The past few years haven’t been kind to software developers. Having the equivalent of a US master’s in computer science and having spent the first 20+ years of my professional life developing mission-critical software products and applications, I have had a hard time adjusting to the idea that developing software applications is a cost to avoid or a waste of time for many CIOs and application development leaders. It seems to me that we have been giving more emphasis to contracts, legal issues, SLAs, and governance concerns but forgetting about how IT can really make a difference – through software development.
Nevertheless, outsourcing kept increasing, and packaged apps exploded onto the scene, and software developers “outplaced” from enterprises. People started to believe they could get more value and good-quality software cheaper…but could they really?
With BT, digitalization, and customer centricity exploding, today is the perfect moment for application development leaders to review their application development sourcing strategy and align it to their BT strategy.
Why? Many reasons, including:
Software is the most important enabling technology for business innovation.
Clients use software every day. It’s become part of their life, and they enjoy the experience. Better software makes a better experience.
The democratization of technology has arrived. New IT servicing models like cloud combined with improved user experiences make it easier for non-technical employees to download and install technology services. This phenomenon will only accelerate as these workers bring high expectations into the workplace from their experience with cloud-based services like Facebook and universal providers that allow access from any device.
Forrester's Forrsights Workforce Employee Survey, Q3 2010 shows that the consumerization of the enterprise is not always driven by a lack of collaboration of the IT department, only 8% of business technology users feel that their IT department is either clueless or a hinder. But the majority take things into their own control because they feel that IT is either too busy or they are restricted by corporate policies:
Cloud-based personal and professional services will liberate the individual from device and place, and set the bar higher for workplace IT. Today already 47% of business technology users at North American and European companies report using one or more website(s) to do parts of their jobs that are not sanctioned by their IT department. We expect this number to grow to close to 60% in 2011 as frustrated workers work around IT to self-provision technology.
Ah, the good ol’ days, when technology customers just wanted smaller, faster, and cheaper. Well, they still want that, but that’s not all they want. They want business outcomes: the differentiated business capabilities that technology makes possible realized with minimized risk.
Today’s business technology buyers are embedding technology deeper into their organizations. They’re using technology to not just record business, but to uniquely mediate customer interactions, stream offerings, and shape market futures.
These differentiated business capabilities are complex, requiring customers to effect a multitude of trade-offs, implementation choices, and organizational changes. The journeys businesses take to achieve differentiated capabilities are uncertain. Outcomes, therefore, often are unknown.
Business technologists have learned the hard way that happy outcomes are not achieved simply by purchasing the right stuff. The real challenge is to successfully transform technology investments into business capabilities, at the least cost, risk, and time.
Ultimately, business technologists have learned that outcomes are co-created by vendors and users.
But most vendors are still set up primarily to sell products. Product portfolios, marketing activities, and sales behaviors still presume that customers largely are passive in the value-creation process, as though the act of buying and achieving outcomes was one and the same.
Most vendors simply do not try to sustain engagement across a customer’s entire outcome lifecycle.
While the last results for US Senate and House of Representative seats are still trickling in, the overall picture is clear — the Republicans have taken control of the House, but the Democrats will retain their majority in the Senate and of course still hold the presidency. In my view, this outcome is a small positive for the tech market, but doesn’t fundamentally change our outlook for around 8% growth in the US IT market and 7% growth in global IT markets in 2010 and 2011.
On the eve of the election, my big concern from an IT market perspective was that the Republicans would take control of both the House and the Senate. That concern was not driven by my political affiliation (which happens to favor the Democrats), but by the potential for a political stalemate between a confrontational Republican Congress (with hard-line conservative Republicans and Tea Party supporters setting a shut-down-the-government tone) and a combative Democratic president. In that political environment, badly needed measures to help stimulate a lagging economy would get stalled, the political battles could shake already weak business and consumer confidence, and the US economy could then slip into a renewed recession. And an economic downturn of course would be bad for the tech sector.
Despite the lack of a sustained full-on recovery in the global economy, one gets the feeling that we're at the beginning of a period of tech expansion and growth, doesn't one? For many, 2011 budgeting planning is happening now, so it remains to be seen what yourexpansion and growth will be in the near term, but there's certainly no shortage of interesting new developments from technology vendors to whet your appetite.
While it's fun to look at emerging tech and imagine what impact it might have several years from now, it's a bit more pragmatic to focus on the technology trends that will be hitting the mainstream and making significant waves in the corporate world and in the public sector in the next few years.
In Q4 of last year Forrester published The Top 15 Technology Trends EA Should Watch. The author, analyst Alex Cullen, spoke with a few dozen analysts for input and then applied strict criteria for inclusion of a particular tech trend in the doc: 1) significant business or IT impact in the next 3 years; 2) newness, with implications not only for new business capabilities but also for the organization's understanding of the technology and how to manage it; and 3) complexity, especially regarding cross-functional impact to the organization.
The rise and rise of cloud has been dominating the headlines for the past few years, and for CIOs, it has become a more serious priority only recently. People like cloud computing. Well - at least they like the concept of cloud computing. It is fast to implement, affordable, and scales to business requirements easily. On closer inspection, cloud poses many challenges for organizations. For CIOs there are the considerable challenges around how you restructure your IT department and IT services to cope with the new demands that cloud computing will place on your business - and often these demands come from the business, as they start to get the idea that they can get so many more business cases over the line for new capabilities, products and/or services, as they realize that cloud computing lowers the costs and hastens the time to value.