Today, everyone is a content publisher. This is due to lower content creation costs (consider the cost of creating HD videos now versus five years ago) and the increasing need to deliver engaging, rich-media-driven experiences. As organizations across verticals morph to become content publishers, best-of-breed digital asset management (DAM) solutions are garnering increasing amounts of interest. Why the fuss? These solutions can help manage the content creation process, manage finalized rich media content, and prepare content for delivery across channels.
As organizations begin placing a premium on DAM technology, they need the technology to do more than serve as a static, siloed content repository. Instead, solutions now must support two key business imperatives:
Digital experience delivery. DAM solutions must provide deeper functionality to prepare rich media content to be delivered globally and across channels. To do this, solutions must support vision and functionality to support greater automation in managing global/local versions of content, various renditions of content across channels, and integration with key systems of engagement (e.g. eCommerce, web content management, campaign management).
Marketing and business agility. DAM solutions must allow marketers and other business users to work with greater agility as well as operational efficiency and effectiveness. To do this, DAM solutions must support greater business process management, automation for key content management tasks (e.g. tagging, rights management, version control), and integration with a greater enterprise marketing technology ecosystem to fuel greater efficiency and effectiveness.
Last week I participated in the 4th annual Smart City Expo – my 4th Smart City Expo. I’ve always enjoyed the event as it is a well-balanced mix of technology vendors, academics across various disciplines, and government practitioners — a refreshing change from many tech industry trade shows. In the conference sessions, panels reflect that mix with academics sharing their research on urban studies, vendors promoting their wares, and government leaders discussing their pain points and efforts to address them — oh, and an occasional industry analyst sharing observations on best practices. This year, however, the exhibitors reflected a different mix.
In the first years of the Expo, the exhibition hall featured technology vendors preaching salvation through connected and intelligent city systems —classic “vendor push.” City leaders were eager to see the light, but their conversion was not so straightforward. Most city systems were not ready to be connected, and many were far from intelligent. This year, cities are ready — or significantly closer. As the CIO of Madrid acknowledged at an IBM-sponsored lunch, two years was the time needed just to transform the thinking of the city council. Now work on their technology platform, called Madrid iNTeligente (MiNT) — which addresses urban mobility, public facilities, road infrastructure, waste, and parks — is well under way. Evidence of that shift was plentiful on the exhibition floor as cities — often sponsored by economic development and investment boards or vendor partners — demonstrated their progress in:
By now you have at least seen the cute little elephant logo or you may have spent serious time with the basic components of Hadoop like HDFS, MapReduce, Hive, Pig and most recently YARN. But do you have a handle on Kafka, Rhino, Sentry, Impala, Oozie, Spark, Storm, Tez… Giraph? Do you need a Zookeeper? Apache has one of those too! For example, the latest version of Hortonworks Data Platform has over 20 Apache packages and reflects the chaos of the open source ecosystem. Cloudera, MapR, Pivotal, Microsoft and IBM all have their own products and open source additions while supporting various combinations of the Apache projects.
After hearing the confusion between Spark and Hadoop one too many times, I was inspired to write a report, The Hadoop Ecosystem Overview, Q4 2104. For those that have day jobs that don’t include constantly tracking Hadoop evolution, I dove in and worked with Hadoop vendors and trusted consultants to create a framework. We divided the complex Hadoop ecosystem into a core set of tools that all work closely with data stored in Hadoop File System and extended group of components that leverage but do not require it.
In the past, enterprise architects could afford to think big picture and that meant treating Hadoop as a single package of tools. Not any more – you need to understand the details to keep up in the age of the customer. Use our framework to help, but please read the report if you can as I include a lot more there.
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.
As we near the end of 2014 there is one tech management term that you will have heard over and over again - DevOps!
I can guarantee that every conference, vendor, tech analyst, tech journalist and I&O professional will have used the term DevOps at least a dozen times this year. If you haven’t - then why not? DevOps is the pot of gold over the rainbow, the promise of a better world in which development and operations pros work together in perfect harmony making the world a better place. In fact, DevOps is the only thing that should be on your wish list this Thanksgiving and festive season! ok, ok, I am going over the top a bit - sorry, sometimes my British sarcasm takes over!