eGovernment Transforms From Electronic To Engaged

Jennifer Belissent, Ph.D.

Engaging citizens in government isn’t a new concept. Referenda, ballot initiatives, and recall of elected leaders are common in the US and other democracies. Even the EU has recently sought to involve citizens through its European Citizens’ Initiative. This new program, however, has started in an era where new modes of constituent engagement are easier and cheaper. Obtaining the signatures required to place an initiative on a ballot or bring an issue to government leaders’ attention no longer requires endless hours in front of a shopping mall. New social media tools like Facebook, Twitter, or even more local sites like Everyblock in the US or Iniative.eu in Europe make it easier to reach out to citizens and for citizens to reach out to their governments.

And, the pattern extends across types of government and geographies. Political activists in Nigeria are using social media to drive election reforms. Political unrest and even revolution throughout the Middle East garner support via social media sites. Recently, citizens in China used social media to block destruction of trees in Nanjing.   

New tools specifically tailored to citizen engagement — such as citizen reporting platforms, open data infrastructure, and competition platforms — even further transform governance. These tools provide citizens with not only a voice but also a role in the governance process.

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US Tech Market Outlook Improves For 2012 And 2013

Andrew Bartels

The US economy continues to show improvement – for example, today’s news that new jobless claims were near a four-year low. As the economy outlook has improved, so, too, have prospects for the US tech market. In our updated Forrester forecast for US tech purchases, "US Tech Market Outlook For 2012 To 2013: Improving Economic Prospects Create Upside Potential," we now project growth of 7.5% in 2012 and 8.3% in 2013 for business and government purchases of information technology goods and services (without telecom services). Including telecom services, business and government spending on information and communications technology (ICT) will increase by 7.1% in 2012 and 7.4% in 2013. 

The lead tech growth category will shift from computer equipment in 2011 to software in 2012 and 2013, with and IT consulting and systems integration services playing a strong supporting role. Following strong growth of 9.6% in 2011, computer equipment purchases will slow to 4.5% in 2012, as the lingering effects of Thailand's 2011 floods hurt parts supply in the first half and the prospect of Windows 8 dampens Wintel PC sales until the fall. Apple Macs and iPad tablets will post strong growth in the corporate market, though, and server and storage should grow in the mid-single digits. 

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How Many iPhones Does It Take To Circle The Earth?

Ted Schadler

So asked my 11-year-old daughter this morning. You may remember Sophie. She’s the one whose 3rd-grade teacher took her to the Apple store in Burlington, MA, for a field trip. They actually learned how to make movies and stuff, so I guess it wasn’t all for fun.

To answer the question in the title, iPhones are 4 1/2 inches long and the equator is 24,901.5 miles long. So that means it will take 350,613,120 iPhones laid end to end to circle the earth. Apple’s sold 183 million iPhones so far, so they have a ways to go. Can they get there? Read on.

Sophie’s world view is surrounded by, informed by, inundated by Apple’s presence. So she thinks about crazy stuff like iPhones lined up around the world. It was a funny image – iPhones marching down Route 2 to Boston Harbor and out across the Atlantic. Funny, but poignant, too. Poignant because Sophie’s digital world is so dramatically different from my own. [Stay with me. This is going somewhere. I promise.]

I remember buying my first PC – an IBM PC XT with a 5 megabyte hard drive – to manage my band’s mailing list. It cost $4,800 -- more than my car. I wrote the contact management and label printer software myself. Bart the drummer called me geek. But he liked it well enough when we no longer had to use a typewriter and White-Out to manage thousands of mailing labels.

So I remember a world without computers. But Sophie doesn't. Her world began with a computer in her pocket that she can use for just about everything in her 11-year-old life. (Or will do when she finally gets one.) And her expectations are miles higher than mine. She expects an amazing experience. She expects to be served on a whim, wherever she is.

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Delivering The Social Business Imperative

Rob Koplowitz

Forrester fields hundreds of client inquiries each year on the topic of social business and collaboration. And the trend doesn't appear to be slowing. Often the first question is, "How far behind are we?" Well here's the data. You judge for yourself. According to Forrester survey data from 1,332 executives and IT decision-makers:

  • 49% will have investments in social networking solutions in 2012.
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Telefonica Leadership Conference: Effective Repositioning

Dan Bieler

Last week I attended Telefónica’s leadership event, which is held annually in Miami, reflecting its very strong basis in the Americas. This year’s event attracted around 700 visitors from 130 countries, comprising Telefónica’s customers, vendor partners, and analysts. There were several external keynote speakers, like the CIO of the US government, futurologist Michio Kaku, and the chief economist of the Economist Intelligence Unit, that outlined the macro context for society and the economy over the coming 10 to 20 years. Presentations by partners like Huawei, Microsoft, Nokia, amdocs, and Samsung highlighted visions of the future from a vendor angle. Telefónica itself used the opportunity to present its own vision of how technological progress will affect society and business — and how it intends to address the opportunities and challenges ahead.

Telefónica stands out from its peer group of incumbent telcos by having revamped its overall organizational structure. The firm had already announced this new structure last fall; it effectively sets up one division that focuses on global internal administration and procurement (Global Resources), one division that focuses on emerging Internet-based solutions (Digital), and two geographically focused go-to-market-facing business lines (Americas and Europe). Telefónica Multinational Solutions is part of Global Resources and is the division dedicated to delivering services to the MNC segment.

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A View Of VERGE From An IT Expert's Perspective

Chris Mines

Part of my role managing the Business Technology Futures team at Forrester is to keep an eye on "what's next" for CIOs and their business partners.

My team is chartered to create an early-warning radar screen of new technologies, new business models and new demands from customers that will change technology's role and impact on business.

That's where the VERGE conference comes in. I spent two very engaging days at this GreenBiz event earlier in March, soaking in the conVERGEnce of energy, transport, buildings and information.

And what a great event! I am an experienced consumer of industry conferences and this was one of the best I've attended. The mix of topics, speakers, and formats really clicked for me, because the event featured:
 

  • Multidisciplinary thinking. Not just across the four big domains, but across three dimensions of convergence taking place within them: technology (analytics meets network meets social), organizational (HR meets marketing meets facilities) and ecosystem (suppliers meet distributors meet customers). Holding this 4 X 3 Rubik's cube in one's head is daunting but also mind-expanding.
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The Consumerization Conundrum: Why Virtual Machines Won't Work On Mobile Devices

Frank Gillett

In Forrester’s Forrsights Workforce Employee Survey, Q4 2011, we learned that 60% of information workers use their devices for work and personal tasks. This dual use of PCs, smartphones, and tablets is a growing concern. One common idea is to create a virtual machine on mobile devices, in the same way that Citrix, Microsoft, and VMware products enable hosted virtual desktops on PCs. But this idea of having a “virtual smartphone for work” within your personal smartphone simply won’t work; it’s just as bad and impractical an idea as having two separate physical smartphones! Both approaches create separate spheres of work and personal that simply don’t reflect the seamless way that many people have to switch back and forth between work and personal tasks (excluding top-secret government work, of course).

I heard about a better idea this week. What if mobile device OSes enabled separate containers or sandboxes, under the covers, for enterprise applications and their data?

The idea is to have low-level separation in the OS architecture, supported and controlled by enteprise policy and certificates, that is transparent to the user. So the screen full of icons would allow us to mix work and personal icons any way we please, but they’d be separate under the covers. So the experience would be like that of looking at the overall address book on your smartphone, which on iOS, Android, and Windows Phone all integrate your contacts from different sources into one seamless list — even though they are separate on the back end.

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Managing A Portfolio Of Innovations

Chip Gliedman

CIOs consistently tell us that they want to exploit new technologies to drive innovation in the business. While many CIOs have groups chartered with R&D or new technology research, and most organizations have defined processes to “commercialize” those technology innovations that appear promising in their pilots, the middle period – between ideation and commercialization – is one with fewer management models and methods. During this time, there may be good ideas funded for prototyping, a number of projects funded for further study, and a number of prototypes waiting for the time to be ripe for commercialization.

So, how do we manage these mid-stage ideas and prototypes? Here are some ideas we’ve seen work that you might be able to use in your organization:

  • Track the prototypes. Just because an innovation process may be outside of the standard governance and management structure, it doesn’t mean we can’t share the same tools. Register your “innovation” projects in the same database as other projects. Link them all to a single “innovation” program to keep it easy to manage this group as a whole – and segregate them from your ongoing application or improvement initiatives and new project implementations.
  • Give someone overall responsibility for the innovation portfolio. If dispersed, initiatives can be “lost.” Centralized oversight of the portfolio will give it visibility.
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Oracle And Accenture Earnings Reports Point To Good Start To Tech Market Sales In 2012

Andrew Bartels

On March 20, 2012, Oracle released its financial results for the quarter ending February 28, 2012, and Accenture did the same on March 22, 2012. Both had generally positive results, but with different implications for the software, hardware, and services markets of which they are a part. In short, we think the software and computer equipment market will do better in Q1 2012 than Oracle’s results suggest, while the IT services market will not do as well as Accenture did.

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Indian CIOs Are At The Crossroads Of Their Future Role; Change Or Fall By The Wayside

Manish Bahl

I presented the keynote at the Biztech2 event in Mumbai last week. It was a big evening, as almost all key Indian CIOs were present at the event. The theme of my keynote was “The Empowered BT CIO,” which triggered some interesting thoughts, as all of the discussions that I had after the presentation were mainly around “business” with hardly any mention of “technology.” Below are the key points mentioned by CIOs in my discussions with them:

  • “We do all the work and business leaders take all the credit. But if something goes wrong, we are the ones who get the blame.”
  • “The money is with the finance and marketing departments, and we have to depend on them for our budget. My CEO should change this structure.”
  • “I don’t have followers in my organization.”
  • “My organization doesn’t give me the same importance as it gives the CFO or CMO.”
  • “Through technology innovation, I helped the company reduce IT spending and save money.”

All of these points have one thing in common: “my present role and issues that I face today.” But no one talked about their future role! My response to them was consistent, as I categorically highlighted that CIOs have two options:

  • Continue with your current approach — but then the future role of the CIO will be dismal.
  • Step up and take the challenge to shape the business. Take it as an opportunity to transform your role in the empowered world.
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