This is a roll-up of all Forrester blogs written for Business Technology Professionals. Role-specific blogs are listed below. Visit Forrester.com to learn how we make Business Technology Professionals successful every day.
We’re at the dawn of a new industrial revolution. And just as the steam engine and the spinning jenny transformed the world in the first industrial revolution, the new technology of this new industrial revolution will transform our world as we know it.
The seeds of revolution are all around us: More compute power now resides in each of our pockets than in the supercomputers of the eighties; we are rapidly approaching a point where each person on the planet is interconnected through a web of digital channels; billions of devices are capable of instantly uploading data about the device and its environment as an the internet of things; highly automated manufacturing plants will soon intelligently assemble custom products; and instant video communications now take place regularly around the world. All of these changes are already here.
With a weakening economy, skyrocketing food prices, and an attrition rate of around 14%, Indian CIOs’ biggest worry is increasing the salaries of their IT staff. Data from Forrester’s Forrsights Budgets And Priorities Survey, Q4 2013, indicates that 71% of Indian CIOs will increase their spending on IT staff salaries and benefits in 2014 — tops in the Asia Pacific region (figure below).
In return for the increase in staff salaries, Indian CIOs will face two challenges:
Increased pressure from CEOs to contribute to the company’s top line.By 2016, 70% of Indian CIOs will report to CEOs. As the boundary between IT and business blurs further, CEOs will get more directly involved in business-led technology discussions as a means to differentiate their organization and drive business growth. They’ll look for new technology capabilities to respond to customer needs better, faster, and cheaper — and won’t be satisfied with an IT organization that merely keeps the lights on.
The need to retool their IT teams. All too often, IT lacks business-oriented communication skills and team members rarely or never share business knowledge with each other. IT staff continue to be order-takers. The biggest challenge for CIOs today is how to make their technical people more business-savvy; this problem will only get more difficult as pressure from the business increases.
Business decision-makers in Asia Pacific (AP) are increasingly aware of the importance of business intelligence (BI) and broader analytics to business strategy and execution. However, lack of internal expertise remains a significant barrier to BI project success.
To succeed in the region, BI service providers must provide guidance on how to translate data access into actual insight and information into business value. This requires a strong understanding of local cultures, business practices, regulatory frameworks, and market dynamics. When evaluating providers, understand how their capabilities are likely to evolve across five categories:
People. To minimize project risks, understand who will be the on-site business and technical leads on BI projects and how many successful implementations this staff has led in a similar industry and similar technical environment within the region.
Technical expertise. Service providers need to demonstrate region-specific knowledge of the technical characteristics of various BI tools, platforms, architectures, and applications. Most companies will not have all of the necessary skills on site, so closely evaluate ease of access to remote staff from the service provider as well.
In Q2 2011, Forrester wrote one of the market's first private cloud vendor evaluations which scored vendors on ten criteria. Over the past two years private cloud has shifted from concept to reality with 55% of enterprise hardware decision makers planning to build an internal private cloud in 2014 (up from 29% in 2011) according to our Forrsights Hardware Survey, Q3 2013. Due to popular demand, Forrester decided to update this report with a full Forrester Wave evaluation composed of 61 criteria. Vendors evaluated in this report represent today's top software-only private cloud vendors -- ASG Software Solutions, BMC Software, CA Technologies, Cisco Systems, Citrix Systems, Eucalyptus Systems, HP, IBM, Microsoft, and VMware. After many long hours on weekends and holidays, this report is finally complete, with three vendors rising to the top -- HP, Cisco, and Microsoft. For the full details of the strengths and weaknesses of each vendor, see The Forrester Wave™: Private Cloud Solutions, Q4 2013.
How did Forrester select and evaluate vendors? Each vendor met the following qualifiers:
Does your organization still have a significant number of endpoints still running Windows XP? Don’t worry, you’re not alone: Forrester's Forrsights Hardware Survey, Q3 2013 shows that the average organization still has 20% of their employee endpoints running XP. Considering that most organizations spend 18 to 32 months when migrating to newer versions of Windows, many organizations will likely find themselves scrambling to batten down the hatches before Microsoft’s April 8, 2014 end-of-life deadline.
After this date, Microsoft will stop releasing security patches for the 13-year-old operating system, a terrifying situation for organizations still relying on XP. What can you do as an organization if you still have a substantial XP presence within your environment? You can:
Migrate to Windows 7 or 8 posthaste. Microsoft has come a long way in preventing certain classes of attacks, such as bootkit and rootkit attacks. In fact, Microsoft has told us that Windows XP is 21 times more likely to get infected with malware than Windows 8.1. To help our clients understand the pros and cons of Windows 8.1 security, I recently published a guide on this very topic.
Buy some extra time. For those that can afford it, Microsoft will offer “custom support” in the form of XP security patches past the April 8 deadline. I’ve spoken with a number of organizations that determined that it would be cheaper to pay this premium than to migrate away from XP. Of course, this is just prolonging the inevitable; custom support will not be available forever.
Apple has completed an acquisition of the Israeli firm PrimeSense, a sensing company whose technology has powered Microsoft’s popular Xbox Kinect for Xbox 360. (Microsoft moved to an in-house technology for the Xbox Kinect for Xbox One).
