The bank I mainly use for my daily banking needs does not offer that many examples of great customer experiences. The two reasons why my family continues to use that bank are the high number of ATMs in the area where we live and a very customer-oriented branch advisor. Our most recent interaction with that bank (but not with that advisor) delivered yet another example of “great” customer service across channels, an experience that will likely cause us to look for a new bank. The chances that this yet-to-be-determined bank can offer better cross-channel capabilities at least at some point in the future are not bad at all: Many financial services firms are evolving beyond using just a single channel to get in touch with their customers (see the figure below).
There’s no doubt that, to consumer marketing professionals, data about the users of mobile network are highly valuable. But AT&T is finding that enterprise application designers, corporate security & risk professionals, corporate trainers and CFOs are very interested in this data as well - so much so that the US-based network operator is turning access to and collaboration on its data into a new business service.
Under the guidance of Laura Merling, VP of Ecosystem Development & Platform Services (and formerly of Mashery), AT&T Business Solutions is embarking on an ambitious plan for sharing its data in a secure programmatic fashion leveraging RESTful APIs. It had previously shared it data in a more informal fashion with selected partners and customers but found this approach difficult to standardize and repeat on a larger scale. It also has participated in data collaboration efforts such as the well-known hackathon with American Airlines at South by Southwest earlier this year.
[note: this was written live last week while I was attending Finovate]
Greetings from the Big Apple! I’m here attending the fancy schmancy Finovate Fall 2013 conference featuring tech solutions and innovations from – and for – the financial services industry. Here are some of the offerings and presentations that stood out for me, in the order they were presented at Finovate:
Kofax offers process automation software for lenders, but the big takeaway for me was their recent expansion of mobile, cross-channel, and multichannel analytics for financial providers. Focused on how customers shop for a loan, the dashboard and data are digestible and actionable. The jury’s still out, but strong analytics and easy-to-use tools can help banks improve sales in their lending lines of business.
MoneyDesktop offers digital money management tools – also known as personal financial management or PFM – and their demo at Finovate continued to show their strengths: Nifty tools, clean design, and intuitive UI and UX. The question mark for banks, however, continues to be how well integrated – or better yet, embedded – the experience can/will be for end users.
All of the fighting has resulted in multiple casualties. BlackBerry couldn't keep up the pace and was eventually chopped off at the knees. Microsoft has yet to gain enough developer volume to be a real threat and will eventually reinvent itself as a new company under new leadership. Third-party app stores are distributed and nimble but really amount to nothing more than splinter groups using guerrilla tactics against the major nation states. They just can't compete in the long term.
In the United States, Google Play and Apple iTunes have become the two superpowers in the mobile app war. With exceptional mobile application uptake, these two players have come to dominate the consumer mobile space. Phones don't sell phones. . .applications sell phones, and these two players have won.
To an IT leader a cloud developer can easily look like the enemy. They don't do what you say, they cause havoc by circumventing your IT rules and building new services and capabilities on public cloud platforms and seem to take orders not from you but from the business unit. Are these perceptions reality? Well, according to the 2013 Forrester ForrSights Developer Survey, yes. But they are also some of your most productive, happy and loyal developers too.
The survey shows that less than a quarter of all enterprise developers are using cloud platforms today. Examining the first movers, as self-identified in this survey, we found significant differences in the behavior, attitude and reporting structure of these members of your IT team. Cloud developers are risk takers who are empowered, more comfortable with open source technologies, building the new systems of engagement and tend to be happier in their work. They aren't just experimenting either; they are putting applications into production on the public cloud platforms and are doing so with traditional programming languages via agile, modern application designs. Forrester clients can now download a toolkit report providing a snapshot view of the data from this compelling survey (in Microsoft PowerPoint and PDF formats) that shows what distinguishes these developers from the pack.
Today's re-org at Microsoft comes amidst mixed success as they straddle the gap between capricious individual consumers and the cash-strapped, risk-averse needs of enterprise IT buyers who find themselves years behind the demands of their own capricious workers, who are also consumers when they go home. Windows 8 shows us that Microsoft has more learning to do about where to place those bets, but we also think their work on server, cloud and hybrid cloud is excellent, and that their longer-term strategy is viable. We see this organizational re-alignment as very positive.
The Server and Tools Business becomes Cloud and Enterprise Engineering Group
Satya Nadella and Scott Guthrie both have done a great job of driving Agile development and continuous delivery into every team in STB and that is resulting in faster moving and more compelling products and services. They deserve a lot of credit for this and so putting even more under them seems a good thing. The key is whether it is the right things.
