“If you are in the tech business, you need to be willing and able to change”
This statement was made by Michael P Gregoire, CA Technologies’ (CA) new CEO and it pretty much summed up the vibe at CA World 13 this week. I have to admit, as I sat with my fellow Forrester colleagues, Eveline Oehrlich, Courtney Bartlett, Peter O’Neill and Glenn O’Donnell, waiting for the opening keynote I had thoughts in my head of the CA of old. These were formed during my time as an enterprise management consultant in which I saw CA make numerous, good acquisitions but struggle to keep their promises of integration and simplicity – two key ingredients for good enterprise management solutions. To be fair, this has not just been a problem for CA though, as many of the other large solution providers in this space have tripped over the same hurdles.
But, times are changing and the IT Management market is experiencing a renaissance with innovative new solutions that aim to accelerate I&O professionals adoption of Business Service Management (BSM). BSM until now has been a utopian dream but with the increased complexity of IT, from a people, process and technology perspective, means that this now has to become a reality for enterprise IT organizations. Encouragingly, some solution providers in this space are rising to the challenge and judging by the vision and energy portrayed by CA execs over the course of CA World 13 – CA could end up being one of the front-runners of the pack.
The deluge of customer data shows no signs of abating. The perpetually-connected customer leaves data footprints in every interaction with a brand. This presents tremendous opportunities for customer insights professionals and analytics practitioners tasked with analyzing this data, to not only get smarter about customers but ensure that the insights get appropriately used at the point of customer interaction.
When we asked customer analytics users about the challenges and drivers of customer analytics adoption, we found that data integration and data quality continue to inhibit better adoption of customer analytics while users still want to use analytics to improve the data-driven focus of the organization and drive satisfaction and customer retention.
Forrester’s Customer Analytics Playbook guides customer insights professionals, marketing scientists and customer analytics practitioners into this new reality of customer data and helps discover analytics opportunities, plan for greater sophistication, take steps towards building a customer analytics capability and continually monitor progress of analytics initiatives. It will include 12 chapters (and an executive overview) that cover different aspects of customer analytics.
Whether you are just starting on your BI journey or are continuing to improve on past successes, a shortage of skilled and experienced BI resources is going to be one of your top challenges. You are definitely not alone in this quest. Here are some scary statistics:
“By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills, as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” (Source: May 2012 McKinsey Global Institute report on Big Data)
“… trigger a talent shortage, with up to 190,000 skilled professionals needed to cope with demand in the US alone over the next five years.” (Source: 2012 Deloitte report on technology trends)
“Fewer than 25% of the survey respondents worldwide said they have the skills and resources to analyze unstructured data, such as text, voice, and sensor data.” (Source: 2012 research report by IBM and the Saïd Business School at the University of Oxford)
Digital capability – social, mobile, cloud, data & analytics – disrupts business models, introduces new competitive threats, and places new demands on your business. Highlighting this fact: Forrester’s 2012 “Digital Readiness Assessment” survey found that 65% of global executives say they are “excited about the changes that digital tools and experiences will bring” to their company.
While most people know these digital trends are coming, however, far fewer know how to purchase these cutting-edge digital capabilities. What companies will you rely on? Where are the new risks? What are the pricing models? In the survey mentioned above, only 32% of the same sample agreed that their organization “has policies and business practices in place to adapt” to those digital changes.
This is important, since developing the breadth of digital capabilities your company needs cannot all be done in-house. To succeed, your company will need to access the strengths of its supplier ecosystem, maximize value from strategic partners, and leverage emerging supplier models.
This is a tremendous opportunity for sourcing and vendor management professionals to increase the strategic value they provide to their business. But to do this, you’ll need to balance your traditional cost-cutting goals with demands for business expectations for growth, innovation, and value.