Big data noise has reached the point where most are reaching for the ear plugs. And with any good hype bubble, the naysayers are now grabbing attention with contrarian positions. For example, The New York Times expressed doubt about the economic viability of big data in "Is Big Data an Economic Big Dud?" This post grabbed a lot of attention, but, like many others I read, it fundamentally misses the point of what big data is all about and why it's important. The article compares the productivity boom associated with the first wave of the Internet to the lack of growth experienced since the inception of "big data"; it implies that big data’s expected economic impact may not happen. Furthermore, the article implies that big data is something that firms will do or implement. Thinking about big data this way or differentiating between data sets as big, medium, or small is dangerous. It leads to chasing rabbits down holes.
I get a lot of questions about the best way for developers to move to the cloud. That’s a good thing, because trying to forklift your existing applications as is isn’t a recipe for success. Building elastic applications requires a focus on statelessness, atomicity, idempotence, and parallelism — qualities that are not often built into traditional “scale-up” applications. But I also get questions that I think are a bit beside the point, like “Which is better: infrastructure-as-a-service (IaaS) or platform-as-a-service (PaaS)?” My answer: "It depends on what you’re trying to accomplish, your teams’ skills, and how you like to consume software from ISVs.” That first question is often followed up by a second: “Who’s the leader in the public cloud space?” It’s like asking, “Who's the leading car maker?” There’s a volume answer and there’s a performance answer. It’s one answer if you like pickups, and it’s a different answer if you want an EV. You have to look at your individual needs and match the capabilities of the car and its “ilities” to those needs. That’s how I think we’re starting to see developer adoption of cloud services evolve, based around the capabilities of individual services — not the *aaS taxonomy that we pundits and vendors apply to what’s out there. This approach to service-based adoption is reflected in data from our Forrsights Developer Survey, Q1 2013, so I've chosen publish some of it today to illustrate the adoption differences we see from service to service.
Business Technology (BT) is a means to an end. BT is there to support the business objectives. Similarly, the task of IT leaders is to provide the most appropriate technological infrastructure to all employees so that they can pursue the business objectives most effectively. In other words: IT and business leaders should have the same perspective.
Yet, new Forrester survey data indicates several gaps in opinion about network infrastructure aspects between business and IT leaders. We see a risk that IT will purchase network and collaboration assets that do not address the demand by business lines. Similarly, there is a risk that business lines remain unaware of network and collaboration assets that IT has put in place. Under both scenarios, businesses waste valuable resources and end up with an inefficient network and collaboration infrastructure.
Drive communication infrastructure projects in collaboration with business and IT. Eight out of 10 IT and business leaders consider network and telecom technologies critical to driving staff productivity. Sourcing professionals should focus activities on driving the road map and jointly develop business cases.
It’s (long past) time to put the era of One Size Fits All enterprise computing behind us. Providing workers with Standard Issue™ devices and software represents an antiquated paradigm. Instead, segmenting your workforce into different classes of workers – honoring the needs of each type of worker – can help you:
Save money. Overinvesting in computing power by giving a worker “too much machine” and over-investing in software licenses for applications that won’t be used are common implications of One Size Fits All enterprise computing. You can save money by provisioning appropriate hardware and software to various classes of workers.
Preempt BYO. While IT departments are coming around to the virtues and values of BYO, managing excessively diverse BYO comes with management costs. You can preempt some types of BYO by providing the right tool to the right worker at the right time… obviating the need for them to bring their own.
Drive worker productivity and innovation. Innovations like tablets and Chromebooks can empower certain classes of workers to achieve new levels of productivity. Providing the right worker – for example, a traveling salesperson – with a tablet can enable new scenarios and create tangible returns.
In Forrester’s latest report, “Tracking The Renegade Technology Buyer,” we uncover the motivations and technology spending priorities of over 1,000 North American and European business executives. The data from the Forrsights Business Decision-Makers Survey was collected in Q4, 2012. Of the 891 respondents that had a budget over US$1 million, 824 spent their own money on hardware, software, telecom or services. Twenty-four percent of the 891 spent over 21% of their budget on technology, accounting for over $US 31 billion in expenditures. Senior management and sales and marketing were the top spending business functions and financial services/insurance and telecom/utilities lead the pack from a vertical perspective.
So why are business leaders carving out part of their own budgets for technology? It’s contrary to what you think. The high business spenders are not doing it because it is faster or cheaper than central IT – they are doing it because they see technology as too important to their success not to be involved. In parallel, senior management is more relaxed in dealing with the technology – 33% of the high spenders say there technology IQ has increased and they are more comfortable working with IT. Another 20% say that their use of consumer technology has changed their expectations of how technology should be used. The consumerization of IT is not just about younger Gen Y staff wanting to bring their own Macs and iPhones to the office; just as or more importantly, it’s also changing the way senior managers drive business and technology strategy.
BlackBerry CEO Thorsten Heins made news this week with his claim that tablets will be dead in five years. “Tablets themselves are not a good business model,” he claimed in an interview.
As Techcrunch wittily responded: “BlackBerry CEO Thorsten Heins Says Tablets “Not A Good Business Model,” Evidently Forgetting About iPad.” As I recently blogged, Apple’s iPad is the growth engine of its entire business so far in 2013, growing 65% year over year. Meanwhile, shipments of Android tablets have found their footing, particularly for Samsung, ASUS, and Amazon, growing in shipments so far this year.
So tablets certainly represent a thriving business model today. More importantly, the tablet will grow into a must-have computing device for much of the world by 2017.
The penetration of tablets into the consciousness of information workers, IT professionals, business people, and consumers only continues to grow. Much as with smartphones, tablets are increasingly taken for granted as a device one will have in one’s life.
Take, for example, information workers: We surveyed 9,766 global information workers about their preferences for which operating system they would like to use on their (next) work tablet. We also gave them an out: “I don’t plan to use a tablet for work.”
For our Forrsights Workforce survey, Forrester annually surveys information workers.* I’m leading final preparation of our Forrsights Workforce survey focused on end user hardware and aimed at five major markets – the US, Canada, the UK, France, and Germany. By end user hardware, we primarily mean PC/Macs, tablets, and smartphones, but we may also focus a bit on peripherals. And we hope to mirror some of the questions from the Forrsights IT Hardware survey, which we develop after this one, so that we can compare results from this information worker survey to what IT buyers report in their survey. Analyst Heidi Shey is working on the other half of the survey, which will focus on security issues.
Below are the hypotheses and topics we plan to explore in the survey. Please give them a quick read, then post or email feedback by Friday, April 12 (Tuesday, April 16 at the very latest). If you are a Forrester client and would like to see a survey draft, please email your account rep and me.
These are statements of ideas we are planning to test in the survey questions, which are designed to confirm or disprove the idea. But we probably can’t fit all of these, so please help us prioritize – especially if you are a Forrsights Workforce client!
Have multiple devices used for work, including many that are personally chosen and/or owned; they spend significant money on devices used regularly for work; and they expect to continue doing so.
Often blend work and personal tasks on the same device, despite employer policies to the contrary.
Technology’s value to a business derives at least in part from its ability to increase productivity. The 1987 Nobel Prize winning economist Robert Solow demonstrated that technology increases the productivity of both capital and labor to create economic growth.
Some technologies radically reshape productivity. Take, for example, the cotton gin (1792), which fundamentally transformed labor. A quote from Wikipedia claims: “With a cotton gin, in one day a man could remove seed from as much upland cotton as would have previously taken a woman working two months to process at one pound a day.” By profoundly increasing worker productivity, the cotton gin revolutionized both the textile and agricultural industries.
We’re living through several technological revolutions of our own right now – in, for example, cloud services, mobility, and big data. One technology that leverages all three to some extent is the tablet, a device I follow very closely.
Tablets drive worker productivity through a variety of vectors. One of those vectors is portability. In our Forrsights Hardware Survey, we asked IT decision-makers who either support tablets today or plan to support them soon why they would do so. IT decision-makers’ #1 answer, at 62%? Because tablets are a “more portable form factor than the traditional laptop.” This response eclipsed end user preferences, ease of use considerations, and other possible answers.
I’m very excited to kick off survey development for upcoming Forrester Forrsights surveys that will feature security content. Continuing on from previous years will be the Forrsights Security Survey. This is an annual survey of IT security decision-makers from North American and European SMBs and enterprises. New for 2013 is a Workforce Survey that will provide the (also North American and European) employee perspective when it comes to security and devices in use within their workplace.
These surveys will be fielded April through May, and the results will make their way into published research this summer. Survey development starts now, and I would love to hear what you think about the proposed topics. What are some areas where you’d like to see us gather more data?
Data security consistently tops the laundry list of security priorities because it must. Organizations are collecting data, creating data, using data, and storing data in some way or another. Mishandle data or disregard privacy, and you’ve got a public relations fiasco on your hands with the potential to disrupt business operations or hurt the bottom line.
So, we know that data security is a priority, but what does that mean? What are organizations actually doing here? How much are they spending, and where are they focusing their efforts? And what are they doing about privacy? I’ve dug into data from Forrester’s Forrsights Security Survey, Q2 2012 and data from the International Association of Privacy Professionals (IAPP) to answer these questions in a newly published benchmarks report for our Data Security and Privacy playbook. Note: This is not a shopping list, nor a check list, nor is it a “spend x% on data security because your peers are doing so!” manifesto. This report is meant to be a starting point for discussion for S&R pros within their organizations to take a closer look at their own data security and privacy strategy.