Business leaders have revenue growth first and foremost on their minds. On average, 70% of these business leaders place a high or critical priority on revenue growth, customer acquisition and retention, and addressing rising customer experience expectations for 2013. Our data suggests business leaders are 50% more likely to identify these as critical initiatives than they do margin improvement or reducing operating costs. Growth and customer experience improvement take business priority.
Hybrid clouds are especially subject to the law of unintended consequences, says Forrester’s cloud expert James Staten. Many IT organizations don’t even acknowledge that they have a hybrid cloud. The reality: If enterprises are using public cloud software-as-a-service (SaaS) and/or deploying any custom applications in the public cloud, then by definition they have a hybrid cloud, because it almost always connects to the back end.
In this episode of TechnoPolitics, James implores CIOs and IT professionals to get serious about hybrid cloud now to avoid spaghetti clouds in the future.
Enterprise technology buyers are moving rapidly to adopt strategies and software to support digital experience (DX) initiatives. And with good reason: Forrester research shows that one of the last remaining areas for differentiation is the ability to provide compelling, engaging user experiences through digital channels. Your customers demand it, and your competition is probably already there (or well on their way).
The road to get there is replete with challenges covering the gamut of people, processes, and technology. For technology buyers seeking to adopt DX tools and technologies, it’s a vast but immature market.
Application development and delivery pros, often on the front lines, face a proliferation of legacy and new technology to manage, engage, and measure customer experiences through digital channels—we’re talking Web sites, mobile channels, and many other digital touchpoints.
Here’s a truism: These professionals frequently encounter systems that don’t live up to their promises. They may be too old or inflexible to support rapidly changing requirements. Tech vendors add to the confusion. Some deliver all-encompassing DX suites, which have varying degrees of successful integration. Others provide pointed solutions that may deliver one part of the DX equation well, but rely on integration with third-party systems to provide a full solution.
The challenge for DX professionals is to determine how best to assess, choose, integrate, and apply the right software solutions to meet strategic DX imperatives. Easier said than done, right?
I’ve previously written about how modern application architectures are shifting toward compositional, service-oriented architectures — “for real” this time. RESTful services using XML or JSON payloads proliferate because they’re easy for developers of omnichannel clients to use on virtually any device they need to support. It doesn’t matter if they’re building native apps in Objective C or hybrid apps with Cordova — if they can get an open web API call, it’s good enough to move forward.
This shift to web APIs and modern applications means that companies have to shift their API management strategy as well. They need to 1) create the web APIs and 2) create a life cycle to manage them. It’s this life-cycle element that’s conceptually distinct from traditional SOA governance solutions. For one thing, the services live on the open bus of the Internet and carrier networks. Another difference is that web APIs are increasingly made availabe to third-party developers. They may be part of a newly formed developer community, or they may support the growing number of digital agencies and mobile specialist firms that your company uses to supplement development projects. Security and access models are different (e.g., OAuth 2), provisioning access to APIs needs to support light-touch approval workflows, sandboxes where developers can test their calls are important, and analytics that detail call volume and how developers are using APIs are must-have capabilities. Above all, a developer portal that provides good documentation, example code, and quick time-to-value are important if you want to attract and keep developers.
Thirty software product members of NASSCOM, the industry association for the IT BPO sector in India, announced that they would form a group to expand the software ecosystem in India: the Indian Software Product Industry Round Table, or iSPIRT. The key driver behind this development appears to be NASSCOM’s limited focus on software product companies in India. iSPIRT plans to:
Convert ideas into policy proposals to take to government stakeholders
Enable product startups to discuss issues through a dedicated platform (productnation.in)
Create awareness for the adoption of software products within the Indian SMB sector
Work with NASSCOM and other industry associations to provide a platform for product start-ups
This past year was an exciting one for digital asset management (DAM). In 2012, DAM became an important part of the customer experience management (CXM) ecosystem, especially in providing content and data services and acting as a repository for rich media content. In other words, DAM helps enable marketers and information workers to create and manage digital experiences and they’re associated content. Although many vendors I speak with have trouble articulating this vision to customers — many still think of DAM in terms of its traditional roots with creative professionals and niche verticals like publishing and media and entertainment — I’ve also seen a shift in other vendors to embrace this trend. This is smart, as based on the client questions I get, CXM is where DAM will find the most traction.
But as we’re now officially one month into 2013, I’ve started to ask myself what’s ahead for DAM this year and beyond:
Is 2013 the year of vendor consolidation? Probably not, at least for the major players. The market continues to be fragmented, with independent players and only a few larger CXM vendors. Independent DAM vendor North Plains — backed by venture capital funds — has made moves to consolidate the market by acquiring Xinet and Vyre. I expect them to continue to make moves to expand their global and CXM footprint. Many large CXM vendors like IBM or Oracle don’t yet have best-of-breed DAM solutions and have remained quiet on the DAM front. I expect them to remain preoccupied with bigger priorities like cross-channel analytics and experience delivery.
Enterprises have a choice when it comes to employee productivity and collaboration apps (email, documents, spreadsheets, presentation, video conference, etc) in the cloud: Microsoft Office 365 and Google Apps. Deciding which solution is best for your business is not easy, because it is not an apples-to-apples comparision of apps and features. It’s more like a fruit basket containing some apples, some pears, and a few exotic fruits. Not to worry — Forrester’s expert on collaboration software, TJ Keitt, is here to help.
In this episode of TechnoPolitics, TJ helps you decide by offering deep insights on:
The only source of competitive advantage is the one that can survive technology-fueled disruption — an obsession with understanding, connecting with, serving, and delighting customers. But as organizations strive to succeed in the age of the customer, business and IT professionals responsible for customer-facing processes still struggle with how to define CRM strategies, re-engineer customer-facing business processes, acquire and deploy the appropriate supporting technologies, and lead and sustain the necessary organizational changes.
Technology is radically changing your customers and your business. So how do you cope with digital disruption? The CRM playbook is a practical guide that focuses our research and recommendations to help you: discover opportunities; plan for success; take action; and optimize your customer relationships. Read the CRM executive overview and companion reports to take advantage of research, methodologies, and tools to guide you through these critical phases: