Apple Extensibility And Powerful Network Effects

Michael Yamnitsky

Apple’s new "Extensibility" feature took somewhat of a backseat to a host of exciting new developer tools announced at Apple’s developer conference a week ago. I’d like to briefly highlight its importance to the enterprise. 

In short, Extensibility makes it easy for apps to talk to each other, facilitating more complex mobile workflows and easy access to data stored in personal cloud services. It will spur app developers work together to speed the advancement of what employees will be able to accomplish on mobile. 

 To elaborate, Extensibility will enable:

  • Complex inter-app workflows for mobile employees. More advanced content creation apps have been slow to develop on mobile platforms, in part due to lack of app interoperability. Think of the multiple software tools we use to pull a contract from email, sign it, and send it back on a PC. Data must similarly flow across a variety of apps to accomplish this on mobile. Apple has done little to address this, until now.
  • Access to the personal cloud in enterprise apps. Employees rely on personal cloud services like Dropbox and Evernote to manage an expanding array of digital content online. But these repositories don’t integrate with the enterprise off the bat. Extensibility can act as a router to connect personal data with the apps your employees use every day on the job. 
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Q&A With Oliver Bussmann, Group Chief Information Officer, Group Managing Director, UBS AG

Sharyn Leaver

In advance of next week’s Forrester’s European Forum For Technology Management Leaders in London (June 12-13), we had an opportunity to speak with Oliver Bussmann, one of our industry keynote speakers, about digital business and how UBS is responding to the challenges of digital disruption and to rising customer expectations.

Oliver Bussmann joined UBS in June 2013 as Group Chief Information Officer (CIO), responsible for the Group Technology organization. As Oliver will explain in his presentation on day 2 of the Forum, digital business transformation success in his view hinges on three key factors: A joint and strong partnership of IT and the business working together; creating a culture of innovation and entrepreneurship; consistent and authentic support of senior leadership to demonstrate by example that this transformation is real, necessary and appreciated.

I hope you enjoy Oliver's responses as much as I did, and do join us on June 12-13 to hear the full story!

Q: What is your agenda as CIO at UBS?  

As CIO my job is to position IT as a business enabler, this involves understanding the firm's strategic priorities, and ensuring we strike the right balance between (1) managing the traditional IT functions to ensure a cost-effective, reliable and secure infrastructure and (2) focusing on strategic IT, driving transformational change through innovation, to increase revenue opportunities and deliver real value to our business.

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Apple's iOS 8 Focuses On Developers Building New Mobile Moments

Ted Schadler

Yesterday in San Francisco, Apple showed once again that it cares about developers. And well it should. With Flurry reporting consumers spending 86% of their smartphone time in apps, not Web sites, the 1.14 million apps in the US App Store are just a drop in the bucket. We expect to see that number swell to 10 million apps by 2020. But that will only happen if Apple and the rest of the mobile industry focus relentlessly on developers.

Apple's goal is winning all the mobile moments. [See our new book, The Mobile Mind Shift, for much more on this important way of looking at the mobile revolution.] Developers are key to reaching that goal. Here are the things that struck me from Apple's announcements yesterday:

  • More tools for developers. A new development language, "4,000" new APIs, a new testbed capability, and access to Touch ID, basic Siri language processing, and look-ahead typing are just the most obvious new capabilities that Apple is offering developers. To build innovative new apps, developers need all the tools and support they can get. These announcements reflect Apple's paced but steady rollout of things developers care about.
  • More access to more sensors, hence context. Though Apple downplayed the healthcare opportunities a bit, it knows that developers need access to all the sensors on the devices in order to build interesting mobile moments in health, fitness, and location-based applications. These applications need to take advantage of all the context of that moment. 
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Digital Business 2014 Infographic

Nigel Fenwick

Following the adage "a picture is worth a thousand words" we produced this infographic to support my keynote speech at the Technology Management Forum in Orlando (and the CMO CIO CX breakfast in Sydney). If you'd like to see the keynote, I'll be delivering it again at the London Technology Management Forum in June. Feel free to tweet and share the unedited graphic. (Click image to download a higher res PDF; also free to share unedited).

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Your Technology Reflects The State Of Your Customer Experience Ecosystem, So Plan Accordingly

TJ Keitt

The business press has come alive over the past few weeks as companies as diverse as Delta, Facebook, and Tesla have publicly declared that they want to own software development for key applications. What should catch your attention about these announcements is the types of software these firms want to control. Delta is acquiring the software IP and data associated with an application that affects 180 of its customer and flight operations systems. Facebook is building proprietary software to simplify interactions between its sales teams and the advertisers posting ads on the social networking site. And Tesla has developed its own enterprise resource management (ERP) and commerce platform that links the manufacturing history of a vehicle with important sales and customer support systems. Tesla's CIO Jay Vijayan, in describing his organization's system, sums up the sentiment behind many of these business decisions: "It helps the company move really fast."

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Reset On Big Data Or Miss The Big Change

Brian  Hopkins

Big data is undergoing big change, but most companies are missing it or just grasping at the edges. My colleague Fatemeh Khatibloo and I have just completed an exhaustive study of the big data phenomenon. We found a familiar pattern: business confusion in the face of stern warnings about the dangers of big data and vendor-sponsored papers extolling its benefits. Here’s what we found hidden beneath the buzz:

As data explodes, so do old ways of doing business.

