Beware Of Mobile's Unintended Consequences (Part 1)

Ted Schadler

[This is the second in a series of posts on our report for Forrester clients, "Mobile Is The New Face Of Engagement."]

A successful smartphone app is great, right? Especially when it fronts a system of engagement that lets people click and serve themselves in their moment of need rather than waiting until they can fire up a computer and go online. Or (gasp), dial the phone and tie up some customer service rep's time in India or Africa or Fargo. The mobile engagement is 10 times more convenient than traditional Web and one tenth the cost of a call center contact. So what could possibly go wrong?

In short, just about everything that could go wrong does go wrong when consumer brands, retailers, and B2B companies open up their mobile engagement channel. In this first of several posts on mobile's unintended consequences, we'll describe the unbelievable success that mobile can bring. In future posts, we'll expose the sheer technological ugliness that lies behind those consequences and lay the groundwork for enterprise mobile engagement.

First, the unbelievable success that a mobile app can have (see the figure below):

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Employees Use Multiple Gadgets For Work — And Choose Much Of The Tech Themselves

Frank Gillett

Employees that use smart devices — PCs or mobile devices — for work have expanded their use of technology more than most people realize. How many devices do you think a typical information worker uses for work? If you only ask the IT staff, the answer will be that most use just a PC, some use a smartphone, and a few use a tablet. But our latest Forrsights workforce employee survey asked more than 9,900 information workers in 17 countries about all of the devices they use for work, including personal devices they use for work purposes. It turns out that they use an average of about 2.3 devices.

About 74% of the information workers in our survey used two or more devices for work — and 52% used three or more! This means that the typical information worker has to figure out how to manage their information from more than one device. So they’ll be increasingly interested in work systems and personal cloud services that enable easy multidevice access, such as Dropbox, Box, SugarSync, Google Docs/Apps, Windows Live, and Apple iCloud.

When you dig into the data, the mix of devices info workers use for work is different than what IT provides. About 25% are mobile devices, not PCs, and 33% use operating systems other than Microsoft.

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A Billion Smartphones Require New Systems Of Engagement

Ted Schadler

It's a technology big idea: that organizations can best serve their customers, partners, and employees with new "systems of engagement." (Thanks to Geoff Moore for permission to define and use his term.) Let us explain why.

First, the logistics. John McCarthy and I spent the last eight months sifting through the patterns that have emerged from firms that have harnessed mobile, social, big data, and cloud technology: 100 conversations; 61 interviews with experts; and Forrester surveys of 10,000 business and IT decision-makers, 10,000 global information workers, and 50,000 consumers. Out of that research we've just published a 28-page report for Forrester clients that we will deconstruct and re-assemble via blog posts over the next few months.

We began by looking for the unintended consequences of a successful mobile app, expecting to find some best practices in experience design, middleware APIs, server deployments, app development, and organizational alignment. We found those things and captured them in the report. But we also found something more important: a new  ability to empower customers, employees, and partners with context-rich apps and smart products to help them decide and act immediately in their moments of need.

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Oracle Throws In The Towel And Acquires A Cloud Talent Management Vendor

Claire Schooley

The rumor circulating for the past few weeks has now been confirmed: Oracle is buying Taleo, a global talent management vendor, for $1.9 billion. This is just another — albeit important — acquisition in the strategic talent management space. All companies must have core HR systems in place, but now it’s equally important to look at the strategic part of HR: the performance, succession, career development, and learning components as a layer resting on top of the core. Companies want to retain, develop, and reward their employees and need these applications in place for efficiency and effectiveness.

With this acquisition, Oracle gets a vendor with these talent management components in a pure SaaS deployment model, which provides ultimate flexibility. However, the offerings in the suite are not equally robust. Taleo is known for its recruiting app; to become a suite vendor, it added performance, which has gotten mixed reviews, and learning, which is not best in its class. Learn.com, the vendor Taleo acquired for learning, works OK for the midmarket, but its functionality does not hold up well for large global and enterprise customers.

