Video Platforms Are Critical Parts Of Your Customer And Employee Engagement Toolkits

Philipp Karcher

Marketers increasingly recognize the value of using online video to engage and inform consumers, create brand awareness, and even drive direct action. Similarly, corporate communications and business leaders are making greater use of live streaming and on-demand video to communicate more effectively with a distributed workforce. Video publishing capabilities are integral not only to traditional media providers today, but to the websites and intranets of many brands, companies, and organizations without a history of content creation. 

Today we released two Forrester Waves™ to help our clients select the right vendor for their video publishing needs. The Forrester Wave on online video platforms (OVPs) updates our previous evaluation of the market and includes five vendors: Adobe, Brightcove, Kaltura, Limelight, and Ooyala. The Forrester Wave on enterprise video platforms (EVPs) is our first evaluation of this important category and includes seven vendors: Cisco, Ignite Technologies, Kaltura, Kontiki, Polycom, Qumu, Sonic Foundry, and VBrick. We included these vendors because of their size in the market, experience serving enterprise customers, and frequent mention by Forrester clients in competitive scenarios. 
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What Is Your Mobile Engagement Communications Strategy? A List Of Symptoms & Request For Help.

Ted Schadler

In our research and in our work with clients on their mobile intiatives, one problem comes up again and again: the very people the app is designed for don't know what it does or why they should use it. Here are some symptoms of a communications gap -- and they show up just as frequently in employee projects as they do in customer initiatives:

  • Your target audience doesn't know why they should use the app you've given them.
  • Your call center or help desk is inundated with basic questions.
  • Your key stakeholders are forever pinging you to find out what's going on.
  • People in the company don't know what you've been up to.
  • You don't know what your target audience really needs from the app.
  • When people get a new or updated app, they don't use the new features.

If any of these ring true for you, then it's time to implement or re-evaluate your communications strategy. We'd like to help, which is why we are initiating a research project into communications strategy for your mobile initiatives. My colleague Simon Yates and I are diving into this important topic to publish new research findings to help you build the most effective communications strategy.

You can help us by completing a short survey on your own communications strategy. You'll get a summary of the results and can ask for a conversation if you want to dig deeper with us.

Thanks for filling out this 3-minute survey on your communications strategy!

NASSCOM Restructures Itself For 2020 Vision: A Step In The Right Direction, But Long Road Ahead

Manish Bahl

On March 4, 2013, NASSCOM, the industry association for the IT BPO sector in India, announced a restructuring plan to help realize its goal of India becoming a $300 billion industry by 2020. The restructuring plan is based on an independent committee’s recommendations, chaired by Infosys cofounder N.R. Narayana Murthy. Key highlights from the announcement:

  • Realignment of the NASSCOM structure into seven verticals (IT services, business process management, global in-house centers, engineering and R&D services, Internet and mobile, products, and domestic market) and five enablers (global trade, policy advocacy, outreach, skills and talent,  and regional connect).
  • Executive Council to be reconstituted to have adequate representation from the seven identified verticals
  • Formation of various councils, including national vertical councils, country councils in key markets, and strengthened regional councils to address local issues.
  • Set up five centers of excellence in five years for software engineering, emerging technologies, vertical solutions, eCommerce, service excellence, and governance.
  • Facilitate 100,000 certifications in specialist skills and domain areas.
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Joyn: Next-Generation Business Communications

Dan Bieler

Deutsche Telekom launched the joyn messaging service in Germany today. It is hardly the first carrier to do so; Telefonica, Vodafone, MetroPCS, and SK Telecom have already launched such services. But Deutsche Telekom’s launch gives me the chance to point to an opportunity for joyn that has not been talked about a lot so far.

Rich communication services (RCS), which is marketed as joyn, is a joint-service initiative between carriers and handset manufacturers that empowers people to combine ways to be in touch with contacts in their address book: talking, chatting, and sharing videos, photos, and files. For the most part, joyn is aimed at consumers. Joyn is usually seen as a carrier response to counter the threat to traditional revenues from OTT providers like WhatsApp. I believe, however, that the real potential for joyn is in the business arena. Joyn is hardly going to generate any direct revenues for carriers. It’s the potential of joyn as a platform for interactive social engagement that is more interesting:

  • Businesses confront a major shift in communication behavior. Businesses are dealing with the impact of changing systems of engagement and the implication of mobility and big data in the business environment. Social media services, including chat, video sharing, and file exchange, are experiencing rapid uptake. But these emerging systems of engagement depend on an underlying communications infrastructure. The successful CIO will embrace the trend of interactive social engagement and turn it into a competitive advantage for his business.
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India’s Excise Duty Increase On Mobile Phones Won’t Have Much Impact

Manish Bahl

 

On February 28, 2013, India (as part of its 2013-2014 budget) announced that it would increase the excise duty on mobile phones costing more than $36 to 6%, up from the current level of 1%. Forrester believes that this increase will not affect the mobile industry in India very much because:

  • Sub-$100 smartphones will trigger new kinds of competition in the market. As high-end mobile phones get more expensive, Forrester predicts that smartphones costing less than $100 will be in much greater demand. Moreover, handset manufacturers will absorb a large portion of the price increase to sustain their sales.
  • Explosive mobile Internet growth. With increasing urbanization and improving per capita income, more people will begin to use the Internet, and the use of smartphones will rise quickly. We forecast that the mobile Internet user base in India will grow by more than 30% year-on-year over the next five years.
  • Addicted social media youngsters. With more than 61 million Facebook users, India ranks as Facebook’s third-largest audience in the world after the US and Brazil. Half of these users are between 18 and 24 years of age, and the majority of them use their mobile phones to connect to the world.
  • Rapid eCommerce growth complementing the mobile sector. Forrester estimates that eCommerce revenues in India will increase more than fivefold by 2016, jumping from US$1.6 billion in 2012 to US$8.8 billion in 2016. Mobile-friendly sites from various players and eCommerce website aggregators will help accelerate mobile Internet adoption.
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Shooting Oneself In The Foot: Why The Sequester Will Knock A Percentage Point Or More From 2013 US Tech Market Growth

Andrew Bartels

Well, it looks like the folks in Washington have done it. The device, called "sequestration," that imposes mandatory across-the-board cuts in Federal defense and non-defense spending is actually going into effect. That mechanism was created back in 2011 at the time of the US debt ceiling crisis as an outcome so terrible that it would force Republicans and Democrats to find a compromise that starts reducing the US Federal deficit. Instead, it has itself become the compromise between a Republican plan that would impose all of the planned $85 billion in budget cuts in the current fiscal year on non-defense spending, and an Obama proposal for $85 billion in tax increases, future cuts in entitlement spending, and selected defense and non-defense cuts. Republicans would rather see actual cuts in current US spending, even if that cuts spending on defense, their favorite category of Federal spending, rather than support any increase in taxes. And Democrats would rather see cuts in non-defense discretionary spending rather than in Social Security or Medicare, even if that means many of their favorite Federal programs will face cuts.  

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Impressions From Mobile World Congress 2013: Emphasize Usage Scenarios To Retain Relevancy

Dan Bieler

 

In light of my expectations (http://goo.gl/ZIU9d), Mobile World Congress contained few real surprises this year. This is not to say that MWC was boring: It provided valuable insights into the state of the mobile market from an enterprise perspective:

