Last fall, a member of our enterprise architecture community asked a simple question — how do you represent IT strategy on a single page? What resulted was the most read and commented discussion to date. That got our attention! But what really piqued our interest was when another community participant challenged us to go beyond our usual publishing process to co-create a report with the community.
For those who have been following the discussion, it has been slow going, but I'm glad to say that we are done! What's more, we have decided to make this report available to everyone since much of the content came directly from the community. Please follow this link (www.forrester.com/btstrategyonapage) to request your copy if you are not a client (free site registration is required). Clients should go to our normal site to download the report.
In the research, we took the community contributions and created a toolkit in PowerPoint form containing seven examples of business technology (BT) strategy representation on a single "page." The lesson we learned is that there is no one right way to do it and you will probably need several one-pagers for different audiences.
Why title it BT and not IT? We started out with the notion of pure IT strategy, but quickly realized that the best one-pagers married business strategy with technology strategy. Ideally, these two should be co-created by business and technology leaders. Why? Because "aligned IT" can no longer keep up with the blinding pace of business change; it takes a business technology approach. Consider:
As the pace of change continues to accelerate in an increasingly complex business environment, organizations need to thoroughly understand how their business operates and plan the technology-fueled business transformation they'll need in the future. Establishing this understanding and enabling the transition to the future state have always been the concerns of enterprise architecture programs, and EA has emerged as a critical practice for managing an enterprise's evolution.
But EA programs have existed for more than a decade, and most of them have fallen short of these lofty goals. Why? Old-school EA has been too tactical, too technology-centric, or too disengaged from business priorities to have significant impact. Enterprises need a high-performance approach to EA that is laser-focused on driving business outcomes. To plan their future, organizations have the following alternatives:
Try to get there without a formal EA program.Enterprises that have yet to initiate an EA program — or have abandoned their effort — are operating without a coherent plan to evolve toward a clearly articulated future state. The lack of an EA program may not derail business as usual, but business change is likely to occur in a siloed, uncoordinated fashion.
Stick with the status quo EA program.Highly skilled and knowledgeable architects typically staff EA programs. But resources are typically focused on project-level activities. Strategy work is likely to be about technology road maps — not business capabilities. Isolating technology planning from business planning maintains the old-school, arms-length relationship between IT and the business.
DocuSign, the best-known software-as-a-service (SaaS) brand for electronic signature, just received 47.5M in additional investor funding. According to execs, this will help accelerate growth internationally and include a UK-based data center as well as further internationalization on the signing capability. When signing documents in China, it is more than just a nice feature to have native signing and sending instructions.
The injection will also help build out more industry solutions and take on more of the complete transaction — something that will be required for long-term success for the e-signature market. As part of the investment, Kleiner Perkins' Mary Meeker will join the DocuSign board. Formerly of Morgan Stanley, Mary is well versed in mobile, Internet, and cloud-based markets, and may help cultivate partnerships with emerging lighter file-sharing and cloud-based content solutions — a natural trajectory for e-signature platforms to jump on their steep adoption curves. On the heels of Adobe's acquisition of EchoSign, this shows acceleration of the e-signature market and is consistent with adoption Forrester is seeing driven by mobile and customer engagement trends.
KANA Software is acquiring Sword Ciboodle — a Scottish case management and BPM company and a strong performer in Forrester's 2011 Wave™ on dynamic case management. The Ciboodle platform has a strong presence in the service request area of case management and scored particularly well in the application development, automation, and event management criteria. It also proved you can build best-in-class software while headquartered in a Scottish castle.
The acquisition makes a lot of sense. Both companies circle around the customer service area — with KANA focusing on the self-service channel with advanced email and knowledge strategies that leverage the social channel, and Voice of the Customer text analytics. All with the goal to reduce service costs by having customers help themselves — without going crazy in the process. But KANA had very little in contact centers themselves. Sword plugs this gap with over 50 customers in contact centers that use BPM and case management to provide a process layer on top of systems — where green screens are not uncommon. But Sword had virtually nothing for the email and self-service channels.
Together the acquisition will free up KANA's R&D. Instead of beefing up core BPM and case engines, and internal enterprise social capabilities, it can now focus on mobile apps and enhancing overall outside in "listening" capabilities. Geographically the acquisition helps as well. KANA was 70 percent North American, but with the addition of Euro-centric Sword is now closer to a 50/50 split between North America and Europe, the Middle East, and Africa (EMEA).