The world is becoming more and more connected, whether we look at consumer products like thermostats, commercial assets like a fleet of trucks, or infrastructure systems as extensive as electricity grids or cities. By understanding the broad landscape of the connected world, business and technology leaders can ready their firm for the implications — positive and negative — of asset control, business model change, and deeper data-driven customer engagement.
In Forrester’s upcoming report, “Mapping The Connected World,” we map the broad landscape of the emerging connected world, assessing the attractiveness and readiness of different industries and use cases. This report draws from and synthesizes related research around smart products, the connected car, and smart cities, while setting the stage for upcoming reports like the connected home and embedded systems. Our focus is on analyzing the business impacts of increasing connectivity between physical devices and infrastructures, and digital computing and analytic systems.
If you ever need a belly laugh, visit the site DamnYouAutocorrect.com (warning: it’s often not safe for work). It’s also a great illustration of why you shouldn’t just force users through the same exact login procedure when they use mobile apps versus full-fledged browser windows: hitting all the right tiny keys is hard work, and often the software behind the scenes is helpfully trying to “correct” everything you type.
Responsive design is all the rage in consumer web app design, and for good reason: users can put down one device, pick up another, and change the screen orientation in mere moments, and app developers can’t afford to miss a trick in optimizing the user experience. Similarly, in researching current authentication methods and trends, we’ve come to believe more strongly than ever in adapting your user authentication methods to your population, the interaction channel they’re using, your business goal, your risk, and your ability to pick up on contextual clues about the user’s legitimacy or lack thereof. Call it responsive design for authentication.
When we published our recent Customer Authentication Assessment Framework research (the report comes with a spreadsheet tool), we deliberately focused on onboarding, login, step-up authentication, and account recovery for – yes – customers, most particularly consumers. Why? Because the framework takes into account usability characteristics just as much as security characteristics, and security pros delivering solutions to Marketing had better have good answers when they propose adding friction to the login experience.
Metalogix increases its extension of SharePoint capabilities with the acquisition of Axceler’s SharePoint governance products. As I pointed out in my research document, Putting Together The SharePoint ECM Puzzle, SharePoint’s ECM holes have created opportunity for partners to fill in the missing functionality required by organizations looking to implement an ECM solution. Metalogix focuses its efforts on archiving and storage, and with the Axceler acquisition, it ventures into the administration and governance areas that provide key capabilities to streamline the processes for migration, user administration, and policy compliance.
Our recent ECM survey showed that 46% of respondents indicated that the lack of governance was the single biggest challenge to their ECM implementation. My interactions with Forrester clients indicate that SharePoint implementations may actually suffer a higher percentage of failures due to the lack of governance. Organizations struggle to gain control over their SharePoint implementations, caused by the “SharePoint sprawl,” resulting in the explosion of sites that don’t follow any standards. The combination of Metalogix’s archiving products with Axceler’s governance and policy management products has the potential of providing organizations with a foundation that will help facilitate the implementation of a sustainable governance program. The merging of these two organizations and products will help address three key aspects of governance: archiving of sites, document libraries, and documents; the implementation governance policies; and the enforcement of site level quotas and security access.
Developers And Their Business Counterparts Are Caught In A Trap
They swim in game-changing new technologies that can access more than a billion hyperconnected customers, but they struggle to design and develop applications that delight customers and dazzle shareholders with annuity-like streams of revenue. The challenge isn’t application development; app developers can ingest and use new technologies as fast as they come. The challenge is that developers are stuck in a design paradigm that reduces app design to making functionality and content decisions based on a few defined customer personas or segments.
Personas Are Sorely Insufficient
How could there be anything wrong with this conventional design paradigm? Functionality? Check. Content? Check. Customer personas? Ah — herein lies the problem. These aggregate representations of your customers can prove valuable when designing apps and are supposedly the state of the art when it comes to customer experience and app design, but personas are blind to the needs of the individual user. Personas were fine in 1999 and maybe even in 2009 — but no longer, because we live in a world of 7 billion “me”s. Customers increasingly expect and deserve to a have a personal relationship with the hundreds of brands in their lives. Companies that increasingly ratchet up individual experience will succeed. Those that don’t will increasingly become strangers to their customers.
Technology and business leaders don’t always fully understand the true costs and risks associated with both building andoperating a data center. Data center facilities are one of the largest line items in an IT infrastructure budget, and these costs can run into the tens or even hundreds of millions over a data center’s lifetime. If you’re currently looking for more data center capacity, before you make a decision, it’s important to understand the cost and risk implications of your choice and justify the business case to your executives and budget holders.
Using Forrester’s Total Economic ImpactTM (TEI) methodology, we built an ROI calculator to help infrastructure & operations professionals evaluate three approaches to greenfield data center implementations: traditional builds, modular builds, and colocation. In this model, we quantify the costs, risks, and benefits associated with each scenario and calculate the net present value (NPV) of this investment over 15 years.
Messy, siloed data can lead to a muddled understanding of your customers and your business. The result: business goals suffer. Master data management (MDM) can help and Forrester Senior Analyst Michele Goetz is just the expert to explain it. Learn what MDM is in less than 3 minutes in this episode of Instant Insight.
About Forrester Instant Insight
Navigating the fast-changing world of business technology is a constant challenge. Forrester Instant Insight aims to provide simple, complete answers to some popular questions. Our goal: You will watch the video and be enlightened in 5 minutes or less.
This Forrester Instant Insight was produced by Mike Gualtieri, Rowan Curran, and Sarah Bookstein
It's that time of year again - the US Open is under way in New York City, the end of summer looms, and Forrester Research's third annual joint survey with itSMF-USA to understand the state of ITSM is out in the field and calling for your participation!
Last year, the year-over-year data collected gave us some good and not-so-good news.
Compensation for ITSM professionals overwhelmingly increased.
ITIL's positive influence on the organization was compelling with over 70% of service management professionals agreeing the best practice framework improved productivity, and 65% finding it helps to deliver better service quality.
25% of survey takers did not know whether their incident mean time to resolution (MTTR) had increased, decreased, or remained the same over the past year.
A whopping 31% of them did not know what percentage of incidents were the result of a change to infrastructure, applications, processes or tools!
There is a reason the phrase, “beauty is in the eye of the beholder,” has held significance and power in our society for so many generations. And in that phrase is a lesson for all of us about business analysis. The power of different points of view examining a given set of inputs is key to truly understanding what lies before us and seeing the new possibilities and different threats looming.
Sit silently in a museum listening to the patrons take in just a single painting and within a day you will hear a hundred different insights, many of which you didn’t see before. Insights that show you things in that artwork you never would have seen, such as the way greens and reds are mixed to create hues that don’t invoke their origins, the style of brushstrokes used that convey depth and how a pattern viewed up close can be very different than the whole. So much insight doesn’t stem from the painting but from the varied experiences, backgrounds, cultures and histories the observers bring with them. The same is true in data analysis. It’s through different points of view that something can be fully analyzed. Each person brings their varied experiences (their data) to the analysis.
As businesses we tend not to sit silently and take in what others see about ourselves and our data. We tend not to expose our data at all to our partners, trusted third parties or potential collaborators (like our customers) and by not doing so, they cannot combine their data with ours and uncover things we cannot see. As a result, we cannot see the broader picture. And this leads to bad business decisions based on a myopic point of view.
Digital disruption brings new competitors, new products, new services, and new types of customer relationships into focus. As firms adapt their product market channel strategies to new threats and opportunities, they look to transform their operating models: centralizing, decentralizing, and federating treasury, procurement, finance, IT, and even product development and customer relationships. App development and delivery pros challenged with supporting new operating models often ask Forrester whether they can share the same enterprise apps between group business units, and if they can share, what the benefits might be.
This research looked at large firms that have a federated or centralized IT model to understand what they chose to standardize and what they allowed to vary in their ERP. Figures 2 and 3 of the report look at the models and the typical drivers in terms of common customers, suppliers, bills of materials, and routings. Typical drivers for such enterprise apps strategies include harvesting the economies of standardized terms with suppliers and customers. In practice, the big prize is not actually “cost” — such as bulk purchase terms with group suppliers — but squeezing out excess working capital by applying common credit and settlement terms with group-level customers and suppliers, common comparable cycle times to drive out inventory and work in progress, and common cash forecasting and treasury to make cash and credit work more effectively at the group level.
Microsoft CEO Steve Ballmer announced today that he will be retiring within 12 months. My Forrester colleague Ted Schadler laid out some of the strategic challenges his successor will face in coming years. Here, I add to Ted's analysis.
Microsoft remains one of the great global technology companies, a solid member of theFortune 50. Although it no longer enjoys the reputation for innovation it did in the 1990s, it’s a critical player in every aspect of end user computing (including devices, software, browsers, development platforms, and services) and of other technology product and service markets.
As CEO, Steve Ballmer solidified Microsoft’s stronghold in enterprise solutions. Microsoft built and maintained — or built and made itself into a key challenger — in several enterprise markets. Microsoft Office remains a titanic success, even as it faces lower-cost competition from Google and others. Windows Azure has been cultivated into a full-fledged contender in the cloud services market. Exchange remains entrenched in enterprises, as do many of Microsoft’s Server and Tools offerings. Microsoft remains the company to beat in some of these markets, and has become a formidable challenger (e.g. as Azure takes on Amazon Web Services) in others.