  • No single theme dominated. However, it felt as if everybody was talking about some combination of cloud, mobility, and big data. Many providers and vendors added the theme of customer experience to the mix and seasoned it with many acronyms. Unfortunately, in most cases this was not enough to trigger real excitement. The lack of a single new hot trend indicates that the mobile industry is maturing. Mobility has arrived center stage.
  • Most vendors are addressing consumerization only in the context of BYOD. In my view, BYOD is only one aspect of consumerization. I believe we will see the broader impact of consumerization in the near future. Consumers increasingly expect to work in a manner reflecting communication methods that are familiar in the context of friends and family. Also, consumers are increasingly asking to work when and where they want. Although some companies, including Yahoo (good luck!), are reintroducing the traditional concept of "the team works in the office," the overall trend is toward a more fragmented and consumerized working environment. In turn, this offers potential for mobile workplace solutions.
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Post-Sequester IT Strategic Planning

Chip Gliedman

I'll leave it to the political pundits to read the tea leaves on the yes/no/how long of sequester-driven cuts to US government spending. What I will say is that a climate of cut-over-growth will remain with us for the foreseeable future. Regardless of what happens over the next few weeks, federal CIOs will be forced to grow services, capabilities, and constituent engagement concurrent with flat or decreasing budgets. This is not a short-term shift. It's high on the list of themes being communicated across government. You can see it in Federal CIO Steven VanRoekel's FY2013 Budget Priorities, which has the theme of "Doing More With Less."

So, what should a government CIO do? I'm going to have to assume that CIOs will already have their short-term contingency plans in place, should the forced budget cuts kick in. However, it's also time to start thinking about what will follow, once things settle down. As a start, consider the following on your to-do list:

  • Review your agency's strategic plan — and start discussing what changes to it are anticipated based upon various budget scenarios.
  • Discuss how IT will be expected to support the transition from current to revised plans and goals.
  • Review your IT strategic plan, road maps, and delivery schedules in light of revised budget, staffing, and organizational changes with the new priorities in mind.
  • Review programs, projects, initiatives, and staffing to ensure optimal use of staff and resources.
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Why Your Enterprise Private Cloud is Failing

James Staten

You've told your ITOps team to make it happen, you've approved the purchase of cloud-in-a-box solutions, but your developers aren't using it. Why?

Forrester analyst Lauren Nelson and myself get this question often in our inquiries with enterprise customers and we've found the answer and published a new report specifically on this topic.
Its core finding: Your approach is wrong. 

You're asking the wrong people to build the solution. You aren't giving them clear enough direction on what they should build. You aren't helping them understand how this new service should operate or how it will affect their career and value to the organization. And more often than not you are building the private cloud without engaging the buyers who will consume this cloud.

And your approach is perfectly logical. For many of us in IT, we see a private cloud as an extension of our investments in virtualization. It's simply virtualization with some standardization, automation, a portal, and an image library isn't it? Yep. And a Porsche is just a Volkswagen with better engine, tires, suspension, and seats. That's the fallacy in this thinking.

To get private cloud right, you have to step away from the guts of the solution and start with the value proposition. From the point of view of the consumers of this service — your internal developers and business users. 

I&O Looks Up at Cloud; Developers Look Down Into It

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Four Steps Toward Reducing IT Complexity And Improving Strategy

Nigel Fenwick

Four stepsMany CIOs are caught in the middle — stuck between competing demands from the CFO to reduce costs and from the CEO to increase innovation. In fact this is a topic which often comes up in our strategic planning workshops with clients.

The challenge is to find a means to achieve both goals simultaneously. Here are four steps you can take to achieve just that.

1. Get agreement on your business capabilities.

Business capability maps are a great way to gain clarity on what's important to your business. A good business capability map for strategy work is one which is organizationally agnostic; i.e., when you look at the boxes on the map, you don't see department names. The reason this is important is that you don't want to put anyone in the position of having to defend "their box" on the capability map. By the way, this is much harder to achieve than you might think! Once you have a draft map, you can share it with business leaders to get their input. This is an important step, as the capability map must be owned by all business leaders — the process of refining the map encourages leaders to take ownership.

  • Tip: Remember, not all your capabilities are inside your organization. Many firms leverage business partners to deliver key capabilities. For example, some firms will use FedEx or UPS to provide their distribution capabilities.
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