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What if you wanted an app on your phone or tablet and it wasn't available?
Sounds ludicrous given the million apps available in the app stores. But it's not ludicrous. It's commonplace. The world has 188 million active public Web sites and probably at least that many internal sites. And each one of those sites has (I'm betting) five or maybe 25 different tasks buried in it (each one of which could be an app). Let's do the math real conservative like:
(188 million public Web sites + 188 million internal Web sites) x 5 tasks per Web site = 1.9 billion potential smartphone and tablet apps
And we have 1 million apps today, a ratio of almost 2,000:1. We have a humongous app gap, defined as:
When people want applications on a mobile device but find those apps aren't available.
Entrepreneurs do their best to plug the app gap when established companies can't or won't see the opportunity. That's what's driving apps like Evernote, Dropbox, Flipboard, Uber, RoamBI, TripIt, and Expensify.
At home, the app gap might lead to a disruption in your market. If you're not serving your customer on a mobile device, maybe a digital disrupter will. (Yes, I know many Web designers are busily adapting some of the almost 400 million sites to work great on mobile devices. It hasn't plugged the app gap yet.)
In business, the app gap is challenging because employees are happy to plug the app gap at work themselves. That's why they bring their own apps. Here's what it looks like:
Apple's Siri for iPhone and iPad, Google Now for Android, Samsung S-Voice for its Android phones and tablets, and Microsoft's Xbox/Bing voice command have all played a role in popularizing the use of voice control. Forrester’s workforce survey reveals that 37% of information workers who have smartphones say they use voice command at least occasionally. So voice control is already a mass-market behavior.
But users haven’t truly embraced voice control just yet: Only 3% of information workers say they "use it all the time," while only 1% claim it's their "preferred way to use a phone." When they do use voice control, it’s for short-task computing activities like sending a text, conducting a quick search, or activating maps and navigation. As of today, voice control remains a nice-to-have, an adjunct to “real” computing interfaces.
But in a new Forrester report published today, we argue that voice control itself isn’t the main story. Rather, it’s about the new breed of data-rich intelligence – which we call intelligent agents – that will bring voice control to the masses.
With Dane Anderson, John Brand, Tim Sheedy, Clement Teo, and Bryan Wang
During his keynote at Telstra’s recent annual analyst event in Sydney, the CEO compared Telstra’s customer advocacy strategy to a triathlon that the firm has just begun. We believe this is a fitting analogy for progress communicated at the event. Our main observations are:
Telstra’s transformation remains a work in progress. Telstra is not unique from other incumbent telcos that transform away from traditional — and declining — sources of revenue. Its strong domestic position seems secure for now. But its prospects in new market categories, both inside and outside of Australia, are less certain. Telstra is not particularly innovative compared with telcos in the US or Europe. Yet Telstra benefits from a credible transformation strategy, which it is gradually implementing. For instance, Telstra has built a large IP-based digital media file exchange platform to serve global broadcasters and content providers.
Telstra ought to use its Net Promoter Score to drive cultural change. Its strategic goal to push for world-class customer advocacy is a key differentiator and convincing. However, we believe Telstra needs to use the NPS also as a driver of internal cultural change. For instance, Telstra should analyse transactional processes of device purchasing from branded retail stores. Moreover, Forrester research indicates that NPS has limits when it comes to explaining the “how” and “why” of customer experience.
Over the past few years, IBM has certainly copped its fair share of criticism in the Asian media, particularly in Australia. Whether this criticism is deserved or not is beside the point. Perception is reality — and it’s led some companies and governments to exclude IBM from project bids and longer-term sourcing deals. On top of this, the firm’s recent earnings in Asia Pacific have disappointed.
But I’ve had the chance to spend some quality time with IBM at analyst events across Asia Pacific over the past 12 months, and it’s clear that the company does some things well — in fact, IBM is sometimes years ahead of the pack. For this reason, I advise clients that it would be detrimental to exclude IBM from a deal that may play to one of these strengths.
IBM’s value lies in the innovation and global best practices it can bring to deals; the capabilities coming out of IBM Labs and the resulting products, services, and capabilities continue to lead the industry. IBM is one of the few IT vendors whose R&D has struck the right balance between shorter-term business returns and longer-term big bets.
I attended Cisco’s annual Collaboration Summit in the US two weeks ago and would like to share my three key takeaways from the event with you. Cisco told the audience that it’s going to:
Focus on mobility. Cisco announced the launch of several new products that support its “mobile first” strategy and aim to reduce the complexity and effort required to securely connect a remote user to the corporate network. The products that the company unveiled include:
Intelligent Proximity: a mobility solution for connecting corporate communications equipment with mobile devices. The solution will automatically connect a company’s videoconferencing equipment with users’ smartphones whenever the two come in close proximity, providing users with a host of multimedia collaboration capabilities.
