Red Hat Takes The Lead In Enterprise-Class Container Solutions — For Now

Charlie Dai

Red Hat held its 2015 summit last week in Boston. One of the most important announcements was the general availability of version 3 of OpenShift. After my discussion with Jim Whitehurst, president and CEO of Red Hat, as well as other executives, partners and, clients, I believe that Red Hat has made a strategic move and is taking the lead in enterprise-class container solutions for hybrid cloud enablement. This is because:

  • Red Hat has an early-mover advantage in platform refactoring.OpenShift and Cloud Foundry, two major open source PaaS platforms, both started refactoring with container technology last year. The developers of Cloud Foundry are still working hard to complete the platform’s framework after implementing Diego, the rewrite of its runtime. But OpenShift has already completed its commercial release, with two major replacements around containers: It replaced Gears, its original homegrown container model, with Docker and replaced Broker, its old orchestration engine, with Kubernetes.
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What's Your Perspective On Digital Business?

Nigel Fenwick
We’re launching our quantitative research into digital business for 2015, and I’d like to capture your perspectives in this year’s study.
 
Last year we started a detailed research study into digital business and published numerous reports on our findings and insights for business executives. This year we have partnered with Odgers Berndtson to help field our digital business survey to business executives. And as we did last year, we’re also extending the survey to our clients and social media followers.
 
The survey only takes 10 to 15 minutes to complete … the perfect accompaniment to a cup of coffee or tea! (OK that may be a stretch … but you can easily complete it while enjoying a cuppa.)
 
Please share the link with your social media followers (http://nigel.im/2015digibiz).
 
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Disrupt Processes To Build Your Customer-Obsessed Operating Model

Clay Richardson

A few months ago, I had a horrible customer experience around test-driving a new luxury car. The company's marketing department invested a lot of money on different campaigns to get me to make an appointment for a test drive. They succeeded, But once I got to the showroom for the appointment, the experience was a complete 180-degree turn from the red-carpet marketing experience. In fact, I was told they were too busy for a test drive and they requested I come back in two weeks. Needless to say, the experience was a #BIGFAIL on the part of the carmaker.

We see this all too often. Disconnected business processes, fragmented customer communications, and poorly thought-out execution around critical customer experiences. This lack of focus on process coordination around customer experiences robs companies of potential revenue and brand value

Contrast this with the experience I had while visiting a Tesla Motors store recently. While I was in the store browsing different car models and speaking with a Tesla spokesperson, a steady stream of existing Tesla owners popped into the store to rave about how great the brand was and how much they loved driving their cars. 

It's easy to see that brands like Tesla run their companies from a customer-obsessed operating model. And at the heart of this customer-obsessed operating model is a relentless focus on calibrating business processes to deliver seamless, connected experiences at each step of the customer journey. This shift to customer-obsessed operating models requires BT organizations to disrupt existing processes and focus efforts to:

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“Big Data” Has Lost Its Zing – Businesses Want Insight And Action

Brian  Hopkins

I saw it coming last year. Big data isn’t what it used to be. Not because firms are disillusioned with the technology, but rather because the term is no longer helpful. With nearly two-thirds of firms having implemented or planning to implement some big data capability by the end of 2015, the wave has definitely hit. People have bought in.

But that doesn’t mean we find many firms extolling the benefits they should be seeing by now; even early adopters still have problems across the customer lifecycle. Can your firm understand customers as individuals, not segments? Are analytics driving consistent, insightful experiences across channels? Does all that customer insight developed by marketing make a bit of difference to your contact center agents? If you're like most firms, the answer is, “Not yet, but we're working on it.”

What’s more, firms expect that big data will deliver the goods. In fact, about three in four leaders tell us that they expect big data analytics to help improve and optimize customer experiences. That's a huge expectation!

I think big data is going to be a big letdown when it comes to customer engagement and experience optimization.

Here's why – big data is about turning more data into insight. In fact, our latest data and analytics survey tells me that big data plans are still overwhelmingly an IT department thing. As such, they have fallen victim to supply side thinking – just furnish the data and the technology, “the business” will do the rest. Really?

Big data will not help you:

  • Ensure insights are tested for value against business outcomes.
  • Deliver insights at the point of decision in software.
  • Close the loop between actions, digital reactions, and learning.
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Some vendors just cannot let go of their "precious appliances!"

Rick Holland
We just published my latest research, the Forrester Wave: SaaS Web Content Security, Q2 2015. Forrester categorizes web gateways/forward proxies into this web content security category. I did something different with this evaluation, instead of looking at on-premise appliances; I only evaluated the SaaS deployment model. If a vendor didn't have a SaaS delivery model, we didn't include them in the Wave. 
 
The decision to focus this wave on the SaaS model, wasn't popular with some of the vendors we evaluated. The majority of vendors who sell web proxies lead with the on-premises delivery model and relegate SaaS to a niche deployment option. As users, their endpoints, and their applications move outside the perimeter and into the cloud, the traditional web gateway model is being disrupted; yet many vendors are still very attached to their appliances.  Instead of evaluating a very mature on-premise market, I wanted to focus this Wave on the future.

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Red Hat Summit – Can you say OpenStack and Containers?

