I bet in your head you just sang “What’s Going On” to yourself – I hope that you did, it’s a classic. Anyway, it’s that time again … my Forrester colleague Glenn O’Donnell and the itSMF USA are set to launch their annual itSMF USA/Forrester IT service management (ITSM) survey and I can’t help think that, as we are in a radically different ITSM world from when they did the last survey, the results will be significantly different – showing that we have upped our collective ITSM game.
What do I mean by “radically different ITSM world”?
Agile Practices Create The Need For Other Practices
Agile is a big topic that goes far beyond a set of practices and principles. Change the development cog in the larger software machine, and you change how other parts of the machine operate, too. It’s a deliberately disruptive change that’s supposed to make the software development and delivery machine become more adaptable, produce a higher quality product, or satisfy some other goal that makes people willing to ride the tiger of disruptive change.
Lean helps sustain Agile while driving it in the direction of value, flow, team empowerment, and waste reduction. Other practices, such as continuous delivery and design-driven development, also complement, reinforce, and supercharge Agile transformation.
As analysts, we might treat these developments as an excuse to write research that amounts, more or less, to a list of what’s hot and what’s not. Are more organizations taking a broader approach to DevOps challenges instead of just focusing on continuous delivery? Are Agile-friendly requirements practices, such as visualization, storyboarding, and serious games just a passing fad or permanent additions to the requirements toolkit? How many organizations have adopted test-driven development, and what are the barriers to adoption?
While these questions are important, and the answers more than a little interesting, they’re insufficient. Forrester is in the business of providing practical advice, not academic musings, so that software professionals can apply innovation strategies such as Agile and Lean immediately to the decisions they have to make today.
If you've been following my sporadic blogging this year, you'll no doubt notice a recurring theme: the call to action around the social data collect. This theme comes as a result of the past few years of writing research and working with companies on their social media strategies but still seeing too many companies stuck just monitoring for brand mentions or collecting weekly "social listening" reports that tell them what happened on Twitter. Count all the Facebook likes you want, but there's a lot more to the data social media creates than what most companies touch today.
Fortunately, I'm not alone in this crusade to get companies using their untapped social data. My post back in March — Listening Must Evolve Into Social Intelligence — currently has more comments than any other post on the Customer Intelligence blog in the past two years. This isn't meant as bragging; it just shows that the message resonates within our community. We know we need to make social data actionable — it's time to start evolving our social intelligence strategies. That's why I'm excited to launch the culmination of this crusade: Forrester's Social Intelligence Playbook.
The Social Intelligence Playbook lays out the path to help companies establish the right framework and mature their practices around capturing, managing, analyzing, and applying social data. It contains twelve reports, focusing on four key areas:
Discover the value of social data. The first series of reports lays out the concept of social intelligence, addresses the framework of how successful companies got there, and provides business cases for how to justify the investment.