For perspective: one of Microsoft's greatest strengths is that they give smart people development tools that are extremely easy to use and deceptively powerful. So much so that generations of developers will commit themselves and careers to mastery of Visual Studio, for example. Microsoft democratizes software development by lowering the barriers to entry like no other company. The shift to cloud gives them the chance to do it again, and the improvements in Visual Studio 2013 shown at BUILD in San Francisco are superb and stretch smoothly from the datacenter to the cloud.
Understanding the terms and technologies in the mobile security market can be a daunting and difficult task. The mobile ecosystem is changing at a very rapid pace, causing vendors to pivot their product direction to meet the needs of the enterprise. These changes in direction are creating a merging and twisting of technology descriptions being used by sales and marketing of the vendor offerings. What we considered “Mobile Device Management” yesterday has taken on shades of containerization and virtualization today.
Mobile antivirus used to be a standalone vision but has rapidly become a piece of the mobile endpoint security market. Where do we draw the lines, and how do we clearly define the market and products that the enterprise requires to secure their mobile environment?
In an attempt to help the enterprise S&R professional understand the overlapping descriptions of mobile security products, I am working on new research that will help organize and quantify the market. Understanding the detailed state of each of the technology offerings in the market, and their potential impact on a five- to 10-year horizon, will help enterprises make more-educated purchasing decisions.
To begin the process of covering all of the technologies being offered today, I’ve divided the solutions in the space by technology type. Not only am I analyzing technologies that are available now, but I’m also researching any additional products, services, and vendors in the mobile security space that have innovative new concepts that they are bringing to bear. These new-age offerings will help shape the future of mobile security, and we need to get ahead of the concepts now if we wish to have a better understanding of the impact of the innovation.
If a picture is worth a thousand words, what is the value of 16 billion pictures? According to Instagram, whose 130 million active users had shared this number of photos as of June 2013, the answer is “priceless.” Individuals’ enthusiasm for capturing and sharing photos shapes our media consumption as much as it does our co-creative potential; with the launch of its video capability, Instagram’s platform may become entwined with our social futures.
Online photo and video sharing continues to gain momentum as an emerging method of communication. Internationally, Instagram plays the role of news channel by turning local perspectives into global awareness. In fact, the role of media-sharing sharing technology is so significant that the Chicago Sun Times Newspaper laid off all full-time photographers, including a Pulitzer Prize winner, with the intention of moving toward more online video provision.
I recently took some holiday leave and saw two small, but clear examples of where mobility changes the economics of IT. The first was in a restaurant where the wait staff used their own smartphones and a simple order taking app. There was no expensive mobile platform for the restaurant to purchase in order to use this system. There was no expensive training program in place to teach the employees how to use the software. They simply bring along their own phone, download a free app to their device and start working.
The software is intuitive enough that any training required is done by their fellow staff members during shifts. What’s interesting about this example is that using mobile devices for taking restaurant orders isn’t new – but using employees own devices is. Previously, the expense incurred by restaurants having to purchase proprietary devices meant that only high margin operations could afford to use mobile order taking systems. And loss, theft or damage of the devices was not only expensive but also proved to be a sticking point for employer/employee relations.
The second example provides a sharp contrast. It involved a trip to a museum and the use of the audio commentary service. Though almost every visitor to the museum now has a smart phone device, an old proprietary hand held device was still in use there. This is an expensive option to operate for a low-margin business like a museum. There are now museums that have recognised this and offer apps on smart phones with capabilities well beyond what the previous dedicated hardware could provide. One such museum is the American Museum of Natural History. It not only uses the rich visual interface of the smart phone, along with the required basic audio commentary services, but it also reportedly helps the user navigate the complex campus using sophisticated wi-fi triangulation.
UPDATED 26th June 2013 As you may be aware Microsoft has finally introduced its Office Suite for the iPhone (launched in the US on Friday 14th June, and now available in much of the rest of the world according to my sources). This is great news — it has been one of the real holes in the iOS application store and in high demand in many businesses we speak to (although will be MUCH more valuable when it's available as a native iPad app). Over the next week or so it is likely that many of your senior executives will read this news — as it has already made the consumer press. Soon they'll be knocking down your door asking how to get access to it.
However, the licensing model that Microsoft has chosen is one to encourage the uptake of the Office 365 Suite. ONLY those users with a MS Office 365 license will be able to activate the apps on their iPhone. This may mean a significant licensing impact for you. If, like many companies, you have not yet made the move to Office 365, your company’s employees will not be able to use the Office apps on their iPhone. There is a big risk here that you will see employees activate the license themselves and charge it back through the traditional expenses channel. And if senior management are doing it, it is hard for them to say no to the more junior ranks.
I reached out to Duncan Jones, one of our resident sourcing pros and Microsoft licensing experts to get his analysis of the situation. Here are his thoughts: