Forrester recently published its 2015 Predictions for Asia Pacific. I wanted to highlight some specific trends around customer insights (CI) and big data, two very hot topics for many AP-based organizations.
We strongly believe that success for many organizations hinges on your ability to close the gap between available data and actionable insight. Marketing is taking the lead here, as CI pros seek to use data to fuel customer engagement improvements. Hence 2015 will be a year of increased fragmentation as reliance on analytics spreads across organizations.
What will this mean for you? More cloud-based and mobile analytics, more demand for interactive and responsive analytics, and more use of specialist and niche BI and analytics service providers. Given this backdrop, Forrester believes that:
Analytics spending will increase by at least 10% across the region. Yes analytics spending will increase, but less of it will be visible in the CIO's budget. Marketing and other business departments will drive analytics investments to address specific challenges and opportunities. The technology management (TM) organization will have little control over the implementation and deployment of niche and specialist BI and analytics services.
At the same time, for business leaders, having access to quality network infrastructure represents a vital underpinning for their digital business and their long-term competitive advantage. We predict that by 2015 and beyond:
The telco business model will shift from sustaining to enabling critical infrastructure. Traditionally, the telco business model focused on sustaining operational efficiency of network infrastructure. In the years ahead, we predict a shift toward enabling solutions that support telco clients to engage with their customers more effectively. This mirrors not only the CIO’s shift from IT towards business technology but will also be the overarching theme during the transformation of the telco business model.
An inquiry call from a digital strategy agency advising a client of theirs on data commercialization generated a lively discussion on strategies for taking data to market. With few best practices out there, the emerging opportunity just might feel like space exploration – going boldly where no man has gone before. The question is increasingly common. "We know we have data that would be of use to others but how do we know? And, which use cases should we pursue?" In It's Time To Take Your Data To Market published earlier this fall, my colleagues and I provided some guideance on identifying and commercializing that "Picasso in the attic." But the ideas around how to go-to-market continue to evolve.
In answer to the inquiry questions asked the other day, my advice was pretty simple: Don’t try to anticipate all possible uses of the data. Get started by making selected data sets available for people to play with, see what it can do, and talk about it to spread the word. However, there are some specific use cases that can kick-start the process.
Look to your existing customers.
The grass is not always greener, and your existing clients might just provide some fertile ground. A couple thoughts on ways your existing customers could use new data sources:
Digitally empowered customers — both businesses and consumers — wield a huge influence on enterprise strategies, policies, and customer-facing and internal processes. With mobile devices, the Internet, and all-but-unlimited access to information about products, services, prices, and deals, customers are now well informed about companies and their products, and are able to quickly find alternatives and use peer pressure to drive change. But not all organizations have readily embraced this new paradigm shift, desperately clinging to rigid policies and inflexible business processes. A common thread running through the profile of most of the companies that are not succeeding in this new day and age is an inability to manage change successfully. Business agility — reacting to fast-changing business needs — is what enables businesses to thrive amid ever-accelerating market changes and dynamics.
There just might be another 800-lb gorilla in the Business Intelligence market. In a year.
The popular cult book “Hitchhiker's Guide To The Galaxy” by Douglas Adams defines space as “. . . big. Really big. You just won't believe how vastly, hugely, mind-bogglingly big it is. . .” There are no better words to describe the size and the opportunity of the business intelligence market. Not only is it “mind-bogglingly big,” but over the last few decades we’ve only scratched the surface. Recent Forrester research shows that only 12% of global enterprise business and technology decision-makers are sure of their ability to transform and use information for better insights and decision making, and over half still have BI and analytics content sitting in siloed desktop-based shadow IT applications that are mostly based on spreadsheets.
The opportunity has provided fertile feeding ground to more than fifty vendors, including: full-stack software vendors like IBM, Microsoft, Oracle, and SAP, each with $1 billion-plus BI portfolios; SAS Institute, a multibillion BI and analytics specialist; popular BI vendors Actuate, Information Builders, MicroStrategy, Qlik, Tableau Software, and Tibco Software, each with hundreds of millions in BI revenues; as well as dozens of vendors ranging from early to late stage startups.
Unified information architecture, data governance, and standard enterprise BI platforms are all but a journey via a long and winding road. Even if one deploys the "latest and greatest" BI tools and best practices, the organization may not be getting any closer to the light at the end of the tunnel because:
Technology-driven enterprise BI is scalable but not agile. For the last decade, top down data governance, centralization of BI support on standardized infrastructure, scalability, robustness, support for mission critical applications, minimizing operational risk, and drive toward absolute single version of the truth — the good of enterprise BI — were the strategies that allowed organizations to reap multiple business benefits. However, today's business outlook is much different and one cannot pretend to put new wine into old wine skins. If these were the only best practices, why is it that Forrester research constantly finds that homegrown or shadow BI applications by far outstrip applications created on enterprise BI platforms? Our research often uncovers that — here's where the bad part comes in — enterprise BI environments are complex, inflexible, and slow to react and, therefore, are largely ineffective in the age of the customer. More specifically, our clients cite that the their enterprise BI applications do not have all of the data they need, do not have the right data models to support all of the latest use cases, take too long, and are too complex to use. These are just some of the reasons Forrester's latest survey indicated that approximately 63% of business decision-makers are using an equal amount or more of homegrown versus enterprise BI applications. And an astonishingly miniscule 2% of business decision-makers reported using solely enterprise BI applications.
When it comes to data technology, are you lost in translation? What's the difference between data federation, virtualization, and data or information-as-a-service? Are columnar databases also relational? Does one use the same or different tools for BAM (Business Activity Monitoring) and for CEP (Complex Event Processing)? These questions are just the tip of the iceberg of a plethora of terms and definitions in the rich and complex world of enterprise data and information. Enterprise application developers, data, and information architects manage multiple challenges on a daily basis already, and the last thing they need to deal with are misunderstandings of the various data technology component definitions.
The battle over customer versus internal business processes requirements and priorities has been fought — and the internal processes lost. Game over. Customers are now empowered with mobile devices and ubiquitous cloud-based all-but-unlimited access to information about products, services, and prices. Customer stickiness is extremely difficult to achieve as customers demand instant gratification of their ever changing needs, tastes, and requirements, while switching vendors is just a matter of clicking a few keys on a mobile phone. Forrester calls this phenomenon the age of the customer. The age of the customer elevates business and technology priorities to achieve:
Business agility. Forrester consistently finds one common thread running through the profile of successful organizations — the ability to manage change. In the age of the customer, business agility often equals the ability to adopt, react, and succeed in the midst of an unending fountain of customer driven requirements. Forrester sees agile organizations making decisions differently by embracing a new, more grass-roots-based management approach. Employees down in the trenches, in individual business units, are the ones who are in close touch with customer problems, market shifts, and process inefficiencies. These workers are often in the best position to understand challenges and opportunities and to make decisions to improve the business. It is only when responses to change come from within, from these highly aware and empowered employees, that enterprises become agile, competitive, and successful.
BI is no longer a nice-to-have back-office application that counts widgets — it is now used as a key competitive differentiator by all leading organizations. For decades, most of the BI business cases were based on intangible benefits, but these days are over — today 41% of professionals, with knowledge of their firm's business case, base their business case on tangible benefits, like an increased margin or profitability. As a result, BI is front and center of most enterprise agendas, with North American data and analytics technology decision-makers who know their firm's technology budget telling Forrester in 2014 that 15% of their technology management budget will go toward BI-related purchases, initiatives, and projects.
But taking advantage of this trend by deploying a single centralized BI platform is easier said than done at most organizations. Legacy platforms, mergers and acquisitions (M&A), BI embedded into enterprise resource planning (ERP) applications, and organizational silos are just a few reasons why no large organization out there has a single enterprise BI platform. Anecdotal evidence shows that most enterprises have three or more enterprise BI platforms and many more shadow IT BI platforms.
“Business Intelligence in the cloud? You’ve got to be joking!” That’s the response I got when I recently asked a client whether they’d considered availing themselves of a software-as-a-service (SaaS) solution to meet a particular BI need. Well, I wasn’t joking. There are many scenarios when it makes sense to turn to the cloud for a BI solution, and increasing numbers of organizations are indeed doing so. Indications are also that companies are taking a pragmatic approach to cloud BI, headlines to the contrary notwithstanding. Forrester has found that:
· Less than one third of organizations have no plans for cloud BI. When we asked respondents in our Forrsights Software Survey Q4 2013 whether they were using SaaS BI in the cloud, or were intending to do so, not even one third declared that they had no plans. Of the rest, 34% were already using cloud BI, and 31% had cloud in their BI plans for the next two years. But it’s not a case of either/or: the majority of those who’ve either already adopted cloud BI or are intending to do so are using the SaaS system to complement their existing BI and analytics capabilities. Still, it’s worth noting that 12% of survey respondents had already replaced most or all or their existing BI systems with SaaS, and a further 16% were intending to do so.