Oracle can’t buck the SaaS tide any more. SaaS is the preferred deployment model for talent management, and the large ERP vendors like SAP (finalizing its acquisition of SuccessFactors) and Oracle are now joining the movement. Oracle offers Fusion, but a lot of work still needs to be done to develop this into a full SaaS talent suite. Once this deal closes, watch and see how Oracle positions the Taleo offerings with Fusion Talent Management.

What’s A Facebook “Like” Worth?

Nigel Fenwick

Facebook LikeIt seems everyone’s obsessed with Facebook’s IPO right now. And while CMOs are beginning to understand the possibilities of Facebook, and other social technologies, to connect and engage with customers, many CIOs remain unclear on the value of Facebook.

A question many business executives ask is this: “What’s the value of having someone like your page?”

On its own, maybe not much. But the true potential lies in the ability to collect insights about the people who like brands, products or services – be it your own or someone else’s.

For example, the chart below shows the percentage of consumers by age group who have “liked” Pepsi or Coca-Cola. These data suggest Coca-Cola is significantly more popular with 17-28 year olds than Pepsi, while Pepsi appears more popular with the 36-70 crowd. I pulled these data points directly from the Facebook likes of each of the brand pages using a free consumer tool from MicroStrategy called Wisdom. Using this tool I can even tell that Coca-Cola fans are likely to also enjoy the odd Oreo cookie and bag of Pringles.

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MacBook Air: The Ultra Ultrabook And Business Windows, Too

Ted Schadler

I've been testing the MacBook Air for five months now. I use it for work and for home. At work, I run our corporate image Windows XP with the attendant applications and security software in a Parallels virtual machine. At home, I run the Mac side. After a few hiccups with the security software going haywire in our corporate image (thanks to the Parallels support team and to our own IT client and network security team for help), it's been a great experience.

I don't need to wax poetic about just how good the MacBook Air itself is. Plenty of testers have already explained just what makes the MacBook Air the ultra ultabook. See Engadget, CNET, Fortune. (And of course ultrabooks were all the rage at CES this year, see HP's showcased by Serena in Gossip Girl and Dell's XPS 13.)

But I do need to describe my experience with this travel-friendly, totally modern, and practical combination of hardware and software. I'll then also point out some things that are still challenging in using the MacBook Air in a Windows-centric business world. First, the experience in four bullets:

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What, Exactly, Is A Strategy?

Tim Sheedy

 

I work with a lot of CIOs and heads of strategy in Australia and the Asia Pacific area – particularly concerning the development and updating of their IT strategies. As a part of our strategy document review service, I have seen plenty of approaches to IT strategies – from “on a single page” position statements through to hugely detailed documents that outline every project that will take place over the next 5-10 years.

While it can be argued that an IT strategy can’t really be strategic at all if it is just responding to business needs and requests (isn’t that just an IT plan?), the broader question of “what, exactly is a strategy?” is rarely touched upon.

I was fortunate to be invited to TCS’s recent Australian customer summit in Sydney. I was particularly attracted by the high caliber of the speakers and audience. One of the speakers whose presentation I found fascinating was Richard Rumelt, from UCLA Anderson – author of the book Good Strategy, Bad Strategy: The Difference and Why It Matters. His presentation focused on “what makes a good strategy, and how do you identify a bad one.” I really like his definition of what a strategy is:

A strategy is a coherent mix of policy and action designed to surmount a high-stakes challenge.

The basis of a good strategy is to diagnose the challenge, develop a guiding policy and create coherent policies and actions.

You know it’s a bad strategy when it:

-          Is all performance goals (i.e., we plan to increase our profit margin by 30% by 2015)

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How I Turned My iPad2 Into A MacBook … Well Almost!

Nigel Fenwick

As my regular readers know, I try to provide something thought-provoking for most of my blog posts. But every so often something comes along that makes me go “wow, I really need to share this.” This is one of those times.

