Why Infrastructure Will Drive The Retail Store Experiences Of The Future

JP Gownder

The Infrastructure and Operations (I&O) role is changing significantly: I&O pros are increasingly helping to drive business strategies with the technologies they choose and implement. Business leaders tell Forrester that technology is too important to leave to technology managers alone; they are pushing their I&O colleagues to explore the business value associated with the technologies they choose, implement, and manage. I&O pros, in turn, tell us that their jobs are changing. As one I&O pro put it, “I’ve been an infrastructure manager for 15 years, but only in the past 3 have I been asked to construct a business plan and be part of the business planning team.”

Figure: Burberry's Technology-Powered Flagship Store In London

For I&O pros in retail and related verticals like hospitality (or for anyone involved in creating in-person experiences), we’ve just released a report to help aid this transition. Along with my co-author Michele Pelino, we’ve just released the report “Infrastructure Will Drive The Retail Store Experiences Of The Future.” The report asserts that I&O pros have an important role to play in helping their companies engage shoppers in experiences that will drive loyalty and spending.

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India's Tech Market Will Grow 8% In 2014

Manish Bahl

Forrester just published its “India Tech Market Outlook: 2014” report; here’s a summary. We expect the Indian economy to start recovering from the tough situation it faced in 2013. It will start picking up (albeit at a slower rate) in 2014 thanks to good monsoons, an uptick in exports due to the weakening of the rupee, and huge infrastructure projects in public transportation, housing, agriculture, and farming  that we expect to take off once a new central government is in place. As a result, we’ve marginally increased our 2014 forecast from 7.4% to 8% in local currency. But the biggest threat to India’s economic outlook is political instability after the national elections, which could have a long-term economic impact.

The three most important highlights from the report:

  • Customer obsession will take center stage for technology spending. The increasing demands of digital customers are redefining business. Recent Forrsights data indicates that Indian CIOs’ top business priority is to address the rising expectations of customers and improve customer satisfaction; 87% consider it a high or critical priority. Business leaders want to leverage technology to better engage digitally enabled constituents, fundamentally shifting how firms interact with customers.
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India Technology Market 2014 Predictions

Sudhanshu Bhandari

By Sudhanshu Bhandari and Manish Bahl

India is going through a tough time: Poor policy, delayed reforms, the free fall of the rupee against major currencies, multibillion-dollar scams, and political gridlock are all negatively affecting the country’s growth. However, we anticipate the Indian economy will start picking up — albeit at a slower rate — in 2014, mainly due to good monsoons, improving exports, and huge infrastructure projects that should launch once a new central government is in place.

Forrester’s Asia Pacific (AP) analyst team has just published its 2014 technology predictions report. What top trends will be critical to the Indian market?

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India Technology Market 2014 Predictions

Manish Bahl

By Sudhanshu Bhandari and Manish Bahl

India is going through a tough time: Poor policy, delayed reforms, the free fall of the rupee against major currencies, multibillion-dollar scams, and political gridlock are all negatively affecting the country’s growth. However, we anticipate the Indian economy will start picking up — albeit at a slower rate — in 2014, mainly due to good monsoons, improving exports, and huge infrastructure projects that should launch once a new central government is in place.

Forrester’s Asia Pacific (AP) analyst team has just published its 2014 technology predictions report. What top trends will be critical to the Indian market?

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An Asia Pacific First — The Forrester Wave: Asia Pacific Carrier Ethernet Services, Q4 2013

Clement Teo

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.

For The Forrester Wave™: Asia Pacific Carrier Ethernet Services, Q4 2013, we identified, qualified, and evaluated seven global and regional service providers that offer unmanaged site-to-site carrier Ethernet services to multinational companies in Asia Pacific: BT, Orange Business Services, Pacnet, SingTel, Tata Communications, Telstra Global, and Verizon. Key differentiators include the services that each vendor has on offer, such as flexibility in bandwidth bursting, granularity of access speeds, operational metrics and reporting, network coverage, and service-level agreements.

What It Means

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We Need To Talk About IT Analytics

John Rakowski

Last week I attended the excellent FutureStack conference. This was the first customer conference by New Relic, the Application Performance Management (APM) and Monitoring company. It was great to see how passionate their customers are and how they realize the strategic importance of monitoring. Well done New Relic! The keynotes and track sessions at this event were great because they did not just focus on technology but addressed the future skills and competencies required for today’s business technology professional. 

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AT&T Turns Its Data Into an Adaptive Intelligence Business

James Staten

There’s no doubt that, to consumer marketing professionals, data about the users of mobile network are highly valuable. But AT&T is finding that enterprise application designers, corporate security & risk professionals, corporate trainers and CFOs are very interested in this data as well - so much so that the US-based network operator is turning access to and collaboration on its data into a new business service.

Under the guidance of Laura Merling, VP of Ecosystem Development & Platform Services (and formerly of Mashery), AT&T Business Solutions is embarking on an ambitious plan for sharing its data in a secure programmatic fashion leveraging RESTful APIs.  It had previously shared it data in a more informal fashion with selected partners and customers but found this approach difficult to standardize and repeat on a larger scale. It also has participated in data collaboration efforts such as the well-known hackathon with American Airlines at South by Southwest earlier this year.

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5 Steps to transform IT from order-taker to business partner

Nigel Fenwick

Let's face it, IT often suffers from a bad reputation. And in many cases it's well deserved. Over the years many IT leaders attempted to change IT's reputation by empowering other departments to dictate what IT should be doing — and in the process they became order-takers. And the portfolio of projects from well-meaning business leaders mushroomed. To cope with the overwhelming demand, IT established rigorous process around governance, forming committees with the power to determine what IT works on. And almost inevitably, many of these committees are bogged down by politics — meaning IT is not always working on the right things — and at the same time slowing down the whole pace of change. No wonder then that many people across the business spectrum view their own IT group as a slow, unresponsive impediment to getting things done. 

But CIOs the world over are actively engaged with their leadership teams in changing IT's reputation. The goal for these CIOs is to shift IT from order-taker to business-partner, helping shape future business strategy and using technology to increase the value their organization brings to the end customers of the business.
 
This transition is not easy. Nor is it guaranteed to work. Sometimes an IT organization's employees are simply unwilling or unable to embrace the change. Sometimes the reputation of IT is so sullied that nothing short of a cold-reboot will work (organizations going down this route will start by outsourcing all of IT, then they gradually hire back key skills needed to derive more effective business outcomes).
 
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Q&A with Paul Cobban, Managing Director, COO, Technology and Operations, DBS Bank

Dane Anderson

In advance of Forrester's Summit for CIOs in Singapore on August 30, I had an opportunity to speak with Paul Cobban about his successful transformations at DBS Bank over the past few years. Based in Singapore, Paul oversees business transformation, operational excellence, customer experience, IT project office, procurement, real eastate, operational risk and business continuity management.  I've had a sneak peak at his event presentation and it is excellent.  Paul is a progressive CIO at the forefront of BT innovation and business engagement with a lot of valuable insight to share. 

1. What do you think IT departments are doing right and wrong these days?

In banking the IT departments have had to change enormously in recent years.  On top of the usual relentless advances in technology, security challenges have escalated, the war for talent has accelerated and regulation continues to evolve with the challenges. I believe that IT departments have had to adapt well to these changes. 

However, in most companies there is a lack of a truly customer centric design. Although there is some hype in the industry around service-oriented architecture (SOA), I believe that until budgets are allocated around customer processes rather than by functional units, systems will continue to be designed as applications for the department users rather than with the customer in mind. In addition, most companies fail to take usability seriously and have little concept of cross touchpoint consistency.

2. How do you measure ROI for IT? 

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Does ITSM Still Have Relevance In The Empowered BT Era?

Tim Sheedy

In August this year I am heading down to our nation’s capital to take part in the annual itSMF Australia event – LEADit. I have taken part in this event to a greater or lesser extent over the past few years across Australia – Sydney, Perth, the Gold Coast and now Canberra. As an analyst who broadly covers the Service Management space (as well as a previously ITIL qualified practitioner), this event is the mecca for those interested in service management in Australia.

Year after year at this event, I see a fair amount of change in the content and focus, but little change in the thinking, and little real movement in the implementation or improvement of the processes – a recent survey between itSMF-USA and Forrester displays the current maturity levels of processes in organisations:

Here we are – years (decades?) after the first ITIL books were written, and demand management is STILL immature. Even financial management has barely shifted in maturity over the past few years. Why is this the case?

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