Early this year a host of inquires were coming in about data quality challenges in CRM systems. This led to a number of joint inquires between myself and CRM expert Kate Legget, VP and Principal Analyst in our application development and delivery team. Seems that the expectations that CRM systems could provide a single trusted view of the customer was starting to hit a reality check. There is more to collecting customer data and activities, you need validation, cleansing, standardization, consolidation, enrichment and hierarchies. CRM applications only get you so far, even with more and more functionality being added to reduce duplicate records and enforce classifications and groups. So, what should companies do?
In case you missed it, Forrester recently published its predictions on what and how I&O organizations must prioritize in 2015 to pursue the Business Technology agenda. The predictions are focused on how to innovate so that you can meet the speed, quality and agility your business demands. It also discusses the transformation needs I&O organizations are facing across people, processes and technology -- in particular how you must focus much of your efforts on enabling your workforce to be productive.
As I have been in I&O since the beginning of my professional career (which means forever), I see 2015 as a year to transform our I&O profession and organizations. The opportunities are spanning from partnering with your Application Development & Design team in a new way of operations -- we call this Modern Service Delivery (you might have seen this as DevOps); explore new ways to enable your workforce and how to change your approach to the technology supply chain and ecosystem. See for yourself what our predictions are. The full details can be found here in the November 20, 2014 report, "Predictions 2015: Infrastructure & Operations Prioritizes Pursuing The BT Agenda".
Are you struggling with the "right" key performance indicators and metrics for your I&O team/subteam/function? Let's struggle together and help each other. We are working on a research project to establish a new I&O Balanced Scorecard for 2015 and we need your help.
We have questions like:
(1) What performance does your organization/company require from the I&O organization?
(2) How do you balance both the performance focus on internal IT (systems of record) with the performance of external (systems of engagement) BT requirements?
(3) How do you translate these performance needs into objectives for your I&O organization?
(4) What metrics are key to track to make sure that your I&O organization is meeting its objectives?
(5) What should a best practice I&O Balanced Scorecard (BSC) look like in 2015?
Help us and help the rest of I&O leaders to develop a new I&O Balanced Scorecard to stay and be relevant to your company. Reach out to me via a inquiry or email me at email@example.com and lets talk!
While Malaysia's tech services market is mature compared with other fast growing ASEAN markets like Indonesia, it remains very fragmented. Some vendors also tout capabilities in technology services that fall outside of their core competencies and for which they have not yet developed a strong track record. The fast-rising digital expectations of business stakeholders are making it increasingly difficult for client organizations to find the right partner for their requirements. In a new report, my colleague Zhi Ying Ng and I provide a detailed analysis of the leading consulting and technology service providers in Malaysia. Here are a few high-level recommendations when choosing a service provider in Malaysia:
Reset your expectations when engaging with local service providers. Organizations looking to expand in Malaysia will find it beneficial to tap into these providers' local knowledge and experience. However, companies looking for sophisticated skills — like those related to enterprise applications — should be aware that providers might lack experience even though they claim otherwise. As such, it is crucial that enterprises set a clear strategy based on the goals and objectives that they want to achieve, together with a road map that aligns services sourcing with internal capabilities before beginning such engagements.
I had the pleasure of presenting to Singapore’s DBS Bank yesterday on customer experience and listening to CEO Piyush Gupta’s thoughts on the bank’s journey since he joined in 2009. He spoke about his conclusion upon joining five years ago that a critical challenge to be addressed was an inside-out perspective by the bank’s employees. Since then, he’s driven the bank through a successful transformation project Forrester wrote about in an August case study. Looking forward, he sees the bank working toward “joyful” banking and is seeking ways to embed more emotional connections into their customer experiences.
Listening to Piyush speak reminded me of my interactions with another regional CEO this year who has driven a successful company transformation: Telstra’s David Thodey. David also joined in 2009 and has driven Telstra’s success through a focus on the customer. He has given his customer focus organizational teeth by linking it to Net Promoter Scores (NPS) that determine part of the compensation system at Telstra. The importance of measurement is the key reason we recommend our clients leverage Forrester’s CX Index.