Like many analysts here at Forrester, I have an iPad (my own, not the company’s) which I often use for work — especially when travelling (which we do a lot). And like many people, I’ve grown used to the tactile feel of a real keyboard — so every now and then I’d yearn for a real keyboard to use with my iPad.

Apple Wireless KeyboardBeing an Apple fan, I first bought the Apple Bluetooth keyboard. While this is a good keyboard, it has a couple of major flaws for my use. Firstly, it doesn’t actually hold the iPad, so you have to position your iPad somewhere you can see it while typing. For this reason you can’t easily use it anywhere there isn’t a good flat surface near you on which to stand your iPad. And secondly, it’s not very convenient to travel with as it’s so long — who wants to walk around with a sleek iPad and a huge keyboard? I needed something more compact.

Then while building my Amazon wish list for the holidays I came across a nifty little keyboard that seemed too good to be true. On Amazon it’s called an "Apple iPad 2 Aluminum Bluetooth Keyboard Case Cover Stand" supplied by MiniSuit. I couldn’t resist adding it to my wish list.

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Deutsche Telekom Demonstrates Willingness For Cultural Change As Part Of Innovation Drive

Dan Bieler

I attended Trend Forum 2012 last week in Bonn, effectively an analyst day where Deutsche Telekom presented its innovation strategy. There was no focus on overall group strategy. Still, innovation matters greatly as part of the repositioning efforts of telcos. As the role of telcos in the value chain is weakening, largely due to increasing competition by over-the-top providers (OTTPs), telcos need to differentiate themselves increasingly via service provision and their ability to innovate quickly and prolifically. Failure to do so will cement their status as transport utilities for OTTPs.

Deutsche Telekom’s Core Beliefs focus on: a) building its platform business by partnering with software firms; b) leveraging the cloud by providing high QoS and secure connectivity; and c) leverage differentiating terminals through device management and customer experience provision. These Core Beliefs form the basis for pursuing its focus growth segments in digital media distribution, cloud storage, cross-device digital advertising, classified marketplaces, and mobile payment in addition to the core telco business. These targets match up well against our evaluation of best cloud markets for telcos.

A defining characteristic of next-generation network (NGN) infrastructure and the move towards cloud-based business models is openness. As a consequence, OTTPs increasingly deal directly with end customers across the network. Relationships between telcos and other members of value chain become more complex. Emerging cloud services by telcos need to become network agnostic to deliver cross-network solutions and ensure cloud interoperability. Deutsche Telekom has made significant progress in the recent past to adapt its strategy to these new telco realities.

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Mobile Governance Initiative In India: A Step In The Right Direction, But With Caveats

Manish Bahl

The Department of Information Technology (DIT) of India recently launched a paper on “Framework for Mobile Governance” that aims at providing fast and easy access of public services to citizens through mobile devices. In view of the limited success of the e-governance initiative in India (low Internet and PC penetration coupled with implementation-related issues), the shift in the government’s approach to using mobile as an alternative delivery medium for public services is a step in the right direction. According to the Telecom Regulatory Authority of India (TRAI), there were roughly 894 million wireless subscribers in India as of December 31, 2011, and it is encouraging to see that the government is finally realizing the importance of mobile in achieving its e-governance initiative. I have taken key highlights from the mobile framework published by DIT:

  • Creation of a cloud-based Mobile Services Delivery Gateway (MSDG) based on open standards, which will be shared with all central and state government departments and agencies at nominal cost to facilitate e-governance services delivery on mobile devices.
  • Incorporation of various channels such as voice, text (email and SMS), GPRS, USSD, SIM Toolkit (STK), cell broadcast (CBC), and multimedia (MMS) for mobile-based services.
  • Development of mobile-complaint sites for all government departments and agencies based on open standards.
  • Creation of a government mobile app store which will be integrated with MSDG.
  • Development of an integrated payment gateway for citizens to pay taxes and bills for other public services through mobile.
  • Integration of mobile infrastructure with the Unique Identification Authority of India (UIDAI) platform.
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