Everywhere we look, we find businesses using more diverse, messier, and larger data sets to stay competitive in the age of the customer — like the consumer goods firm that allocated marketing dollars based on flu trend predictions and the oil and gas companies that used weather data to predict iceberg flows and extend their drilling season. Savvy businesses find ways to turn more data into a competitive advantage. If your firm doesn’t get this, it won’t be pretty — starting in the not too distant future.

Technology managers and architects can’t afford to sit back and think that their Hadoop project will deliver everything the business needs. Nor can you afford to think that big data isn’t for you because you don’t have that much data. Why? Because “big data” is really the practices and technologies that close the gap between the available data and the ability to turn that data into business insight — insight that your firm needs to survive and thrive in the age of the customer. Four things to understand:

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How Do New “Systems Of Insight” Power Great Mobile Moments And Customer Experiences? -- Launching New Research

Ted Schadler
Customers crave contextual and personal experiences on their mobile devices. Companies are looking to the reams of location and behavior data spun off mobile device to deliver them. Meanwhile, executives long for the insights lurking just below the surface of the new data they collect on customers and prospects to improve services and chart the best business strategy. 
 
In most companies, mobile engagement, customer analytics, innovation, and business strategy happen in silos and often half-heartedly. But disruptors like Uber, TripIt, Netflix, Flipboard, and Starbucks deliver great and personalized mobile and digital experiences -- and optimize outcomes -- with insights derived from all the data they can gather.
 
We believe these disrupters deliver great mobile experiences by building what my colleague Brian Hopkins has termed a “system of insight” that goes far beyond traditional analytics or big data approaches to gather, analyze, and operationalize all the data to deliver great mobile moments. These companies are different – they take a systematic approach to linking mobile data to big data analytics technology, staff, and operations. This lets them take advantage of mobile data to improve customer experiences and their business.
 
Brian and I believe that these firms are building systems of insight by:
  1. Gathering and mining mobile and location data to continually find and harness new customer insights. 
  2. Embedding predictive analytics engines into their engagement platforms to deliver contextual and personalized mobile and digital experiences based on each individual’s unique score and context.
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Tracking A Private Dell

Dane Anderson

Earlier this year, I had the distinct honor of interviewing Michael Dell after his keynote address at an event organized by the Infocomm Development Authority of Singapore. It was a nostalgic opportunity as I recalled my macroeconomics professor in college over 20 years ago holding up a copy of Fortune magazine with Michael Dell on the cover.

Throughout my career as an industry analyst, I tracked the global PC giants as they clumsily tried to match Dell’s direct model in the ’90s and saw the company emerge as a multibillion-dollar IT industry juggernaut in the ’00s; most recently, I’ve watched with interest as the company went private. Like Michael (and me), Dell has undoubtedly passed through its youth and is now looking to embark on a new course that can leverage everything it has learned to this point through middle age. Something has indeed been lost, but much has also been gained.

My first and most lasting impression of our discussion was just how respectful and humble Michael is. When he speaks, he looks you in the eye, and when others speak, he listens. He wasn’t looking at his watch or thinking of other things. That said, I was quickly reminded of who I was speaking with when we discussed China. When I shared my views on the challenges facing the country, he perked up and told me that Jiang Zemin (China’s president from 1993 to 2003) told him the same thing at length in English (which is rare) a couple of years ago at an event. What we both said is off the record!

A Big Soft Underbelly

As it turns out, the global IT market is also entering middle age. Another clear takeaway from our discussion was Michael’s view that the global enterprise IT industry has a “big soft underbelly” that is ripe for new efficiencies, cost reductions, and innovations. I think he’s right.

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Nearly Half Of Indian CMOs Are In Search Of New Digital Vendors

Manish Bahl

I have recently published a report and series of blog posts highlighting CMO tech spending trends in India and what these trends mean to CIOs in the country. In this post, I will touch upon the emerging marketing technology landscape as a result of rising CMO tech budgets that both provide opportunities for and pose threats to CIOs.

Our research shows that nearly 50% of Indian CMOs are in search of new suppliers with specialized technologies and processes to build new digital engagement systems, such as mobile apps, social media applications, or customer loyalty management solutions. The marketing technology landscape is rapidly increasing in complexity, which is having multiple effects (figure below):

                                                                 

  • Software players are now targeting CMOs’ tech budgets with marketing-savvy offerings. For instance, Adobe, IBM, Oracle, and salesforce.com have invested a total of more than $20 billion in marketing technology M&A over the past three years.
  • Major Indian tech services firms are also gearing up to target digital opportunities.
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How Cloudy Are Your Cloud Service Provider Partners?

James Staten

There’s no shortage of companies these days calling themselves cloud service providers (CSPs) but are they really? And if not, what value do they bring to your portfolio and the cloud landscape?
Following up on our recent cloud services market forecast, our latest report helps CIOs understand the CSP market landscape. It breaks down the CSP market into its three tiers (see Figure 1 below) and its various business model approaches so you can evaluate your existing and potential partners and understand what value they will bring. The market is composed of three tiers of providers, based on size, investment and R&D capabilities and geographic reach. The market was historically dominated by traditional managed service providers (before cloud came into vogue) but the market is heavily under disruption today by the pure-play cloud providers. In addition to SaaS providers, “SaaS” providers, cloud platforms and “cloud platforms” there are a slew of CSPs who may not deliver cloud services themselves but can make it easier for you to consume true clouds. 

The CSP market is three-tiered and under disruption by pure-play cloud providers

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