Expressway: a network edge gateway that recognizes and automatically authenticates external connections with Cisco devices and applications without the need for a VPN or device registration.
Ericsson is well on its way to being a prime driver of transformation in the Networked Society, as Ericsson describes its vision. I do not question the leading position of Ericsson’s core network activities. But compared to last year’s EMEA Analyst Event, Ericsson has made noticeable progress in its ambition to become a network-focused provider of ICT services because it:
Has a clearer perspective of what it is trying to achieve for its enterprise customers. Ericsson is much more specific about which types of enterprise customers it is catering to with what types of services. It targets sectors that face a high degree of mobile disruption and that rely on secure networks for real-time information transmission. In addition to the public and media sectors, which Ericsson has been focusing on for some time, it serves utilities and transport and logistics companies. At the event, Ericsson showcased its strong capabilities and vertical expertise for the media sector in the form of media delivery networks and broadcasting services.
Telstra hosted its annual analyst event in Sydney on October 23 and 24. In his keynote address, CEO David Thodey compared Telstra’s customer advocacy journey to a triathlon that the firm has just begun, which we believe it a fitting analogy for Telstra’s progress on the path it has set for itself. The company is clearly in the race and making progress, but still has many miles to go.
While the company shared a broad spectrum of initiatives, our main observations are that Telstra:
Has made clear progress since our check-in last year, but its transformation remains a work in progress. Telstra is no different than other incumbent telcos working to transform beyond traditional — and declining — sources of revenue. Its dominant position in Australia is secure, but its prospects in new market categories inside and outside of Australia are less certain. We do not believe that Telstra is particularly innovative compared with service providers in the US or Europe, but we do believe that it has a viable transformation strategy and is making progress. Its progress in the Australian media and entertainment industry, including its Foxtel investments, is impressive — it has built a large IP-based digital media file exchange platform to serve global broadcasters and content providers.
Carrier Ethernet aims to provide users with a wide-area service to connect sites, in the same way that asynchronous transfer mode (ATM), Frame Relay, and X.25 services from carriers have done in the past. While end user demand for carrier Ethernet services in Asia is relatively small, it’s growing year over year and is having an impact on service providers’ bottom lines: Carrier Ethernet services currently account for 8% to 10% of service providers’ total connectivity revenues in the region.
You take the blue pill, the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill, you stay in Wonderland, and I show you how deep the rabbit hole goes. — Morpheus, The Matrix
Mobile development, like Morpheus in The Matrix, offers two options: Take the blue pill and assume that mobile is just another screen size to front ends that we’ve already created. Take the red (with me) and understand that mobile changes not just the front end, but your entire technology stack! Ready to look down the rabbit hole?
A new supply/demand paradigm is driving enterprise architects and application development professionals to a technology inflection point. The demand is for mobile apps — consumers have an insatiable appetite for more apps, developed and updated at breakneck speeds that deliver mind-blowing experiences. And the mobile app consumers aren’t just external — they’re also employees and business partners. As app-dev pros, where do we turn to supply this growing demand? Application programming interfaces, better known as APIs.
Before we get into details of this challenge in the real world, I’ll promote my four-tier architecture that looks at this API layer within the entire technology stack used to support your mobile efforts. You’ll find it in my report Mobile Needs A Four-Tier Engagement Platform.
I attended this year’s Nokia World in Abu Dhabi on October 22 and 23 — perhaps the last one that Nokia will host to showcase its devices (Microsoft wants to acquire Nokia’s device and services business). And it seems that Nokia saved its best for last. The company announced its entry into the loosely-defined phablet category (smart devices with diagonal screen size of more than 5 inches but less than 7 inches) with two devices: a top-of-the-line flagship device, the Lumia 1520, and a more affordable version, the Lumia 1320. It also announced its first tablet, the Lumia 2520. It also launched three new Asha devices: Asha 500, Asha 502, and Asha 503. However, Nokia has neither announced the release date for its new devices nor identified which operators will carry them.
The event tag line was “Innovation Reinvented,” and Nokia did demonstrate many innovations, especially around imaging software. It launched new apps like the Nokia Camera, which combines Smart Camera and Pro Camera apps; Refocus, which adds Lytro-like variable depth of field; Storyteller, which integrates photos and videos onto HERE maps; and Beamer, which shares Lumia’s screen in real time over Wi-Fi or cellular networks.