Google Becomes More “Tangible” By Building Its Own High-Broadband Network Into The Home

Dan Bieler

The other day I had an interesting discussion with Google about their Fiber-to-the home (FTTH) infrastructure. Google’s reasoning behind the move into the network infrastructure space stems from the belief that online growth and technology innovation are driven by three main factors:

  • The cost of storage, which has fallen considerably in previous years.
  • Computing power, which has increased in previous years.
  • The price and speed of Internet access, which has been stagnant for a decade. Today, the average Internet user in the US receives 5 Mbit/s download and 1 Mbit/s upload speed.
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Oracle Continues to Make Cloud Progress

James Staten

Well if you're going to make a dramatic about face from total dismissal of cloud computing, this is a relatively credible way to do it. Following up on its announcement of a serious cloud future at Oracle Open World 2011, the company delivered new cloud services with some credibility at this last week's show. It's a strategy with laser focus on selling to Oracle's own installed base and all guns aimed at Salesforce.com. While the promise from last year was a homegrown cloud strategy, most of this year's execution has been bought. The strategy is essentially to deliver enterprise-class applications and middleware any way you want it - on-premise, hosted and managed or true cloud. A quick look at where they are and how they got here:

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Seeking The Elusive Zone Of Disruption

Nigel Fenwick

As I analyzed examples of digital disruption I’ll be highlighting at the upcoming CIO Forum — “Leading Digital Disruption” — I was struck by the way in which every example could be tied to a shift in customer experience along two dimensions: pleasure and time.

Along the pleasure dimension, disruptive technologies significantly increase the pleasure (or reduce the frustration) derived from the customer experience. For example the iPad significantly increased my pleasure in browsing the web and engaging with brands I like through tailored apps.

And on the time dimension, disruptive technologies save customers significant amounts of time; time being the most precious commodity in the world. My iPad allows me to do many things much faster than I could before because it is easy-to-use and contains many apps which connect my lifestyle together.

So I began to explore how CIOs might use this understanding to help shape the analysis of prospective disruptive strategies. What I came up with is the customer experience zone of disruption (or CxZOD for short — see illustration).

In the zone of disruption, the impact on pleasure and/or time is so great as to cause a disruptive force in the marketplace. When coupled with an assessment of potential market impact, this becomes an easy-to-understand visual model for comparing potential disruptive initiatives.

In my session at the forum, I’ll be exploring this model and showing how to use it to better understand existing technologies, such as mobile apps, and their potential to become disruptive.

What disruptive digital technologies would you place in the CxZOD? Post your comments below or Tweet #CXZOD

"Xerox this" Takes On A New Meaning: Business Transformation

Jennifer Belissent, Ph.D.

I attended a Xerox analyst event last week in Grenoble, France, and was very impressed with both the setting and what I heard. Xerox is much more than the verb it was once associated with, and office workers no longer set off to get something “xeroxed.” As the CEO said in a recent interview, the younger generation doesn’t know Xerox as a verb. I mentioned having read this to a fellow analyst at lunch the first day of the event, and she looked at me quizzically. She didn’t know what it meant to “xerox” something. Indeed, there is hope for Xerox to recast itself as much more than a copier. However, there remains work to be done. 

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Deutsche Telekom in arranged marriage for T-Mobile USA through reverse acquisition by MetroPCS

Dan Bieler

 

Deutsche Telekom is leading its daughter T-Mobile USA down the aisle for a second time in less than two years after the previous marriage attempt with AT&T collapsed in light of regulatory objections (see http://goo.gl/hgCrm). But T-Mobile USA will not leave the house altogether. Should the deal go through, Deutsche Telekom will own 74% in the NewCo. The NewCo will operate as one company with two brands, similar to how Everything Everywhere was run. MetroPCS Shareholders will own the remaining 26%.

The financial plan is that scale effects will translate into $6-7 billion of cost synergies from enhanced scale and scope. Deutsche Telekom pitches the deal as creating a wireless value leader in the non-contract (pre-paid) segment, with the goal of targeting a growing market segment. The ambition for the NewCo is to generate compound annual growth rates of 3-5% for revenues, 7-10% for EBITDA and 15-20% for free cash flow over the next five years.

The deal raises several issues for me:

  • Targeting a market opportunity requires ongoing investments. In my view, the goal for growth looks ambitious based on the proposed value proposition. Whilst I do see a market opportunity for unlimited data plans (i.e. NewCo’s value proposition), I believe that ongoing investments beyond the existing ones are required to ensure QoS and customer experience. The completed network modernization to the tune of US$4 billion LTE investment including site upgrades and spectrum re-farming provides a good starting point. But more capex is required in the years ahead as data traffic continues to explode. In turn, this could undermine free cash flow growth ambitions.
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Five Lessons From Dreamforce 2012

Nigel Fenwick

DreamforceIt’s been a couple of weeks since Dreamforce ended, and in between client engagements and research I’ve had some time to digest the event — so I’d like to share some lessons from Dreamforce 2012:

1. If you build it they will come (no, really)

Setting a record for attendance at a vendor-led technology conference, Dreamforce 2012 was BIG. With over 90,000 attendees, it was hard not to be impressed by the logistical efforts taking place behind the scenes. Think of it ... How do you feed 90,000 people in a couple of hours? Not to mention the enormous bandwidth issues for Wi-Fi and even 4G providers when you put this many social people together. Back when I was running marketing at a tech vendor, I was planning events based on how many square feet of conference space we would we need ... the Salesforce team plans on a scale of how many conference centers will they need. This was an amazingly large event with very few crowd control issues. And the mobile app for the conference made everything much easier, despite occasional Wi-Fi outages. My hat's off to the conference team at Salesforce for pulling this off.

