The US Tech Market Outlook After The Election: Four Questions Awaiting Answers

Andrew Bartels

The 2012 US election is now over, and the results were about what I expected based on the polls going in: Barack Obama reelected President (although with a wider margin of victory in the popular vote and electoral college than many had predicted); the Democrats retaining control of the Senate, with a slightly higher majority; and the Republicans holding their majority in the House. The blog I wrote in September on "What An Obama Reelection Would Mean For The US Tech Market Outlook" now becomes the one to focus on. With the balance of political power in Washington now settled for the next two years, those of us who track the tech market will now be awaiting answers to four key post-election questions:

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Kindred Healthcare Empowers Sales Reps With iPads And Salesforce.com

Ted Schadler

 

This case study is from TJ Keitt and my social business playbook report, “The Road To Social Business Starts With A Burning Platform.” A social business harnesses mobile technology to empower sales reps in their moments of customer – or in this case, patient – engagement. Here’s the story.

Sales executive Barry Somervell has a passion for arming his team with tools that yield productivity; he believes in the power of technology to transform the selling process. Barry was asked to come into Kindred Healthcare, a $5 billion supplier of post-acute-care services, to energize and modernize its nursing center division's sales process to bring patients into its 224 skilled nursing and transitional care centers. Barry quickly saw that the tools that the "clinical liaisons" carried were lacking. This group of sales professionals, from a clinical or nursing background, needed better ways to collaborate with colleagues and with hospital medical staff to offer the right services to patients about to be discharged and in need of rehabilitation services. You can see Barry and his team in this video.

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Dissecting The Latest Announcements From Cisco And Polycom

Philipp Karcher

Having attended analyst events by Cisco and Polycom in the past month I'd like to share my key takeaways from the announcements for the companies' positions in the videoconferencing and collaboration software markets. 

POLYCOM
CEO Andy Miller called October 8 the "most important day in Polycom history" when the company made a wave of announcements on products it will release over the next six months:
  • Cloud AXIS, a browser-based videoconferencing service promises to simplify connectivity. Videoconferencing in a browser window without the need for any downloads will help promote adoption. It could also make other enterprise videoconferencing initiatives — B2B, desktop-to-room connectivity, and BYOD — easier to achieve. We can see the promise of browser-based connectivity in BlueJeans' introduction of the technology, where it already accounts for 25% of endpoints on calls using the service
  • SVC and multi-stream videoconferencing architecture lower the cost per port. Room-based videoconferencing vendors are under growing pressure to provide alternative deployment options to the expensive transcoding MCU. By supporting the SVC codec as well as interoperability with mainstream AVC, Polycom can offer the best of both worlds. Also, Polycom is using the same flavor of SVC as Microsoft in Lync 2013, maintaining the synergy of a Polycom + Microsoft strategy.
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Lessons From Hurricane Sandy

Andrew Bartels

Like many others in the New York region, I am writing this in a cold, mostly power-less house, without landline telephone or Internet connections. Thanks to the foresight and generosity of a neighbor with a generator, we have an extension cord that is powering the refrigerator and one light, plus charging of various iPhones, iPads, and PCs. With a gas range for cooking and intact house, we are basically engaged in high-class camping, with both the pleasures and discomforts that entails. 

Right now, my only electronic connection to the outside world is through my iPhone, which did provide email through the storm, though cell voice service went missing for 36 hours after Sandy hit. I am writing this on my laptop, which doesn’t have Internet access, because I refuse to write an article like this on the keypad of an iPhone. (Yes, I know, I should have bought the iPad with 3G, but do I really need to spend $600 just for that?) Once I get this written, I will head to the nearby Starbucks and use their Wi-Fi to post this blog. 

What this experience has reinforced for me are four lessons:

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Bringing The Public Back Into Public Safety Through Citizen Engagement

Jennifer Belissent, Ph.D.

For some reason public safety has been a hot topic for me of late. I recently presented at ZTE’s Public Safety Summit in Dubai, where there was an audience of public safety officials and telecommunications ministry representatives from the Middle East and Africa. One element of the presentation that sparked interest and audience questions was citizen engagement. 

