According to CRN’s article on the event, Gelsinger was quoted as saying, “"We want to own corporate workloads. We all lose if they end up in these commodity public clouds. We want to extend our franchise from the private cloud into the public cloud and uniquely enable our customers with the benefits of both. Own the corporate workload now and forever."
Forgive my frankness, Mr. Gelsinger, but you just don’t get it. Public clouds are not your enemy. And the disruption they are causing to your forward revenues are not their capture of enterprise workloads. The battle lines you should be focusing on are between advanced virtualization and true cloud services and the future placement of Systems of Engagement versus Systems of Record.
In light of my expectations (http://goo.gl/ZIU9d), Mobile World Congress contained few real surprises this year. This is not to say that MWC was boring: It provided valuable insights into the state of the mobile market from an enterprise perspective:
No single theme dominated. However, it felt as if everybody was talking about some combination of cloud, mobility, and big data. Many providers and vendors added the theme of customer experience to the mix and seasoned it with many acronyms. Unfortunately, in most cases this was not enough to trigger real excitement. The lack of a single new hot trend indicates that the mobile industry is maturing. Mobility has arrived center stage.
Most vendors are addressing consumerization only in the context of BYOD. In my view, BYOD is only one aspect of consumerization. I believe we will see the broader impact of consumerization in the near future. Consumers increasingly expect to work in a manner reflecting communication methods that are familiar in the context of friends and family. Also, consumers are increasingly asking to work when and where they want. Although some companies, including Yahoo (good luck!), are reintroducing the traditional concept of "the team works in the office," the overall trend is toward a more fragmented and consumerized working environment. In turn, this offers potential for mobile workplace solutions.
You can guess where I stand on this otherwise I wouldn’t be writing this blog and others like it ...
Yesterday I was a guest speaker in an Axios webinar, called “Using ITSM to Increase Business User Satisfaction and the Perception of IT,” during which we ran four audience polls. I thought it would be great to share the poll results and my thoughts.
The webinar story arc …
I set the scene using many of my favorite graphics including the following which shows the gulf between the business’ and IT’s own opinions of how well the average internal IT organizations is doing …
… Before starting to look at how what we do and measure either increases or decreases the customer experience – including the fact that we often seem to be too focused on what we do in IT rather than what we achieve through what we do in IT (and IT service management (ITSM)). I also included a section on common metrics issues which I’ve previous blogged on here and here; and the customer experience work of my Forrester colleagues and its applicability to internal IT.
The poll results and my thoughts …
1. Do you consider the people that consume your IT services to be:
Digital technologies, and the software running on them, have done more than just make it easy for consumers to connect with each other and entertain themselves. Digital technologies have changed both business and society. Look around you now, and increasingly, people — your customers and employees — are perpetually connected to the Internet, able to connect, share, and transact with the firms they choose to do business with. Look even closer and you’ll see digital capability thrusted into emerging products and services across industries: from automotive (GM partnering with AT&T) to sportswear (Nike Fuelband) and from agriculture (Monsanto acquires software firm) to grocery (Tesco launches virtual grocery store).
Customers want efficient, effortless service from the touchpoint and communication channel of their choice. They want to receive accurate, relevant, and complete answers to their questions upon first contact with a company. Forrester data backs this up: Sixty-six percent of customers agree that valuing their time is the most important thing a company can do to provide good service. Forty-five percent of US online adults will abandon their online purchase if they can’t find a quick answer to their question.
Have you ever done an audit of the number of monitoring solutions that you have in your environment? If you haven’t you are probably thinking - Why should I? I suppose if you draw an analogy to checking your car engine then not many people do this anymore. We are comforted by the thought that modern technology means our cars just work, but the reality is that with moving parts, technology will still fail and so we should at least be checking the important components before a long journey. Similarly the IT monitoring solutions that we have in our environment are important to the overall health of IT and so should therefore be audited to make sure they are ‘working’.
If you have done an audit then this may have prompted a number of questions including:
Do I require monitoring or management solutions? The simple answer is that you require both. Good management solutions such as Application Performance Management (APM) are a combination of monitoring, configuration, analysis and automation components. So monitoring is essential to any management solution. Be very careful when buying a management solution that it covers your requirements in these areas and don't believe the marketing hype. Simply, be aware of marchitecture!
Forrester’s recent research shows that, while Asia Pacific lags developed regions like North America and Europe in terms of smartphone penetration, the growth of smartphones will be highest in APAC between 2012 and 2017. As indicated in our recently published report, Forrester Research World Smartphone Adoption Forecast, 2012 To 2017 (Global), by end of 2013, Forrester estimates that smartphone penetration in North America will be 57%, followed by Europe with 42% and APAC with 21%. But in terms of the compound annual growth rate during the same period, smartphone penetration in APAC will grow by 20%, followed by Europe with 11% and North America with 10%.
The sharp increase in the number of smartphone users will greatly affect both the consumer and enterprise landscapes. Building on Forrester’s deep research on the Asia Pacific mobility opportunity, we will be holding a series of complimentary quarterly webinars to help our clients make sense of this rapidly changing landscape and position for success. Starting in March and covering the consumer and enterprise mobility markets, the webinars will bring together Forrester analysts from around the world to present a global and Asia Pacific perspective.
On March 5, 2013, I will present a mobile trends and summary webinar with my colleagues Thomas Husson and George Lawrie. This session will cover our key findings from this year’s Mobile World Congress in Barcelona, share our view of key 2013 mobile trends, and share best practices for building a successful business case for mobile initiatives. You can register for the webinar here.
I'll leave it to the political pundits to read the tea leaves on the yes/no/how long of sequester-driven cuts to US government spending. What I will say is that a climate of cut-over-growth will remain with us for the foreseeable future. Regardless of what happens over the next few weeks, federal CIOs will be forced to grow services, capabilities, and constituent engagement concurrent with flat or decreasing budgets. This is not a short-term shift. It's high on the list of themes being communicated across government. You can see it in Federal CIO Steven VanRoekel'sFY2013 Budget Priorities, which has the theme of "Doing More With Less."
So, what should a government CIO do? I'm going to have to assume that CIOs will already have their short-term contingency plans in place, should the forced budget cuts kick in. However, it's also time to start thinking about what will follow, once things settle down. As a start, consider the following on your to-do list:
Review your agency's strategic plan — and start discussing what changes to it are anticipated based upon various budget scenarios.
Discuss how IT will be expected to support the transition from current to revised plans and goals.
Review your IT strategic plan, road maps, and delivery schedules in light of revised budget, staffing, and organizational changes with the new priorities in mind.
Review programs, projects, initiatives, and staffing to ensure optimal use of staff and resources.
Yahoo! CEO Marissa Mayer made a splash in the news by changing the company’s policy on working from home. In a memo leaked to All Things D, Yahoo! told its employees:
“To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. […] Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo! offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration.”
Observers have pilloried the move. Forbes.com asked the question “Back To the Stone Age? New Yahoo CEO Marissa Mayer Bans Working From Home.” TheAtlantic.com quickly chimed in with “Marissa Mayer Is Wrong: Working From Home Can Make You More Productive.”
I’m certainly sympathetic to the questions being raised by these observers: This is 2013, isn’t working from home critical to information workers in most industries? Certainly that’s my gut inclination.
“Hello, I’m J. P. Gownder, and I serve Infrastructure and Operations professionals!” That’s my new greeting to Forrester’s clients. (I borrowed – aka “stole” – this opening line from my excellent colleague, Laura Ramos, who recently rejoined the Forrester analyst ranks herself).
After eight years in a variety of roles at Forrester, I’ve joined the Infrastructure and Operations (I&O) team as a Vice President and Principal Analyst. I’ll be collaborating with analyst colleagues (please see below) on I&O’s forthcoming Workforce Enablement Playbook. I&O pros face the constant challenge of empowering their companies’ workers with devices and services to make them successful in their jobs… as well as navigating the growing challenge of employees who choose to bring their own technology to work instead.
More specifically, I’ll be researching at least five issues pertinent to I&O pros: