Forrester's global analysts have written some great pieces on gamification. In general terms, this research is is just as applicable to the SE Asian markets. However, there are some specific differences within the region that should also be considered. The most important thing to remember is that, while the general principles of gamification definitely hold true within the region, there are still some specific differences that should also be taken into account.
First and foremost, we definitely see the same problems in APAC where a lack of clarity on the desired behaviour encourages game play - for games sake. This is probably the worst outcome of all for gamification initiatives, regardless of where they're deployed. If there's no clear desired behaviour change identified, there's absolutely no valid reason to introduce gamification. The real challenge though is ensuring that the right strategy is selected to achieve the right objectives.
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.
There is a scene in the Broadway hit Spamalot in which a peasant jumps up from a cart of corpses and vigorously complains that he's "not dead yet". It's a humorous side-story to the main theme of the search for the Holy Grail. One might be accused of thinking of COBOL in the same way, as a side-story to the current major themes of mobile and web development, or perhaps as a historical footnote to the current narrative. IBM's recent announcement of major upgrades to its COBOL compiler technology provides a good reason to pause in our headlong pursuit of the latest technology to reflect on the value of COBOL applications in enterprise software portfolios.
While mobile and web technologies often garner everyone’s attention, the reality is that most organizations that have been around for more than 30 years still run their core business processes using systems that were written in COBOL. Anything that makes these apps easier to evolve and extend is a very good thing. The reality is that evolution and extension of these apps is critical to business success. In order for the flashy-new-social-networking-enabled mobile and web Systems of Engagement to succeed, the workhorse Systems of Record and Systems of Operation are going to have to evolve apace. This means that they must take advantage of the latest architectures as well as being refactored and modularized to align with a service delivery model.
Digital disruption is forcing business leaders in every industry to rethink their strategy. Music, media, and publishing have been turned upside down. Now, non-digital products and services — from airlines to automobiles — must consider new competitors, new economics, and new customer relationships. For example, game-changing, disruptive mobile experiences and apps on platforms like Amazon.com, Apple, eBay, and Google give those firms control of consumer mobile devices and platforms, allowing them to both "tax" sales and hijack payments as well as threatening to further strangle already-squeezed margins for eBusiness professionals.
It's been three months since we published "Mobile Is The New Face Of Engagement," and we've learned a lot by listening to CIO customers and industry professionals talk about the stories and strategy of mobile engagement.
The thing that leaves people scratching their heads is the mantra, Design for mobile first! "What does that mean, exactly?," they ask. "Is it about user interface design?" The industry answer is that it's about user experience design, but that's not quite right. Design for mobile first! is really about business design. Let's start with a thought experiment to re-imagine what's possible on a touchscreen device:
Imagine that your service is in your customer's pocket at all times. Imagine what you could do with that honor.
You could serve your customers in their moments of need. You could use data from device sensors and your own data to understand their context, the time of day, where they are, what they did last time, what they prefer, even their blood pressure, weight, and anxiety level. You could design your mobile experience to be snappy, simple, and built around an "action button" to (you guessed it) help them take the next most likely action.
With the right data and predictive analytics, you could anticipate your customer's next move and light up the correct action button before they even know they need it. You could serve them anywhere at any time. Not just give them self-service mobile access to your shrunken Web site or forms-based transaction system, but truly serve them by placing information and action and control into their hands.
So asked my 11-year-old daughter this morning. You may remember Sophie. She’s the one whose 3rd-grade teacher took her to the Apple store in Burlington, MA, for a field trip. They actually learned how to make movies and stuff, so I guess it wasn’t all for fun.
To answer the question in the title, iPhones are 4 1/2 inches long and the equator is 24,901.5 miles long. So that means it will take 350,613,120 iPhones laid end to end to circle the earth. Apple’s sold 183 million iPhones so far, so they have a ways to go. Can they get there? Read on.
Sophie’s world view is surrounded by, informed by, inundated by Apple’s presence. So she thinks about crazy stuff like iPhones lined up around the world. It was a funny image – iPhones marching down Route 2 to Boston Harbor and out across the Atlantic. Funny, but poignant, too. Poignant because Sophie’s digital world is so dramatically different from my own. [Stay with me. This is going somewhere. I promise.]
I remember buying my first PC – an IBM PC XT with a 5 megabyte hard drive – to manage my band’s mailing list. It cost $4,800 -- more than my car. I wrote the contact management and label printer software myself. Bart the drummer called me geek. But he liked it well enough when we no longer had to use a typewriter and White-Out to manage thousands of mailing labels.
So I remember a world without computers. But Sophie doesn't. Her world began with a computer in her pocket that she can use for just about everything in her 11-year-old life. (Or will do when she finally gets one.) And her expectations are miles higher than mine. She expects an amazing experience. She expects to be served on a whim, wherever she is.
When getting introduced to a new subject or new people, we sometimes play a game called "two truths and a lie." The basics of the game are simple: Anyone introducing a subject - or themselves - states two truths and one lie. The audience then has to identify what the lie is.
Below, you will find three bullets related to our future of software development research. Two are truths as identified by our research, one is a lie:
Software's fueling today's disruption, becoming embedded in everything to make technology useful, usable, and desirable.
Software development expertise will increasingly be centered on Java, .NET, and proprietary development and application platforms.
The U.S. Bureau of Labor Statistics projects software-development-related roles and jobs to increase at double the national average through 2020.