We often think of public safety in terms of emergency services – police, fire, and ambulance; and, for many people, public safety first conjures up images of the police chasing bad guys – likely the effect of too many TV shows like Cops or Southland. But as I defined it in a previous blog, public safety covers a broad range of issues that touch a city’s inhabitants: crime prevention, traffic control, health services, public infrastructure management, and any of a list of emergency services including those for natural disasters such as earthquakes and flooding or incidents like urban wildlife sightings as well as fire or riots.

In order to better act as the eyes and ears of the city – particularly given the mandate of doing more with less – many public safety organizations are returning to a kind of community policing – through better engagement with citizens. This isn’t a new concept. 

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How Much Time Do You Spend On Business Innovation?

Chip Gliedman

That’s one of the questions we’re asking in our survey of business innovation practices, organizations, and technology use.

For the last few weeks, Forrester has been fielding a survey on innovation (as well as IT organization and IT governance). Do you want to find out how you stack up in areas such as:

- Innovation teams, processes, and funding models?

- Challenges to successful business innovation?

- Use of technology to support business innovation?

You can take this and the other surveys at: https://forrester.qualtrics.com/SE/?SID=SV_56Y0hU6NNIJKwfO (specify "Innovation" up front to go to that part of the survey).

Benchmark data from the survey will feed into our Sustained Business Innovation Playbook. We're aiming to publish the results in December or January. If you're not a client, enter your email at the end of the survey, and we'll share the results with you.

. . . and thanks in advance for sharing your experiences.

Chip Gliedman

The Road To Social Business Starts With A Burning Platform (Part I)

Ted Schadler

(@TJKeitt has also published this post.) My colleague TJ Keitt and I have completed a six-month investigation into social business and collaborative transformation. As the title of the report suggests ("The Road To Social Business Starts With A Burning Platform"), these complex workforce programs work when there is a compelling motivation to change among employees, business sponsors, and IT. All three groups must adapt on the fly as the initiative unfolds. A picture tells a thousand words here: Linear road maps fail; interactive, interconnected road maps driven by a burning platform succeed.

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Presenting Four Cases That Can Help You Transform Your Organization Into A Social And Collaborative Business

TJ Keitt

My colleague Ted Schadler and I recently completed a six month investigation into social business and collaborative transformation. As the title of the report -- The Road To Social Business Starts With A Burning Platform -- suggests, these complex workforce programs work when there is a compelling motivation to change behaviors among employees, business sponsors, andRead more

A Structural Tune-Up For An Applications Organization

Marc Cecere

I was talking with a client the other day about the reporting structure of her applications organization. The group had a single leader, but underneath, it was subdivided into groups that were a combination of technology (website, data analytics, intranet), business unit (four major ones), and IT processes (QA). The leader of this group knew that every organization is different based on the culture, size, maturity of managers and a dozen other factors. However, she was seeing a lot of friction between groups and wanted to know what structural changes other organizations had made and what the tradeoffs were.

We started by talking about the direction of the organization. In particular, she needed to determine if the business units were moving to greater integration of their data and processes or whether the business silos formed were just fine. Though most organizations are moving to greater integration, this is not an obvious answer, as some companies have run-off business areas that are in maintenance mode and may be kept separate. For this call, she asked that we assume the company needed greater integration. There were other drivers around growth and cost containment that we discussed as well.

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Huawei Reaches The Next Stepping Stone In Its European Market Activities

Dan Bieler

During Huawei’s 2012 EMEA Analyst Event in Amsterdam, Huawei emphasised once again its commitment to Europe and its dedication to innovation. With sales of $3.8bn, 7,300 staff, around 800 of which are in R&D, and 10 R&D centres in Europe, Huawei has positioned itself as a leading provider of network infrastructure in the region. The main themes that we picked up during the event are:

  • Its carrier activities are increasingly dominated by software. Huawei emphasises the role if IT and software as a core focus area of its carrier network infrastructure activities, which still account for 74% of sales, going forward. Softcom, Huawei’s strategy to drive software defined networking and to move towards a flatter network architecture, is central to this transformation. By 2017, Huawei aims to generate around 40% of its network infrastructure revenues from software-related activities. The central goal of Softcom is to decouple applications from hardware in the network infrastructure and to integrate multiple operating systems into one cloud-based operating system. To succeed, Huawei needs to attract top IT expertise. Its partnerships with leading universities and research organisations like Fraunhofer-Gesellschaft go some way.
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