Mobile is now becoming a mission-critical service for all businesses. CIOs must support mobile moments, which Forrester defines as points in time and space when someone pulls out a mobile device to get what they want in their immediate context. Mobile moments have spread well beyond consumer scenarios:
Your business customers are demanding them. Mobile engagement is critical for all customer relationships and better user experiences – irrespective of whether you are a business user or a consumer. Consumerization has changed this distinction forever. Today, we all expect a great experience – both at home and at work.
Your partners and suppliers are working on adjusting their business processes. To ensure smooth end-to-end workflows in these new processes, you need to ensure that your own organization adjusts to their mobile mind shift. Moreover, any mobile offering that depends on an ecosystem of partners relies on end-to-end experiences. Third-party providers can provide productivity improvements for collaboration and workflow efficiency to help with this.
Your competitors are exploiting the opportunities that mobility offers. Mobility is quickly becoming one of the most important battlegrounds for business innovation. Your competitors are readjusting and improving their business processes through mobility. Every CIO should have a clear strategy for a world in which every customer, worker, and supplier is hyper-productive, hyper-available, and hyper-engaged.
I recently visited Telstra’s “Let’s Connect” Analyst Summit 2014 in Sydney, the analyst event of Australia’s incumbent telecom provider, Telstra. CIOs of MNCs who have been tasked with finding the right provider in Australasia need to balance their requirements for true end-to-end solutions that many tech services providers promise with the need for reliable collaboration and connectivity services as well as cloud and services solutions. Telstra brings attractive assets and strengths to the table regarding these core focus areas. My main takeaways are that:
Telstra is a strong network services provider in Australasia. European CIOs who require a strong network service provider in the developed markets of Asia and Australia find a solid partner in Telstra. There Telstra stands out through high-quality network infrastructure and local teams on the ground.
Telstra provides telco industry benchmark offerings in healthcare. Telstra is dedicated to becoming a strong provider of healthcare solutions that rely on connectivity. CIOs in the healthcare sector should look to Telstra for solutions such as hospital-in-the-home partnerships, medical care in remote communities, as well as telemedicine services.
Telstra takes organizational and cultural transformation very seriously. Telstra is fully aware of the need to transform its organizational structures and operating culture and to transform toward a more service- and software-focused telco. Although this transformation will take time to implement, CIOs will find a network service provider that is committed to transformation at the very top of management.
I recently attended VMware’s vForum 2014 event in Beijing. The vendor has established a local ecosystem for the three pillars of its business: the software-defined data center (SDDC), cloud services, and end user computing. VMware is working with:
Huawei to refine SDDC technologies.VMware is leveraging Huawei’s technology capability to improve its product feature. VMware integrated Huawei Agile Controller into NSX and vCenter to operate and manage network automation and quickly migrate virtual machines online. Huawei provides the technology to unify the management of virtual and physical networks based on VMware’s virtualization platform. This partnership can help VMware optimize its existing software features and improve the customer experience.
Forrester's 26-criteria evaluation of managed security service providers (MSSPs) published today! The report focuses on the 13 most significant vendors in the North American market — AT&T, CenturyLink, CSC, Dell SecureWorks, HP, IBM, Leidos, SilverSky, Solutionary/NTT, Symantec, Trustwave, Verizon, and Wipro. This report details how well each vendor met our criteria and where they stand in relation to each other. This report will help you refine your selection criteria and choose the right partner for your outsourced security needs.
Are you an EdgeCast (now part of Verizon) customer? Chances are good that your traffic into China over the past week has been interrupted or blocked. Verizon claims this is without “rhyme or reason” in their statement. We can look to the past to see that content censors have previously also stopped YouTube, Facebook and Twitter, and we can look to the coming days when China hosts the World Internet Conference in Zhejiang to make guesses as to why. However, it’s not fruitful to guess at what traffic coming from EdgeCast’s servers has tripped the censors, because we may simply never know.
The alternative? Investigate a multi-CDN strategy across regions that represent unique geographic or political barriers. Not only does this provide fail-over redundancy, but it can be valuable for cost arbitrage and load balancing. Here is a quick summary of the CDNs that we currently track that have delivery capabilities in China: