Come again? You mean to tell me that Eve Maler, one of Forrester's experts on emerging identity and security solutions, has never changed her Amazon password? Yep. She aptly points out that "Amazon has no password rules." While passwords aren't dead, she says, firms that rely only on passwords for identity management are vulnerable to serious breaches. Most firms have "terrible hygiene" when it comes to identity management.
In this episode of TechnoPolitics, Eve Maler discuss how firms like Amazon and Paypal use a "constellation" of risk-based authentication techniques and technologies to protect customers' identity. The courage to make tough calls — that's Eve.
Podcast Listening Options — The Future Of Identity Management
We are inundated with client inquiries about #BigData. Clients want to know everything. What is the business case? What advanced visualization and predictive analytics tools should we use? Where do we find data scientists? What store, process, and access (SPA) technologies should we invest in? Among these questions, clients frequently ask about Hadoop solutions. Hadoop is one of many #BigData technologies, but it is among the hottest in terms of vendors offering Hadoop solutions to overcome the many shortcomings of just downloading the Hadoop open source binaries.
Forrester Wave™: Hadoop Solutions, 2013
I am pleased to announce that Noel Yuhanna and I plan to launch new Forrester Wave research on Hadoop solutions. The research will begin in January 2013, and we plan to publish in May 2013. This new evaluation will not be an exact update of the previous The Forrester Wave™: Enterprise Hadoop Solutions, Q1 2012. The new Forrester Wave will have updated criteria, a lab evaluation, and may have a different mix of vendors.
That’s what one front office development leader who attended our Digital Disruption Summits and Forums in London and Orlando told us after hearing stories of how to survive and thrive in this age of constant consumer-led, software-fueled digital disruption.
And this front office development leader—whose scope ran the gamut from CRM and customer service to Web and mobile apps—wasn’t alone. In this age of digital disruption, where empowered customers and employees demand new levels of engagement with your firm, what mightyoube doing wrong?
If you’re not reaching out to stakeholders in your marketing and product development organizations, you’re doing it wrong.
We know that investing in customer service is good for business and can positively impact your revenue. However, building a business case for customer service investments is challenging, as you must understand the benefits and associated costs of the investments.
For some customer service technologies, such as workforce management, email, and chat, the business benefits are very clear. For other customer service technologies, such as social customer service or knowledge management, the business benefits are more difficult to precisely quantify. Yet in all cases, business benefits fall into one of three categories: reducing operational costs, improving productivity, or enhancing the customer experience. Examples include:
Reducing operational costs by…
Improving agent productivity by…
Increasing customer satisfaction by…
- Resolving customer issues with shorter average speeds to answer (ASA)
Forrester Vice President and Principal Analyst Ted Schadler is passionate and emphatic when comes to mobile first app strategy. He says that most firms haven't figured it out that mobile first "is not about self-service, it is about service." Listen to the first two minutes, and you won't be able to stop listening. Ted's insights are fresh and full of examples.
Podcast Listening Options - Mobile First Means Service In Your Customers' Pocket
About Forrester TechnoPolitics
Make the tough calls. That is what independent insight and analysis is all about. Hosted by Mike Gualtieri, Forrester TechnoPolitics features independent analysis and commentary from Forrester analysts about hot technology and what it means to you and the world. Scripted? Absolutely not. Passionate? We live it every day. Courage to make the tough calls? You be the judge.
I posted a note yesterday that's been a long time coming. In doing the research for Forrester's mobile app development playbook, I've been talking with all sorts of companies that build mobile apps. Build Five-Star Mobile Apps is the first collection of those observations, but it won't be the last. The premise of the document was simple - find out how companies with top-rated apps in markets like the Apple App Store or the Google Play Store design, build, test, release, and maintain their mobile apps. While there's great diversity in approach, common factors fell out of my interviews, and these practices will help you organize your own efforts:
1. Assemble small, focused development teams. The largest development teams we found had fewer than 10 people. When teams grew larger, they were subdivided into platform-specific teams (i.e. the Android team or the iOS team). Small teams can move fast and keep impedance to a minimum but also require substantial changes in how they perform design and testing.