For the consumer market, Apple’s purchase opens up a number of tantalizing product possibilities:
Apple TV. The long-rumored Apple television set – as well as the long-extant AppleTV set top device – could both benefit from motion-sensing and depth/color sensing, particularly for next-generation interactive television applications.
Mobile and wearable products. PrimeSense has made a strong effort to miniaturize its components, and the next logical step would be to embed its technologies into mobile or wearable computing products. While often seen as a motion-sensing technology, PrimeSense is at base a depth- and color- perception technology that could potentially someday be used to recognize people – or to help the blind navigate the streets.
Customized e-commerce. In 2011, I wrote a report suggesting that Kinect and other sensing technologies could be used by companies to offer mass customized clothing and furniture. Imagine scanning your house – or your body – to receive custom-build cabinets or bespoke clothing shipped to you in short order. PrimeSense technology can already empower these mass customized scenarios.
I’ve just returned from SAP’s 2013 SAPPhire China user conference; with more than 17,000 attendees, it’s still the largest SAP event on the planet. The vendor has recently launched new offerings, like HANA enterprise cloud and extended ERP solutions for new industries; it has also extended its China strategy by announcing SAP Anywhere, a bundle of cloud-enabled mobile CRM services, which it has just begun piloting here.
At the event, clients presented their feedback on SAP services, particularly rapid deployment solution (RDS) services. Ever since their launch two years ago, SAP has extended RDS services to more than 150 software applications. The RDS concept aims to provide everything out of one box; clients buy a bundle of application and implementation services. RDS services have brought tangible benefits to clients that want to quickly start their SAP journey or begin with pilot implementations before going for a full-scale rollout.
However, RDS does not apply to all SAP application implementations; it primarily depends on the client usage scenario. Forrester believes that RDS will not be an attractive choice in a few instances:
Large enterprises using SAP core ERP systems as a mission-critical application. Large enterprises normally make huge investments in these projects. Their primary focus is not on saving time or money; instead, their top priority is ensuring that the project is a complete success and that all functionality is rock-solid: well-developed and thoroughly tested. RDS services, which can cover up to 80% of ERP system functionality, may not be the best choice in this scenario. We’ve seen this happen in China and Southeast Asia time and time again over the past two years.
Businesses that thrive and grow in the age of the customer are obsessed with customer delight: the most successful companies are reinventing themselves to systematically understand and serve increasingly powerful customers. This business reality creates new imperatives for everyone inside an organization, and infrastructure & operations (I&O) professionals are not immune. So the question becomes, how does I&O participate in the transformation of the enterprise toward customer obsession?
The answer to this question is important, because technology's role in business is rapidly changing -- from a world in which Information Technology (IT) enabled a company to function more efficiently, to a world of Business Technology (BT), which we define as technology, systems, and processes to win, serve, and retain customers. Yet customer-facing technologies aren't always (or even often) the traditional role of I&O. So how can I&O participate?
How about starting with a simple dictum? Spend more time on technologies that will inspire and delight customers, either directly or indirectly. To start this journey, I'd like you to watch this short video of how a digital billboard has gone viral:
With Dan Bieler, Henry Dewing, Henning Dransfeld, Brownlee Thomas, and Michele Pelino
Vodafone hosted its annual global analyst event in London recently, and it was a good event. Vodafone’s CEO Vittorio Colao kicked it off with a passionate endorsement of Vodafone’s enterprise ambitions. But will Vodafone’s market position as a leading mobile telco give it a tangible advantage in the broader enterprise global telecoms marketplace? We believe there is a good chance it will because:
Vodafone’s integrated pitch is credible. Vodafone comes up in nearly every conversation with Forrester enterprise clients that want to consolidate vendors for multicountry or “global” mobility services. Increasingly, our clients also are asking about Vodafone’s wired services. And those based in the UK and Germany are the most interested in learning about what’s available and what’s coming with respect to fixed-mobile bundling. Vodafone made a big play on fixed-mobile integration, most notably with the acquisitions of Cable & Wireless and Kabel Deutschland. Its network now covers 140 countries, 28 of which support MPLS networks for mobile backhaul. Vodafone also has big plans for refreshing and expanding its international IP backbone network to more than 60 countries.
“We’re in charge of developing your new website. You can have it good, fast, or cheap. Pick two.”
How many times have you heard (or said) something like that on a digital experience project? With any digital initiative, one of those desires is usually odd man out. Application development and delivery pros at corporations, digital agencies, and systems integrators know this; they’re often the people talking reality in the face of the wishes of the business asking for all three (and, frequently, a fourth: “Can you make it as good as Apple.com?”).
Web projects always require compromise. The challenge is figuring out what you can live without.
It’s enlightening to apply the good/fast/cheap triangle to the Healthcare.gov snafu that’s been playing out in Washington, DC. If you’re involved in web applications, reviewing the government’s project might be one way to inoculate yourself and your team against an invitation to the hot seat by preventing website crash and burn. No one wants to be like the Secretary of Health and Human Services, Kathleen Sebelius, and her squad, who’ve had to explain the most visible website flop in history.
It makes me ask: how did the Feds deal with the good/fast/cheap question for Healthcare.gov? It’s a hard reality to deal with on any digital project, never mind a project of this scale. Where would you compromise?