2. Salesforce.com has adopted a business strategy which embraces social business

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Is Microsoft Rising To The Challenge(s)? — Notes From The Asia Pacific Analyst Summit

Dane Anderson

Forrester attended Microsoft’s Asia Pacific Analyst Summit in Singapore last week for a comprehensive and very timely strategy update with less than a month to go before the launch of Windows 8. Organized under a general theme of Microsoft’s New Era, the update highlighted Microsoft’s strategy for remaining dominant in the post-PC era, where mobility, consumerization, social, and cloud have driven massive IT industry innovation and disruption. Three key observations from our analysts in attendance:

  • Azure is emerging as a key strength as organizations increasingly leverage hybrid cloud approaches. As both a leading provider of public and private cloud services (directly and via hosting partners) and a strategic platform provider within enterprise data centers, Microsoft is very well positioned to embed hybrid cloud capabilities within its platform. This will benefit organizations of all sizes seeking to lower the cost of computing and increase business agility. While we were encouraged by how software license-agnostic Azure’s business leaders appear to be, we believe Microsoft can do a better job of leading with Azure in the enterprise market instead of leading so consistently with its traditional licensed software products.
  • Windows 8 devices will help boost Microsoft’s standing in the mobility market. Microsoft showcased a number of prelaunch Windows 8 devices from its OEM partners, and it’s clear that consumers will have a much better lineup of mobile devices to choose from in the future. Microsoft also presented several Windows Phone 8 smartphones from Nokia and Samsung and has wisely implemented a strategy to identify the top mobile apps in each Asia Pacific country and support app developers in creating versions for the Microsoft platform.
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Is the US Bureau of Economic Analysis Undermeasuring the Tech Economy?

Andrew Bartels

 

When I do my US tech market sizing and forecasting, I start with the data on business investment in computer equipment, communications equipment, and software in the quarterly National Accounts of the US Bureau of Economic Analysis (BEA).  As Forrester’s recently published report on the US tech market noted (see September 28, 2012, "US Tech Market Outlook Dims For 2012 To 2013 -- US Tech Market Spending Will Maintain A Mediocre 4% to 5% Pace"), the BEA in July revised the historic data on these categories of business investment going back to 2009, significantly reducing the size of tech investment in this period and lowering the growth rate of business tech investment to a pace not appreciably faster than the growth rate in the US economy.

While I adjusted my tech market sizings and forecasts to these lower numbers from the BEA, I have been wondering whether the BEA in their data collection is missing key segments of new technology, and thus understating the level of tech buying that is actually going on.  We have no good way of answering this question since the BEA has not publicly indicated that there have been any changes in data sources and aggregation methods that would signs of undermeasurement.  Still, here are the questions I would ask BEA if I had the chance.

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US Tech Market Growth Slows As Election And Political Uncertainties Dampen Economic Growth And Tech Buying

Andrew Bartels

Earlier in 2012, I was fairly bullish about the US tech market, expecting growth of 7% to 7.5% for the near depending on whether or not telecommunications services was included (see April 24, 2012, "US Tech Market Outlook For 2012 And 2013 -- Improving Economic Prospects Create Upside Potential") .  But economic growth has been weaker than I assumed, coming in at 1.3% in Q2 2012 compared to my expectation that real GDP would grow by around 2-1/2%. In addition, the US Bureau of Economic Analysis revised downward its estimates for growth in business investment in computer equipment, communications equipment, and software.  These revisions eliminated the evidence for my thesis that the US was in a new cycle of tech innovation and investment that was causing tech investment to grow twice as fast as the economy.  Instead, the revised data showed that tech investment was growing at about the same rate as the US economy in 2010 and 2011, not faster as earlier data had shown.  Tech innovation is clearly going on, but at least in the official data tech investment has not responded in kind.  So, with nominal GDP growth for 2012 shaping up to be about 4%, our tech market growth outlook for 2012 in our latest US tech market forecast report (see September 28, 2012, "US Tech Market Outlook Dims For 2012 And 2013") is about the same, that is to say, in the 4.5% to 5% range.  

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What Keeps CIOs Up At Night?

Marc Cecere

We’d like to know what job responsibilities give CIOs insomnia, either by responding to this blog or by contacting us directly to be interviewed. The interviews will take less than an hour and go over this question as well as others including:

  1. What decisions do you regularly make?
  2. What sources of information do you use?
  3. What IT decisions are made by IT versus the business?

We are in the early stages of interviews, but the initial responses to the question of what keeps CIOs up at night were very interesting. Some, as expected, focused on tactical and immediate problems. They included:

  • Security: “I don’t ever want to see [my company’s] name in the paper for a security problem.”
  • Small mistakes: “A tiny piece of code could have brought the organization to its knees.”
  • Turnover: “We have two people maintaining one of our ancient core systems, and both could retire soon.”

But there were unexpected responses in that they focused on the long term. Some of these long-term insomnia inducers were:

  • Investments: “Does the money I’m putting in now make sense for the future?”
  • Staff leadership: “Do I have the right mix of outsourced and internal staff?”
  • Reality: “I’m struggling matching reality with where we’re heading.” 
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