Orange Business Services' Smart City Picture Is Coming Into Focus

Jennifer Belissent, Ph.D.

The picture is slowly coming into focus, and it’s a good one. This time last year I scolded Orange Business Services for not presenting a comprehensive smart cities strategy – particularly after having announced smart cities as one of its strategic pillars for the year.  The announcement at their 2012 analyst event was not about a strategy; it was an announcement that they were going to create a strategy, and that they had appointed someone to do that. Well, Nathalie Leboucher has been in her role for 18 months now and progress has been made.  Orange has developed a portfolio of solutions – mostly based on pilots across France and in the Middle East – and has announced several key partnerships. Yet there is more to do to develop a comprehensive message demonstrating that Orange “gets it” with regard to cities and can leverage all its assets to help cities (and capitalize on the opportunity). 

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Does ITSM Still Have Relevance In The Empowered BT Era?

Tim Sheedy

In August this year I am heading down to our nation’s capital to take part in the annual itSMF Australia event – LEADit. I have taken part in this event to a greater or lesser extent over the past few years across Australia – Sydney, Perth, the Gold Coast and now Canberra. As an analyst who broadly covers the Service Management space (as well as a previously ITIL qualified practitioner), this event is the mecca for those interested in service management in Australia.

Year after year at this event, I see a fair amount of change in the content and focus, but little change in the thinking, and little real movement in the implementation or improvement of the processes – a recent survey between itSMF-USA and Forrester displays the current maturity levels of processes in organisations:

Here we are – years (decades?) after the first ITIL books were written, and demand management is STILL immature. Even financial management has barely shifted in maturity over the past few years. Why is this the case?

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Forrester Wave On The File Sync And Share Market In 2013

Ted Schadler

File sync and share is the hottest technology category since social networking. Dropbox alone now has 175 million registered users, up from 110 million just nine months ago. Dozens of vendors are going after the business version of Dropbox. There are enough disruptive forces in play -- cloud delivery, mobile devices, and partner collaboration to name just three -- that it's possible for a new entrant like Box or EMC Syncplicity or Dropbox itself to become a major new document collaboration platform.

To help CIOs and the entire industry focus on the right things and create the best short list, Rob Koplowitz and I, assisted by Andrew Smith, evaluated 16 file sync and share platforms on 26 different criteria. We interviewed the vendors and their customers to build a comprehensive view of their solutions and published it in a new Forrester Wave.

Some highlights:

  • We evaluated Accellion, Acronis, AirWatch, Alfresco, Box, Citrix, Dropbox, Egnyte, EMC, Google, Hightail (formerly known as YouSendIt), IBM, Microsoft, Novell, Salesforce.com, and WatchDox on factors like mobile support, security, links to systems of record, organizational commitment, market experience, and deployment architecture to give you the decision tools to create the right shortlist for your particular environment and scenarios.
  • In addition to these criteria, we recommend that you think carefully about whether you can use the cloud (better for mobile support and partner collaboration), whether you want to deploy now with a startup or wait until your next upgrade with a major platform player, and whether you can afford to give every employee a license or subscription to the service.
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SAP's Apphaus: Workplace + Business Strategies Spark Innovation

Jennifer Belissent, Ph.D.

What typically happens when one approaches 40?  Major mid-life crisis?  Life transformation?  Yeah, something like that...

Well, apparently tech vendors are no different. Back in 2010 with 40 rapidly approaching, SAP undertook a broad new innovation strategy with an executive mandate for intellectual renewal. The goal was to transform the company through innovation – innovation that would reach billions of new users and humanize the brand through consumer app development.  What?! SAP, a consumer app company.  Yes, observing market trends of consumerization and the rise of “shadow IT” (technology purchases outside of the IT department), SAP recognized the need to expand its audience and improve its user experience. 

They began with three questions:

  • How can we create applications that can potentially reach millions of users?
  • How can we design, build, and release these apps in 90 days?
  • How can we scale this to successfully deliver large volumes of these apps?
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How mobility can change the economics of IT

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.

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Master Tomorrow’s Business Outcomes: Forrester’s Summit for CIOs in Asia Pacific

Dane Anderson

I am thrilled to formally kick off Forrester’s Summit for CIOs in Asia Pacific.  Building on our global CIO Summit series, this year’s summits will take place in Sydney on August 27, Singapore on August 30 and Mumbai on September 3.  This year’s theme is “Mastering Tomorrow’s Business Outcomes”, because more than ever, Asia Pacific CIOs need to understand the importance of moving beyond back-end IT to align to strategic business objectives and drive innovation.