2. Favor simple development tools over complex ALM processes. The need for speed that characterized the development processes we found means that most traditional ALM tools hurt more than they help. Gone are formal, text-based requirements documents and heavyweight SCM systems. Smaller code bases with less branching mean tools like Git shine. But it's not all airy castles - testing creates a real headache, so we're seeing lots of experimentation with device emulators, simulators, and even basic tricks like deploying graphic mock-ups to devices to get early user feedback.
We’ve already established in our research that there’s a huge opportunity for application development and delivery (AD+D) pros to help marketers deliver exceptional digital experiences. Why? IT can offer valuable skills to fulfill marketing’s customer experience vision.
One of the biggest areas where there’s a lack of IT-marketing communication has been in the selection of digital experience delivery service providers. This is big because digital experience implementations are complicated, and most of our clients need a little outside help. I define these vendors as: Service providers that help create digital experiences (through design and/or strategy) and implement technology solutions (e.g. content management, digital analytics, eCommerce platforms, etc.) that support digital experiences.
These vendors come in all shapes and sizes (and some are better at certain components than others). In an upcoming report, I will include a more detailed list of relevant vendors and their capabilities. But in general, they include service providers with a varied background:
· Management consultants. These firms (e.g. Accenture, Deloitte) have experience with delivering broad, strategic consulting services. Though it’s often a smaller part of their business, these vendors remain relevant in the digital experience delivery space.
Big data is driving disruptive change across the economy in business such as healthcare, retail, communications, and entertainment. The potential for firms to use big data to create permanent relationships with customers is huge, and the time to get onboard is now. Big data is driving disruptive change across the economy in business such as healthcare, retail, communications, and entertainment. The potential for firms to use big data to create permanent relationships with customers is huge, and the time to get onboard is now. I was thrilled to be featured in the first episode on a new series, Big Thinkers In Big Data, hosted by TWit network's Sarah
Out of all the inquiries I get from Forrester enterprise clients, the above question is by far the most common these days. However, the question shows that we have a lot to learn about true public cloud environments.
I know I sound like a broken record when I say this, but public clouds are not traditional hosting environments, and thus you can't just put any app that can be virtualized into the cloud and expect the same performance and resiliency. Apps in the cloud need to adapt to the cloud - not the other way around (at least not today). This means you shouldn't be thinking about what applications you can migrate to the cloud. That isn't the path to lower costs and greater flexibility. Instead, you should be thinking about how your company can best leverage cloud platforms to enable new capabilities. Then create those new capabilities as enhancements to your existing applications.
This advice should sound familiar if you have been in the IT business for more than a decade. Back in 1999 we did the same thing. As the Web was emerging, we didn't pick up our UNIX applications and move them to the web. We instead built new web capabilities and put them in front of the legacy systems (green screen scrapers, anyone?). The new web apps were built in a new way - using the LAMP stack, scaling out, and being geographically dispersed through hosting providers and content delivery networks. We learned new programming architectures, languages, and techniques for availability and performance. Cloud platforms require the same kind of thinking.
In a recent post, I shot down the myth that you can predict the ratio between web content management license cost and implementation services. (You can read the post here, but the summary is: There is no standard ratio. Like snowflakes, every WCM implementation and digital experience project has its own unique … personality, and cost. It’s not only about the technology.)
But for any application development professional who sources and implements these systems and strategies, you (or your friends in marketing) will inevitably get put on the spot by the person holding the wallet. Their question, “What’s this going to cost us, all-in?” is hard to answer. And no exec wants to hear, “I don’t know.”
We can provide a recipe for turning this question in a productive discussion that lets budget holders understand the Great Unknowns that accompany digital projects.
Costs can balloon for many reasons on a WCM or DX project. Below are just a few reasons in the form of questions. Use them early on in the project/process to educate key stakeholders on the true costs of WCM- or digital-related work – the levers that get pushed and pulled, affecting cost, timeline, and outcomes. It may be your best defense when the money people start asking questions.
Who’s leading your WCM- or digital experience-related services? Will you spend internal IT staff time or money on external agency partners getting something built?