Richard Fichera

In a world where OS and low-level platform software is considered unfashionable, it was refreshing to see the Linux glitterati and cognoscenti descended on Boston for the last three days, 5000 strong and genuinely passionate about Linux. I spent a day there mingling with the crowds in the eshibit halls, attending some sessions and meeting with Red Hat management. Overall, the breadth of Red Hat’s offerings are overwhelming and way too much to comprehend ina single day or a handful of days, but I focused my attention on two big issues for the emerging software-defined data center – containers and the inexorable march of OpenStack.

Containers are all the rage, and Red Hat is firmly behind them, with its currently shipping RHEL Atomic release optimized to support them. The news at the Summit was the release of RHEL Atomic Enterprise, which extends the ability to execute and manage containers over a cluster as opposed to a single system. In conjunction with a tool stack such as Docker and Kubernates, this paves the way for very powerful distributed deployments that take advantage of the failure isolation and performance potential of clusters in the enterprise. While all the IP in RHEL Atomic, Docker and Kubernates are available to the community and competitors, it appears that RH has stolen at least a temporary early lead in bolstering the usability of this increasingly central virtualization abstraction for the next generation data center.

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Rethinking Hybrid Development

John M. Wargo

A few weeks back I published a report entitled New Tools Make Hybrid Apps A Safer Bet. It’s my first report at Forrester, a brief on some of the changes happening in the hybrid application space and what they mean for application development and delivery (AD&D) pros. The topic is something I was noodling on before I joined Forrester and it was a natural topic for my first report.

I’ve been a contributor to the Apache Cordova project and written 4 books on the topic, and while a lot of developers are building hybrid apps using Cordova, broad adoption of the approach has been lacking. Don’t get me wrong, a lot of developers are using the framework, and there are a lot of apps out there, but we haven’t seen a lot of big name adoption. Developers eschew the hybrid approach for reasons both valid and invalid; recent changes in the hybrid space address some of those issues and should set the stage for broader adoption of hybrid. Check out the report and I would love to hear your feedback.

Is ITIL Fit For Purpose For DevOps?

Amy DeMartine

I’ve been doing a lot of thinking about ITIL and whether or not it is fit for purpose for DevOps.  The logic I keep hearing goes like this - you shouldn't confuse the ITIL approach with the implementation; the ITIL approach is building blocks; these building blocks are easily applied to DevOps.  I’m not convinced.  First, ITIL is fundamentally time bound.  For example, ITIL v1 was primarily around applying mainframe disciplines into the emerging world of Client/Server, ITIL v2 was more about ensuring quality of output across complex operations environments and ITIL v3 was more about consolidating established operations principles and shifting the focus to “how does IT contribute to business value?”  Isn’t it a stretch to make best practices for previous waves of technology apply to DevOps whereby infrastructure and operations professionals are not silo’d but play an active part in delivering customer products and services along with application developers?  Second, ITIL zealots are convinced that these ITIL “best practices” are some kind of complex baking recipe and if all steps are not followed to the letter, the end result will be a failure.  This means that for many, the approach and the implementation of ITIL is tied.  This leads me to my question:  Is ITIL fit for purpose for DevOps?  To return to the analogy of building blocks, let’s use the ultimate of building blocks – Legos.  When I think about ITIL and service management, what most enterprises have implemented, looks like this:

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Content In The Cloud Is The Next Frontier: IBM And Box Partner To Transform Work

Cheryl McKinnon

Today, IBM and Box announced a partnership and integration strategy to “transform work in the cloud." This is an interesting move that further validates Forrester’s view that the ECM market is transforming — largely due to new, often customer-activated, use cases. We also see that the current horizontal collaboration market is shifting to better target specific work output, as opposed to more general-purpose knowledge-dissemination use cases.

 

What does this partnership mean for IBM, Box, and their partners and customers?

 

For Box, the company gets important access to the extensive IBM ecosystem: Global Services, developer communities via IBM’s Bluemix platform, and the IBM-Apple MobileFirst relationship, as well as engineering acceleration to fill gaps in its content collaboration offering in areas such as capture, case management, governance, and analytics, including Watson.

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The State Of The Cyberthreat Intelligence Market

Rick Holland

If the RSA Conference was any indicator, threat intelligence has finally joined the ranks of cloud and advanced persistent threat as ambiguous/overused terms that mean many different things to many different people. If you were given a dollar, pound or euro every time you heard "threat intelligence," there is no doubt you could fund your security budget for decades to come. Your biggest challenge would be determining how to invest some of that money into threat intelligence capabilities.

To help Forrester clients navigate the threat intelligence market I have several pieces of research underway. The first report, "The State Of The Cyberthreat Intelligence Market" has just published. In it I discuss the frenzied venture capital and vendor investment in the threat intelligence space.  I also provide guidance on how security and risk professionals should navigate the marketing hype to make the best investment of their limited resources. I am currently writing the second report "Market Overview: Threat Intelligence Providers." Here is a snippet from the latest research that illustrates just how much vendor focus we have seen. Since October of 2014:

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  • There have been three acquisitions and eight fundraising rounds.
  • iSight Partners (Critical Intelligence) and Lookingglass (Cloudshield) have each raised funds and made an acquisition.
  • Of the acquisitions, only one company publicly disclosed the acquisition amount: $40 million (Proofpoint.)
  • The eight fundraising rounds raised a total of $102.5 million dollars.
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