While the consumerization of IT marches on, in its footsteps lurks the specter of unknown risk. We live in a world of zero-sum games of litigation where suffocating regulations are the norm, and failure to comply can draw millions in fines and lawsuits. Technology diversity multiplies the challenge of maintaining compliance — it’s no wonder so many IT shops take a one-size-fits-all approach to workforce computing and forbid bring-your-own-device (BYOD). But it doesn't have to be this way. It’s possible to craft an approach that brilliantly achieves the conflicting goals of embracing BYOD and consumerization while slashing the risks and costs at the same time. Our recent research on the topic comes from working with lawyers and auditors who specialize in technology law and compliance reveals that it can indeed be done.
You Still Have to Act But the Cure is Often Worse Than the Disease
The technology attorneys we interviewed for this research agree — once you learn that BYOD is happening in your organization, you have a legal obligation to do something about it, whether you have established industry guidance to draw on or not. The answer is seemingly simple: Take action to stamp out the risk. However, the answer isn't that straightforward because:
The more restrictions you put in place, the more incentive people will have to work around them and the more sophisticated and clandestine their efforts will be.
There is no data leak prevention tool for the human brain, so arguably the most valuable and sensitive information walks around on two legs and leaves the building every night. Accepting this is important for keeping a healthy perspective about information risk on employee-owned devices.
With 2013 coming to an end, it’s time to bring out the crystal ball and make some predictions about 2014. Those who follow Forrester’s research will know that we’re living in the age of the customer, a period in which customer obsession will be the key to winning in all markets. Computing is a critical technology element in the age of the customer: The use of tablets by sales professionals creates richer experiences for prospects and customers, even as the use of wearable technologies by health professionals helps phlebotomists find the vein in a patient’s arm more quickly. Computing is a front-line, customer facing experience that helps companies win and serve customers more effectively.
With that context in mind, I present six meta-trends that will be critical for computing in 2014:
Wearable computing devices (like Google Glass, Jawbone Up, Nike+ FuelBand, iHealth, and Samsung Galaxy Gear, among others) have made a big splash in the consumer market. My colleague Sarah Rotman Epps’ analysis shows that Google Glass could be the next big App Platform. Fitness wearables might be a bit overhyped, but it’s nevertheless becoming common to see people sporting Nike+ FuelBand devices everywhere you go. No less a tech industry luminary than Mary Meeker recently declared wearables the next wave of computing (see slide 49).
When people think of futuristic user interfaces (Forrester analysts included), they often invoke the 2002 Tom Cruise movie Minority Report. The imagery in the movie offers a compelling vision of how next-generation technologies – gestural control, voice command, 3D visuals, multi-screen interactions – can empower computing experiences.
Where did Minority Report get this vision? From a man named John Underkoffler, Chief Scientist at a company called Oblong. He designed the computer interfaces in the film.
I had the pleasure of visiting Oblong’s Boston office recently, where I saw demonstrations of several technologies. Most interesting to me was the company’s Mezzanine offering, an “infopresence” conference room that the company sells to enterprises today.
The solution involves equipping a conference room (or multiples – it works as a long distance telepresence location) with a number of monitors (5 in the room I visited), teleconferencing equipment (industry standard products work well), and ceiling-mounted sensors (for interpreting gestural controls), and a whiteboard (a physical one, but visible to a camera). Workers control the room with a wand, which works via both gestural controls and a button.
Putting all of these things together, workers can collaborate both within the room itself and with remote teams (or remote individual team members). The resulting experience, in my view, offers two sets of benefits:
Today saw the release of Leap Motion, the 3D gestural navigation controller for PCs and Macs. Like its cousin the Xbox Kinect, Leap Motion uses sensors to track physical gestures. Where Kinect tracks your entire body, Leap Motion tracks fine movements of the arms, hands, and fingers. In turn, this allows users to input information, enabling touch-free 3D gestural navigation control.
Leap Motion can be used to navigate operating systems (Windows, Mac), to cruise through Google Earth, to draw a digital picture, to generate experimental music, or to dissect a virtual frog, as seen in the AirSpace Leap Motion app store. In the future, surgeons could perform surgeries and airline pilots could control their plans with this solution, according to the vendor.
The success or failure of Leap Motion will derive from the strength of the app ecosystem that grows up around it:
As with touch screen, ground-up applications work best... “Touch-first” applications – those reimagined from the ground up with touch as the primary navigational method – generally appeal to users better than “touch-second” experiences where touch was added to an existing application. Similarly, gesture-controlled experiences need to be rethought from the ground up.The same is true for voice-controlled apps. Developers will need to change the way they work in coming years, collaborating with designers and experts in human anatomy, for all of this to work. Until that happens, the technology will remain marginal.
Voice-controlled intelligent assistants offer a tantalizingly productive vision of end user computing. Using voice commands, users can extend the computing experience to not just mobile scenarios, but to hyper-mobile, on-the-go situations (such as while driving). With wearables like Google Glass, voice command promises even deeper integration into hyper-mobile experiences, as this video demonstrates. And voice controlled intelligent assistants can also enable next-generation collaboration tools like MindMeld.
In spite of this promise, there remains a lurking sense that voice control is more of a gimmick than a productivity enhancer. (As of the time I posted this blog, a Google search for Siri+gimmick yielded… “about 2,430,000 results”). To see where voice control really stands, we surveyed information workers in North American and Europe about their use of voice commands.
Information workers’ use of voice control today:
In reality, many information workers with smartphones are already using voice commands – at least occasionally. Our survey revealed that:
Today, Samsung places much greater strategic emphasis on its enterprise business, which is now a “top three priority” globally for the company. Symbolizing this new commitment to enterprise customers, on June 11th Samsung openeda new Executive Briefing Center (EBC) in its Ridgefield Park, NJ office. The EBC offers enterprise customers and Samsung’s many partners an opportunity to experience Samsung’s vertically-optimized enterprise offerings in context.
I attended the opening, which enjoyed executive-level support from the President and CEO of Samsung Electronics North America Yangkyu (Y.K) Kim, President of Samsung Electronics America Tim Baxter, and Senior Vice President, Samsung Enterprise Business Tod Pike. I also spent an hour learning more about the Samsung value proposition for enterprise customers from Tod, including the excerpted Q&A below.
Samsung’s Enterprise Business Division focuses on a vertical strategy that includes Education, Healthcare, Retail, Financial Services, and Hospitality... and which isn’t just about devices, though their product offerings in hospitality TVs, notebook and tablet PCs, virtualization, wireless printers, and digital signage play a prominent role. Samsung also brings together enterprise-savvy partners like Crestron and Nuance Communications – along with numerous systems integrators and other channel partners – to deliver software, content, and services along with those devices.
I recently spoke with Tim Tuttle, the CEO of Expect Labs, a company that operates at the vanguard of two computing categories: Voice recognition (a field populated by established vendors like Nuance Communications, Apple, and Google) and what we can call the Intelligent Assistant space (which is probably most popularly demonstrated by IBM’s “Jeopardy”-winning Watson). In their own words, Expect Labs leverages “language understanding, speech analysis, and statistical search” technologies to create digital assistant solutions.
Expect Labs built the application MindMeld to make the conversations people have with one another "easier and more productive” by integrating voice recognition with an intelligent assistant on an intuitive tablet application. They have coined the term “Anticipatory Computing Engine” to describe their solution, which offers users a new kind of collaboration environment. (Expect Labs aims to provide an entire platform for this type of computing).
“Hello, I’m J. P. Gownder, and I serve Infrastructure and Operations professionals!” That’s my new greeting to Forrester’s clients. (I borrowed – aka “stole” – this opening line from my excellent colleague, Laura Ramos, who recently rejoined the Forrester analyst ranks herself).
After eight years in a variety of roles at Forrester, I’ve joined the Infrastructure and Operations (I&O) team as a Vice President and Principal Analyst. I’ll be collaborating with analyst colleagues (please see below) on I&O’s forthcoming Workforce Enablement Playbook. I&O pros face the constant challenge of empowering their companies’ workers with devices and services to make them successful in their jobs… as well as navigating the growing challenge of employees who choose to bring their own technology to work instead.
More specifically, I’ll be researching at least five issues pertinent to I&O pros:
Regardless of what our minds conjure up when we think of airline travel, one thing we can readily observe is that while the weather, the experience of the flight crew, the mechanical condition of the aircraft, and the destination of the flight are all variables, the system of getting an aircraft from one place to another, in one piece, is extraordinarily reliable. Herb Kelleher of Southwest Airlines once joked that the airline business is the only place where the capital assets travel at 500 miles per hour.
Every commercial flight starts with a flight plan, a flight crew, an aircraft, and a destination. The dispatcher creates the plan based on the expected conditions for the flight, the limitations of the pilot and passengers, and the capabilities of the aircraft. Time is built into the plan to climb to cruise altitude and to descend again to reach the destination safely. How much fuel will be required is built into the plan and pumped into the tanks. Every activity is done to achieve a singular purpose: getting the aircraft and its passengers safely to the destination, and everyone involved knows where the destination is. Aviation is a study in viable systems design.
How strange it seems then, that thousands of IT projects begin every day, but more than one-third of them crash enroute. Why? I would argue that it's because there is seldom a clear destination in mind, a rational plan to get there, or a viable system approach in place to execute the plan. Most of the time, the destination and the means to get there are only vague estimates, and the elements of the strategy are rooted in hope.