As the digital economy gains momentum, CIOs will have to reassess and evolve their technology vendor portfolio. CIOs need to evaluate if their main technology vendors support the required new business practices and focus on crucial technologies.
Cisco has made massive investments in its portfolio and go-to-market strategies that help to sustain its role as a preferred vendor to most of its clients. We believe, however, that Cisco still has some distance to travel to transform its skillsets and business culture to become a trulystrategic technology provider. The recent leadership transition offers Cisco the opportunity to redouble its efforts to strengthen its digital and customer experience skills, flatten its corporate hierarchies, and build a strong digital ecosystem of software and services partners. Our main observations when scrutinizing Cisco as a vendor in the emerging digital ecosystem are that:
Cisco is on the path to becoming a partner of the CIO's technology agenda.Cisco has launched programs to change its operational setup, its business culture, its compensation incentives, and its skillsets. Its willingness to disrupt itself positions Cisco well to eventually transform from a network business into a global BT provider.
A gap remains between top management's vision and Cisco's go-to-market pitch.Cisco's vision to transform from selling networking boxes to selling architectures, solutions, and business outcomes is spot-on. However, we still perceive a go-to-market approach focused on engineering and products. This disconnect remains a challenge to becoming a strategic technology provider.
Consumers and enterprises alike are increasingly shying away from buying digital content, services, and software outright. Instead, these businesses are embracing alternative business models where they lease or rent access to digital products and services. The disruption to traditional business models is widespread and accelerating across all verticals of digital product distribution, with high profile digital disruptors like Adobe, Netflix, and Salesforce driving changes in the way consumers and enterprises pay for, and engage with, digital products.
Today we see that:
Business model changes are accelerating in the digital goods marketplace. Today's digitally connected consumer is increasingly eschewing the traditional ownership model of buy, download, install, and use. Consumers want access to digital content and services across their connected devices, anytime, anywhere — and are embracing virtual ownership models that provide access to vast libraries of content, services, and products under subscription, usage, and other emerging ownership models.
A different set of features and services are fundamental for digital goods sellers. Many of the features and capabilities found in enterprise eCommerce platforms are directly transferrable to selling digital goods or online services. However, most of these retail-focused solutions lack the unique features and services needed to sell digital products and services online, including flexible cross selling and bundling, asset protection, subscription management and entitlements among other features.
Economic development means different things to different people. It depends on their context. In my early work as a Peace Corps volunteer in Africa development meant bringing running water to villages. My town was the new recipient of a public water system from the Danish Aid Agency.
But broadly speaking, economic development initiatives are efforts to attract investment to a region. For most places, it’s not about running water but about creating jobs. And, some of the best jobs out there – in demand and high paying – are in technology or in software development more specifically. Software is the future. And, many cities, states and countries want to get in on the act. Yes, many of the software development jobs will go to product development shops but they need to hire from somewhere and government leadersare hoping to bring those jobs to their constituents.
A classic strategy for attracting investment to a region is to provide tax incentives. We’ll give you a break on your corporate taxes for a period of time if you bring your new headquarters or factory or research facility to our region. A quick search reveals many such programs. Apparently Texas is “wide open for business” and is willing to provide tax abatements and local incentives.
As the healthcare industry depends increasingly on software to drive the change to value-based care from transaction-based compensation, the future of global healthcare is increasingly bound to the technology that will deliver:
Integration solutions that will allow stakeholders to share information about populations and individuals across the ecosystem.
Cloud-based solutions that will allow services to reach scale without the need for the contemporary care system or health insurance vendor to grow infrastructure.
Branded medical services, such as oncology advice engines that allow a regional cancer specialist to deliver a better quality of care because she will have, for example, access to the most advanced protocols for her patients via smart software powered by companies such as IBM but with the built-in expertise of our great medical centers such as Memorial Sloan Kettering Cancer Center.
The Rise of consumer health repositories will work against info sharing in the eco-system - crossing the divide between protected data owned by covered entities, under various global privacy laws such as HIPAA, and consumer controled data subject to the corporate policy of various business entites such as Microsoft, Apple, Samsung, and others will remain dificualt and cumbersome.
Previously Microsoft tried to discourage customers from using virtual desktop infrastructure (VDI) on top of rival operating systems by applying complex licensing rules involving various TLAs such as RUR, VDA and CSL (which I’m not going to explain here, because they are, thankfully, no longer needed). The USL is far simpler - clear Windows licensing replacing translucent frosted glass, so to speak.
Telstra’s recent FY13 earnings announcement recorded a strong showing of its Network Application and Services (NAS) division, which saw a 17.7 per cent increase in revenue to A$1.5 billion from the previous year. Its international business delivered a combined Global Connectivity and NAS revenue of A$566 million, or a growth of 11.4 per cent from the previous year. Telstra also plans to continue to build out its NAS division, particularly in Asia.
What It Means
A beneficiary of the NAS investment is Telstra Global, nestled under its International division, offering network connectivity and services to enterprises in Asia. In my recent report, I argued that Telstra Global is a well-placed partner for medium-size to large companies in sectors like transportation and logistics, shipping, manufacturing, and professional services looking to expand their operations out from Hong Kong, Australia, and Singapore into Southeast Asia and China. While this looks rosy, there are areas that require closer attention:
The US Bureau of Economic Analysis released its preliminary report on second quarter 2013 US GDP, along with both major revisions to US economic data over the past 50 years, and minor revisions to the data on US business investment in information technology goods and services. Here are my key takeaways from the report, and its implications for the US tech market.
US real GDP growth in Q2 2013 came in better than expected. The 1.7% growth at an annual rate from Q1 2013 was in line with our projection of 1.9%, but better than what many economists had been forecasting. Growth rates in Q4 2012 and Q1 2013 were revised down to 0.1% and 1.1%, respectively, from the earlier 0.4% and 2.5%. These revisions indicate that the end of the payroll tax reductions, the higher tax rates for high-income people, and the Federal budget cuts from sequester did take a toll on economic growth, with government consumption declining in Q4 2012, Q1 2013, and Q2 2013, and business investment in factories and offices falling in Q1 2013. But consumer spending has been solid, with growth of 1.8% in Q2 2013, 2.3% in Q1 2013, and 1.7% in Q2 2013. Business investment in equipment, which softened to just 1.6% growth in Q1 2013, improved to 6.8% growth in Q2 2013. And housing continues to be a growth engine for the US economy, with double digit growth rates in residential investment in the past four quarters, and improving home prices boosting consumer confidence and spending.
“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: