies don't even *know* what kind of security (SIM, data, identity, email, etc.) information they should be inspecting to detect security threats and where they should start eating the giant elephant of risk. They clearly need intelligent and automated systems to establish what a normal baseline means in user behaviors and events and then alert on any anomalies - and when they see any changes to normal patterns, understand whether they should send a guy with a gun or a guy with a wrench. In this research (which will also be the topic of my Security Forum keynote speech) we will look at the interdisciplinary areas between enterprise fraud management, risk based authentication, data protection and identity management. I want to hear about your concerns, issues, and early case studies/solutions in this area.
As the saying goes, “If you’re not different from your competition, by definition you can’t be better.” IT infrastructure and operations (I&O) leaders should take this to heart.
In 2012, we enter the "the age of the customer" where increased global competition combined with technology-led disruption erodes traditional competitive barriers across all industries. At the same time, it's easier than ever for empowered employees and application developers to circumvent the I&O group to take advantage of new desktop, mobile, and tablet devices as well as cloud-based software and infrastructure you don’t support. They're creating their own "greenfield" environments without your help.
It's time for I&O leaders to do things differently. This starts by dispelling the notion that greenfield opportunities require significant financial investment and organizational change or are limited to startups and build-outs in emerging markets. Greenfield opportunities present themselves in every corner of even the most established and mature businesses, and those greenfields can be small, iterative, and agile.
This year, we will dedicate Forrester's Infrastructure & Operations Forums to the theme of "Leapfrog Your Global Competition: Design Your Greenfield Infrastructure Today." Join us May 24 to 25 in Las Vegas and June 19 to 20 in Paris as we tackle everything you need to capitalize on your greenfield opportunities of every scale across data center, desktop, mobile, and IT operations environments.
Forrester fields hundreds of client inquiries each year on the topic of social business and collaboration. And the trend doesn't appear to be slowing. Often the first question is, "How far behind are we?" Well here's the data. You judge for yourself. According to Forrester survey data from 1,332 executives and IT decision-makers:
49% will have investments in social networking solutions in 2012.
One of the highest-stakes parts of my job as the leader of our Security & Risk business is the in-depth business review that I present to Forrester’s executive team twice a year. And I always start those presentations with a single slide in which I attempt to capture the Security & Risk profession in as few words as possible. My current formulation is: “We protect our company’s brand – and our Security & Risk program allows our company to pursue new business opportunities safely.”
Our CEO, George F. Colony, sat bolt upright and said, “Wow – I didn’t know that CISOs saw their roles in such business-centric terms!” To which I replied, “And that’s exactly the problem. Strong CISOs are generally all action and very little talk – they put the brand and business opportunity at the center of everything they do, but they don’t brag about it. And thus they don’t get the recognition they deserve.”
And my team and I are on a mission to help you change that. Because we know that a strong security & risk program can be a competitive differentiator. We can help our businesses win on the global stage by enabling our firms to accept more (and different!) risks than others can afford. Rethinking your security assumptions and your security infrastructure means that you will have the skills, processes, and tools your business needs to seize new opportunities. So now you just have to get the word out that you can help.
The pressure to innovate has never been greater for every company. After speaking to many CIOs and business leaders about innovation, a couple of issues rose to the surface: ideas are being drawn from so many sources now -- employees, partners, customers, and other stakeholders -- that the decision about what to invest in is getting harder. At the same time, the process for sorting through, evaluating and incubating is cumbersome. In my almost-finished report, I decided to take a crack at developing a simple methodology and evaluation tool that helps spot good ideas in the pile quickly and fast-track them into an incubation stage.
Innovation is a discipline with established best practices, needed skill sets, and time-tested processes and tools. But even the process of innovating is being disrupted by social media, collaborative tools, and customer empowerment. A good innovation program empowers your people, engages partners and customers, revives morale during challenging times, and provides an extra shot of competitive energy when you need it. Engaging in a genuine and meaningful dialog with customers, partners and employees around innovation is admirable and has proven to be a great source of new ideas for many companies. However with so many ideas being generated, time and energy gets wasted on ideas that won't go anywhere, vague criteria designed to cast the widest net don't provide any kind of focus, and opaque evaluation processes leave people guessing about the status of their idea.
Last week I attended Telefónica’s leadership event, which is held annually in Miami, reflecting its very strong basis in the Americas. This year’s event attracted around 700 visitors from 130 countries, comprising Telefónica’s customers, vendor partners, and analysts. There were several external keynote speakers, like the CIO of the US government, futurologist Michio Kaku, and the chief economist of the Economist Intelligence Unit, that outlined the macro context for society and the economy over the coming 10 to 20 years. Presentations by partners like Huawei, Microsoft, Nokia, amdocs, and Samsung highlighted visions of the future from a vendor angle. Telefónica itself used the opportunity to present its own vision of how technological progress will affect society and business — and how it intends to address the opportunities and challenges ahead.
Telefónica stands out from its peer group of incumbent telcos by having revamped its overall organizational structure. The firm had already announced this new structure last fall; it effectively sets up one division that focuses on global internal administration and procurement (Global Resources), one division that focuses on emerging Internet-based solutions (Digital), and two geographically focused go-to-market-facing business lines (Americas and Europe). Telefónica Multinational Solutions is part of Global Resources and is the division dedicated to delivering services to the MNC segment.
Today's move by Citrix to put its CloudStack IaaS solution into the Apache Foundation says more about the state of the cloud market than it does about OpenStack. As our Fall 2011 Forrsights Hardware Survey shows, about 36% of enterprise IT leaders are prioritizing and planning to invest in IaaS this year. That means they need solutions today and thus service providers and cloud software vendors need answers they can take to market now. OpenStack, while progressing well, simply isn't at this point yet.
Second, Citrix needed to clarify the position of its current open source–based solution. Ever since Citrix joined OpenStack, its core technology has been in somewhat of a limbo state. The code in cloudstack.org overlaps with a lot of the OpenStack code base, and Citrix's official stance had been that when OpenStack was ready, it would incorporate it. This made it hard for a service provider or enterprise to bet on CloudStack today, under fear that they would have to migrate to OpenStack over time. That might still happen, as Citrix has kept the pledge to incorporate OpenStack software if and when the time is right but they are clearly betting their fortunes on cloudstack.org's success.
There are myriad other benefits that come from this move. Two of the biggest are: