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.
Organizations in growth markets across Asia have not traditionally been heavy consumers of outsourcing services. Having lots of on-premises hardware still carries some prestige for local CIOs, particularly in China and India. The availability of relatively inexpensive IT staff in local markets has also helped them deliver acceptable service levels to the business. Until now, that is. The combination of quickly rising IT salaries, increased competition from regional and even global expansion, and growing demands among business stakeholders to more effectively engage customers has put pressure on CIOs to increase the performance of their organizations.
More and more CIOs I speak with are struggling with how best to effectively transform their IT capabilities and meet fast-changing business requirements. In particular, whether to embark on this transformation journey alone or leverage outsourcing partners. In a recent report, I profiled organizations in Asia that are leveraging external service providers to accelerate their IT maturation. One example is a manufacturer with 10,000 employees and operations across Asia that outsourced its entire IT infrastructure environment to improve and homogenize service levels. Another is a large Indian bank that outsourced its entire IT department to a service provider and improved its maturity level from a 3 (on a scale from 1 to 10) to a 6 in less than a year.
If you read my blog regularly, it should come as no surprise that I am an ardent fan of using mobile devices — whether mobile phones or tablets — for market research purposes. I have discussed how consumers are already forcing our hand into the world of mobile and that market insights professionals are not conducting mobile market research but instead are conducting market research in a mobile world.
Given this, I was both delighted and dismayed when attending this year’s ARF Re:think 2013 conference. Why was I delighted? There was a marked increase in the number of talks that focused on the role mobile plays — whether as a research technique or how it plays a significant role in consumers’ lives. Of just the talks I attended, which were a lot, almost 60% of them discussed the role of mobile. And a lot of these “mobile” talks were in the main track session. Talking with colleagues who attended last year, it’s clear that mobile has definitely moved front of mind compared with ARF Re:think 2012.
But I was dismayed that it was still just talk, talk, talk. At the conference, I was surrounded by tablets and smartphones, and people were using them all the time. And while we’re living this mobile life, we’re listening to speeches telling us how we need to start thinking about the role of mobile. Dare I say that we need to do a bit more than just thinking at this point in the game? We clearly have to get our act together soon.
I am just back from the whirlwind that is Nasscom India Leadership Forum 2013 in Mumbai, India. The Nasscom event is the premier event for the Indian IT services marketplace. Besides meeting great people, eating too much wonderful Indian food, and seeing action star and local legend AmitabhBachchan in-person, the event provides a chance to check the pulse of the most important geographic hub for the IT services marketplace.
I’ve spent the past two days at Finovate Europe in London, which has rapidly established itself as the leading European retail financial technology event of the year. This year’s event was bigger than last year’s, with 64 exhibitors spread over the two days.
Here are my impressions from the two days:
Innovation is hard and usually incremental. Our expectations are so high. It’s easy to sit in the audience and think ‘I’ve seen something like that before’. It’s a lot harder to develop truly new ideas, let alone build them and market them. Innovation is necessarily incremental, moving into the adjacent possible opportunity as my colleague James McQuivey puts it (see him explain it on video here). True invention is extremely rare. As James puts it in his new book, “The most powerful ideas consciously draw from and incorporate elements that were being developed by others along the way, ultimately generating the best outcome in the shortest time at the most efficient cost.” That’s what makes events like Finovate so useful.
Really, it is not. I was heartened to see that it doesn’t even make the oxymoron list, which does however include “government worker,” “congressional ethics,” and the rather hackneyed “military intelligence.” In fact, governments are innovating all over the place, particularly with the help of new technologies and a growing constituency of civic-minded developers.
One of my colleagues here at Forrester asked me today if I was planning to write a Playbook on smart cities. While we don’t have a government playbook currently in the works, we have a number of reports that share market trends and industry best practices. So I thought I’d pull together a list.
Here are a few examples of Forrester reports that illustrate government innovation. My series on smart cities includes:
Yesterday the Kenyan president broke ground on a new smart city development outside of Nairobi. The site of the new Konza Techno City is located in Eastern Kenya, 60 km from Nairobi on the Nairobi-Mombasa Road. It is 50 km from Jomo Kenyatta International airport and 500km from Mombasa and its ports. The greenfield site, purchased by the Ministry of Information and Communication and to be managed by the Konza Technopolis Development Authority, extends over 5,000 acres.
The primary goal of the new city is to develop the Kenyan Business Process Outsourcing and Information Technology Enabled Services (BPO/ITES) industry – with estimated creation of 200,000 new jobs across the broad technology and related sectors over a 20-year period. But the primary objective is to create at least 82,000 jobs in the BPO sector as this is a key area for Kenya's Vision 2030. The new city will also house a university, recreation and entertainment venues, a film and media center, a financial district, as well as residential neighborhoods and the supporting infrastructure.
Apple ignited the smartphone market with the innovative, super-desirable iPhone. But is the company’s innovation engine starting to sputter? That’s the question I pose to Forrester mobile analysts Jeffrey Hammond and Michael Facemire in this episode of TechnoPolitics. Of course, the answer isn’t so simple. Apple’s ultimate challenge is not about tit-for-tat feature innovation. Jeffrey Hammond says that this is a battle between two fundamentally different innovation models: directed innovation and open innovation. Apple is the high church of directed innovation, whereas Google’s approach is to let a thousand flowers bloom. Both mobile platforms have been enormously successful. But Michael Facemire thinks that conditions are ripe for the open innovation model to dominate. Jeffrey and Michael have amazing insights that you can only get at TechnoPolitics.
Over the past decade, BBVA has worked hard to become more customer centric and match its offerings to its customers’ needs. Given the pace of technology change, customers’ rising expectations and the digital disruption those forces cause, innovation is a critical part of the role of eBusiness and channel strategy executives. I thought I would share a few of Gustavo’s insights here for those of you who couldn’t attend. BBVA has become systematically innovative, launching a continuous succession of innovations many of which were a first in Spain, in Europe or in the world, such as:
Benchmark data from the survey will feed into our Sustained Business Innovation Playbook. We're aiming to publish the results in December or January. If you're not a client, enter your email at the end of the survey, and we'll share the results with you.
. . . and thanks in advance for sharing your experiences.