High-level Networking

When sharing my excitement about our summits, I am often asked what makes our events special.  First and foremost, our attendees appreciate the fact that we bring together the most selective and senior group of CIOs in an intimate setting to connect.  Rather than targeting the masses, our aim is to set a high threshold for the delegates that attend and then provide them with a world class experience through our thought leadership, research, tools and networking opportunities. 

Distinguished Speakers

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Cloud Economics 2.0 - German Stock Exchange - Deutsche Börse - starts cloud computing exchange

Stefan Ried

We are entering the second wave of cloud computing: The Public Cloud Economics

Most enterprises understand well cloud topologies (virtualization) and privacy levels (private, virtual-private, and public), or simply the different resource types (IaaS, PaaS, or SaaS). Some even embraced pretty sophisticated technologies like cloud bursting – the dynamic relocation of workloads. However, compared to this sophisticated understanding of technology, the understanding the current or even future economic models of cloud computing lags behind.

More than a year ago, Forrester introduced the corporate perspective of cloud economics with James Staten’s report Drive Savings And Profits With Cloud Economics. The major cloud providers surprised us also with many innovative business models, such as Amazon’s AWS Reserved Instance Marketplace last September. As an alternative to the fully flexible on-demand model, customers can also buy a one- or three-year contract for a compute instance and could save up to 60%. However, the risk is that you bought more than you need or simply the wrong instance types. The marketplace allows now selling off these half used contracts to other customers.

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The Five Questions We Don't Get About Office 365 And Google Apps But Should

TJ Keitt

The era of cloud-based collaboration technology is here. Forrester's last survey of collaboration software decision makers showed that 67% are planning to or already deploy collaboration software-as-a-service (SaaS). Buttressing this stat is the incredibly high volume of inquiries I've received over the past two quarters from business and IT leaders trying to decide between Microsoft technology and the Google portfolio. The questions were so numerous that we published a report to answer our clients' basic queries. The increased activity, however, obscures the fact that we're still in the early days. As our report shows, IT leaders are still trying to get acquainted with cloud technologies: What features are in the suite? Is it secure? Are businesses like mine using it? These are essential things to know, yes. But they don't fully tell the story of how a company can get the most out of a cloud collaboration and productivity suite implementation. So, as you examine Microsoft Office 365 and Google Apps for Business, here are five more questions you need to address at the outset:

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Amdocs Gains Momentum As A Leading Customer Experience Provider

Dan Bieler

Dan Bieler, Katyayan Gupta, Clement Teo

We recently attended Amdocs' customer event in Singapore. Amdocs is gradually adjusting its strategy to reflect one of the most fundamental changes in the ICT industry today: Increasingly, business line managers, think the marketing or sales officer, are the ones influencing sourcing decisions. Traditional decision-makers, CTOs and CIOs, are no longer the sole ICT decision-makers. Amdocs is addressing this shift by:

  • Strengthening its customer experience portfolio.Successful telcos will try to regain lost relevance through improved customer experience. Marketing, portfolio product development, and sales are therefore growing in importance for telcos. Amdocs’ integrated customer experience offering, CES 9, provides telcos with a multichannel experience; proactive care; and self-service tools.
  • Betting big on big data/analytics.Amdocs is leveraging big data/analytics to provide real-time, predictive, and prescriptive insights to telcos about their customers’ behaviour. Communications-industry-specific converged charging and billing solutions as well as other catalogue solutions give Amdocs the opportunity to provide more value to telcos than some of the other players.
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The #1 Cause Of Organizational Dysfunction

Nigel Fenwick

At some level, I see dysfunction in almost every client I work with. This isn't something new. There probably isn't an organization on the planet without some level of dysfunction. Perhaps a degree of dysfunction is acceptable or even desirable. But eventually organizational dysfunction reaches a point where it begins to impede the ability of the enterprise to function. One area where this appears to occur with great frequency is between IT and the rest of the business. In far too many organizations IT is seen as out of alignment with the business, or worse, as an impediment to business units. So why is this?

It's been my opinion for some time now that there is a root cause for almost all the dysfunction in organizations. The cause is metrics. Specifically, the metrics we use to measure employee performance. Sometimes we suffer from the unintended consequences of what appear to be sound metrics.

Take for example a conversation I recently had with a client in marketing with responsibility for e-commerce. He wanted to gain a better understanding of IT because it appeared to him they were making bad decisions. On investigation it turned out "IT" had taken the website offline in the middle of the fading day, much to the consternation of the e-commerce team. To understand why IT might do this you need to understand metrics. It turns out the help desk had received a call about a problem with SAP. In order to fix the problem with SAP, the database technician decided the fastest repair would require restarting SAP. Unfortunately the website was tied to SAP so when it went down, so too did the website. Had the help desk and the database engineer not been measured on how long it takes to repair a problem, they may have made a different decision.

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