A year and a half ago I broke up with Blackberry and started dating iPhone. It was a clean but cruel breakup: AT&T cancelled my T-Mobile contract on my behalf, the equivalent of getting dumped by your girlfriend’s new boyfriend.
This year I’ve been cheating on my laptop with my iPad. But it’s an on-again, off-again relationship. While I tell my iPad it’s the only one, I keep going back to my laptop. When I travel, my iPad is with me meeting clients. Meanwhile my laptop is in the hotel room surfing the online menu for a turkey club.
The iPad beats my laptop on size, weight, connectivity, and battery life. It also improves the human element when I’m having a face-to-face conversation but need to take notes. These are all critically important to me when I'm out of the office visiting clients or at an event.
But my laptop wins when I need to perform other important activities. For example, the larger screen really helps to write and edit research reports (John Rakowski, you’ll have your edits soon!). Or when I need to approve expenses behind the VPN or access files on my hard drive that I haven’t stored in Google Drive (yes, Forrester sanctioned).
Now that I've had a few months of compare both devices, I come back to outcomes . . .
Our application development and delivery (AD&D) team has recently launched our survey on digital customer experience initiatives, and we’re looking for information on your digital customer experience strategy and technology investments. Some of the questions we’d like to get answers to include:
What projects (if any) you have planned for this year.
Details about what those projects look like (e.g. budgets, staffing, and primary decision-makers).
What investments you plan to make in technology.
How you will use third parties (e.g. agencies, consultants, SIs) to help with your digital customer experience projects.
Not planning anything for the coming year? That’s okay — we still want to hear your thoughts! It should only take you 10 to 15 minutes to complete the survey. The information you provide will help shape an upcoming report. What’s in it for you? To thank you for your time, we’ll send you a free copy of that report when we publish it.
Here’s the survey again, and we look forward to hearing your thoughts.
I recently bought myself a Lenovo ThinkPad Tablet 2 running Windows 8 because I want a tablet device that can really run Windows and PowerPoint when I need them, and I have found all the iPad Office solutions to be lacking in some fashion. When I saw the new Lenovo ThinkPad Tablet 2, it was love at first byte.
Like in all relationships, some of the new has worn off, and since it’s “Internet time”, it has only taken a couple of weeks as opposed to years to see my partner in a more realistic light.
So, here is my list of the good and the bad (architecturally, structurally) and bugly (things that can probably be fixed).
The Good – Excellent Hardware, Fluid and Attractive Interface
There are many good things to say about this combination:
It’s the lightest Windows device I have ever owned, and its general performance and usability is light years ahead of a horrible Netbook I bought for one of my sons about two years ago.
As some of you know, I’m a bit of a political junkie. I believe I picked up the political bug from years of riding shotgun with my dad as he listened to Rush Limbaugh blaring on the car radio. As a kid, I loved listening to Rush and trying to understand where he was coming from, trying to understand his perspective, trying to understand his ideology. The term “culture wars” in U.S. politics is used to define a clash between two different political ideologies – conservatism and liberalism.
Over the past few years, I’ve also started using the term “culture wars” to describe the clash and fragmentation we’ve seen in the BPM market. In the BPM space, the clash has primarily been around dynamic case management (DCM), human-centric workflow, and straight-through processing ideologies.
I’m the first to admit that fragmentation and categorization is not always a bad thing, since it can help software buyers and decision-makers better understand which solutions best match their business requirements and desired business outcomes. However, the fragmentation in BPM sometimes overlooks the primary purpose and value proposition of BPM – to help support creating a sustainable business change program.
Marketers increasingly recognize the value of using online video to engage and inform consumers, create brand awareness, and even drive direct action. Similarly, corporate communications and business leaders are making greater use of live streaming and on-demand video to communicate more effectively with a distributed workforce. Video publishing capabilities are integral not only to traditional media providers today, but to the websites and intranets of many brands, companies, and organizations without a history of content creation.
Today we released two Forrester Waves™ to help our clients select the right vendor for their video publishing needs. The Forrester Wave on online video platforms (OVPs) updates our previous evaluation of the market and includes five vendors: Adobe, Brightcove, Kaltura, Limelight, and Ooyala. The Forrester Wave on enterprise video platforms (EVPs) is our first evaluation of this important category and includes seven vendors: Cisco, Ignite Technologies, Kaltura, Kontiki, Polycom, Qumu, Sonic Foundry, and VBrick. We included these vendors because of their size in the market, experience serving enterprise customers, and frequent mention by Forrester clients in competitive scenarios.
In our research and in our work with clients on their mobile intiatives, one problem comes up again and again: the very people the app is designed for don't know what it does or why they should use it. Here are some symptoms of a communications gap -- and they show up just as frequently in employee projects as they do in customer initiatives:
Your target audience doesn't know why they should use the app you've given them.
Your call center or help desk is inundated with basic questions.
Your key stakeholders are forever pinging you to find out what's going on.
People in the company don't know what you've been up to.
You don't know what your target audience really needs from the app.
When people get a new or updated app, they don't use the new features.
If any of these ring true for you, then it's time to implement or re-evaluate your communications strategy. We'd like to help, which is why we are initiating a research project into communications strategy for your mobile initiatives. My colleague Simon Yates and I are diving into this important topic to publish new research findings to help you build the most effective communications strategy.
You can help us by completing a short survey on your own communications strategy. You'll get a summary of the results and can ask for a conversation if you want to dig deeper with us.
Thanks for filling out this 3-minute survey on your communications strategy!
I recently had a conversation with a new EA practice leaders in the investment management business unit of a large multi-line insurance company. They wanted to hear my perspectives on what a world-class EA program should look like. They knew of all the traditional EA building blocks: standards and roadmaps, architecture domains, methodologies like TOGAF. They had a long list of things to do, but were uncertain about which to tackle first, and had a nagging feeling that these had little to do with world-class EA programs. We touched on EA maturity models, but quickly concluded that there isn’t an obvious and compelling business value proposition to simply ‘being mature’.
The conversation shifted to outcomes – what are the outcomes of a world-class EA program? IT cost reduction could be an outcome, and has been the raison d’etre of EA for years. IT solution design quality could be an outcome, and has been the justification for architects for longer than EA has been around. But these are all IT-centric outcomes.
We all know the world is changing. Digital capabilities are radically impacting our customers, the competitive landscape, the regulatory context, and the operating models of businesses. Kyle McNabb summarizes this very well in his blog post. The mantra today is business agility in the face of all these radical changes. Because of this, being IT-centric is no longer the hallmark of a world class EA program.
Forrester recently published “IT Service Management (ITSM) Case Study: Making The Transition From On Premises To SaaS With BMC” which is available to clients here. For non-clients (or hopefully “future clients”) I thought I’d create a blog on the good practices distilled from the discussion with the BMC client.
The situation … does it sound familiar?
The customer had found itself hamstrung by a highly customized on-premises ITSM tool that was: 1) too costly to run; 2) a poor fit to operational and customer requirements; 3) complicated and cumbersome to use; 4) unable to keep pace with the latest service management thinking; and 5) stranded on an out-of-date version because it would cost too much to upgrade.
The solution …
The customer used a honed set of requirements to select BMC Remedyforce from a shortlist of six SaaS ITSM offerings. In their words, they chose BMC Remedyforce because: 1) it was best suited to the agency's existing and future needs; 2) it was built on the salesforce.com platform; 3) its user experience was similar to (but better than that of) the incumbent Service Desk Express; and 4) it was the most cost effective.
Here's what they did:
The initial deployment managed requests and tasks from both customers and internal IT.
The customer took advantage of subscription-based licensing's ability to flex with demand.
They also used BMC Remedyforce in different scenarios: in internally and externally facing call centers and, in addition to traditional IT support, addressing customer support, app development issues, and human resources (HR).
Over the last few months, TJ Keitt and I have been wrestling with the concept that CIOs play a key role in employee engagement. All the signals point to this as hot topic. We've worked with many large clients on workforce technology assessments to help them understand how to assemble the right portfolio of technology tools to help employees be as productive as possible. For this research, we interviewed many technology leaders and their HR counterparts in companies that are widely recognized as great places to work that also happen to score well on customer experience. Our colleague, Kerry Bodine, co-author of the book Outside-In: The Power Of Putting Customers At The Center Of Your Business and an expert in customer experience published a blog post in November 2012 that talked about the importance of employee empowerment and the need to design the employee experience in the same way that you design the customer experience. As Kerry puts it, "great customer experiences don't happen by accident -- they have to be actively designed." The same is true of great employee experiences.