Forrester Wave For Master Data Management — Enterprise, Big Data, Data Governance

Michele Goetz

As the new analyst on the block at Forrester, the first question everyone is asking is, “What research do you have planned?” Just to show that I’m up for the task, rather than keeping it simple with a thoughtful report on data quality best practices or a maturity assessment on data management, I thought I’d go for broke and dive into the master data management (MDM) landscape. Some might call me crazy, but this is more than just the adrenaline rush that comes from doing such a project. In over 20 inquiries with clients in the past month, questions show increased sophistication in how managing master data can strategically contribute to the business.

What do I mean by this?

Number 1: Clients want to know how to bring together transitional data (structured) and content (semi-structured and unstructured) to understand the customer experience, improve customer engagement, and maximize the value of the customer. Understanding customer touch points across social media, e-commerce, customer service, and content consumption provides a single customer view that lets you customize your interactions and be highly relevant to your customer. MDM is at the heart of bringing this view together.

Number 2: Clients have begun to analyze big data within side projects as a way to identify opportunities for the business. This intelligence has reached the point that clients are now exploring how to distribute and operationalize these insights throughout the organization. MDM is the point that will align discoveries within the governance of master data for context and use.

Read more

From Our EA Community — Boiling Down Your BT Strategy To A Single Page

Brian  Hopkins

Last fall, a member of our enterprise architecture community asked a simple question — how do you represent IT strategy on a single page? What resulted was the most read and commented discussion to date. That got our attention! But what really piqued our interest was when another community participant challenged us to go beyond our usual publishing process to co-create a report with the community.

For those who have been following the discussion, it has been slow going, but I'm glad to say that we are done! What's more, we have decided to make this report available to everyone since much of the content came directly from the community. Please follow this link (www.forrester.com/btstrategyonapage) to request your copy if you are not a client (free site registration is required). Clients should go to our normal site to download the report.

In the research, we took the community contributions and created a toolkit in PowerPoint form containing seven examples of business technology (BT) strategy representation on a single "page." The lesson we learned is that there is no one right way to do it and you will probably need several one-pagers for different audiences.

Why title it BT and not IT? We started out with the notion of pure IT strategy, but quickly realized that the best one-pagers married business strategy with technology strategy. Ideally, these two should be co-created by business and technology leaders. Why? Because "aligned IT" can no longer keep up with the blinding pace of business change; it takes a business technology approach. Consider:

Read more

Build A High-Performance EA Practice

Gene Leganza

As the pace of change continues to accelerate in an increasingly complex business environment, organizations need to thoroughly understand how their business operates and plan the technology-fueled business transformation they'll need in the future. Establishing this understanding and enabling the transition to the future state have always been the concerns of enterprise architecture programs, and EA has emerged as a critical practice for managing an enterprise's evolution.

But EA programs have existed for more than a decade, and most of them have fallen short of these lofty goals. Why? Old-school EA has been too tactical, too technology-centric, or too disengaged from business priorities to have significant impact. Enterprises need a high-performance approach to EA that is laser-focused on driving business outcomes. To plan their future, organizations have the following alternatives:

  • Try to get there without a formal EA program.Enterprises that have yet to initiate an EA program — or have abandoned their effort — are operating without a coherent plan to evolve toward a clearly articulated future state. The lack of an EA program may not derail business as usual, but business change is likely to occur in a siloed, uncoordinated fashion.
  • Stick with the status quo EA program.Highly skilled and knowledgeable architects typically staff EA programs. But resources are typically focused on project-level activities. Strategy work is likely to be about technology road maps — not business capabilities. Isolating technology planning from business planning maintains the old-school, arms-length relationship between IT and the business.
Read more

E-Signature Market Continues To Gain Business And Investor Attention

Craig Le Clair

DocuSign, the best-known software-as-a-service (SaaS) brand for electronic signature, just received 47.5M in additional investor funding. According to execs, this will help accelerate growth internationally and include a UK-based data center as well as further internationalization on the signing capability. When signing documents in China, it is more than just a nice feature to have native signing and sending instructions.

The injection will also help build out more industry solutions and take on more of the complete transaction — something that will be required for long-term success for the e-signature market. As part of the investment, Kleiner Perkins' Mary Meeker will join the DocuSign board. Formerly of Morgan Stanley, Mary is well versed in mobile, Internet, and cloud-based markets, and may help cultivate partnerships with emerging lighter file-sharing and cloud-based content solutions — a natural trajectory for e-signature platforms to jump on their steep adoption curves. On the heels of Adobe's acquisition of EchoSign, this shows acceleration of the e-signature market and is consistent with adoption Forrester is seeing driven by mobile and customer engagement trends.

KANA To Acquire Sword — Gets Serious About Dynamic Case Management Market

Craig Le Clair

KANA Software is acquiring Sword Ciboodle — a Scottish case management and BPM company and a strong performer in Forrester's 2011 Wave™ on dynamic case management. The Ciboodle platform has a strong presence in the service request area of case management and scored particularly well in the application development, automation, and event management criteria. It also proved you can build best-in-class software while headquartered in a Scottish castle.

The acquisition makes a lot of sense. Both companies circle around the customer service area — with KANA focusing on the self-service channel with advanced email and knowledge strategies that leverage the social channel, and Voice of the Customer text analytics. All with the goal to reduce service costs by having customers help themselves — without going crazy in the process. But KANA had very little in contact centers themselves. Sword plugs this gap with over 50 customers in contact centers that use BPM and case management to provide a process layer on top of systems — where green screens are not uncommon. But Sword had virtually nothing for the email and self-service channels.

Together the acquisition will free up KANA's R&D. Instead of beefing up core BPM and case engines, and internal enterprise social capabilities, it can now focus on mobile apps and enhancing overall outside in "listening" capabilities. Geographically the acquisition helps as well. KANA was 70 percent North American, but with the addition of Euro-centric Sword is now closer to a 50/50 split between North America and Europe, the Middle East, and Africa (EMEA).

Read more

How To Keep Up With Reality In IT Planning

Alex Cullen

Uli Kalex from Alfabet, whom many of you know, has provided us with a guest post addressing one key fallacy which underlies much of IT’s work with their business. I hope you enjoy it and feel free to comment.

-----------------------------------------------------------------------------------------

As a mathematician and product manager, I strongly prefer the reliability of analysis over the uncertainty of gambling. That is why I like to go to Las Vegas . . . at least for the annual Forrester CIO and EA Forums. Thought and industry leaders from around the world get together and discuss the driving forces and challenges in IT management. As such, I experienced this year’s event as a real catalyst for discussions around the increased requirements and frustrations in IT planning — and a call to arms for IT leaders everywhere.

Dwight D. Eisenhower once famously said: “Plans are worthless, but planning is everything.” He was talking about armed conflicts, but the statement holds a lot of truth for today’s businesses as well. In the business world, an unforeseen change can make even the most sophisticated plan obsolete overnight — be it a change in regulation, a budget cut, or a company acquisition. To survive and thrive in this increasingly complex and dynamic environment, businesses need an IT organization that shows a path to meet business objectives while being flexible and responsive enough to adapt as needed. Ultimately, the best route is always changing.

Read more

Groupthink And The Problems Of Silos

Derek Miers

I think we would all agree that BPM and business architecture set out to overcome the issues associated with silos. And I think we would also agree that the problems associated with silos derive from functional decomposition.

While strategy development usually takes a broad, organizationwide view, so many change programs still cater to the suboptimization perspectives of individual silos. Usually, these individual change programs consist of projects that deal with the latest problem to rise to the top of the political agenda — effectively applying a band-aid to fix a broken customer-facing process or put out a fire associated with some burning platform.

Silo-based thinking is endemic to Western culture — it’s everywhere. This approach to management is very much a command-and-control mentality injected into our culture by folks like Smith, Taylor, Newton, and Descartes. Let’s face it: The world has moved on, and the network is now far more important than the hierarchy.

But guess what technique about 99.9% of us use to fix the problems associated with functional decomposition? You guessed it:  yet more functional decomposition . I think Einstein had something to say about using the same techniques and expecting different results. This is a serious groupthink problem!

Read more

Enterprise Social, Meet Dynamic Case Management

Craig Le Clair

I must be direct. I never got the hype about social business process management (BPM). Sure, it's great to collaborate better when creating process models. No group could use more help communicating then the process geeks that do this work. And I used to be one. And leveraging social data — voice of the customer — as input into transforming processes. Well, isn't this the whole point of "outside-in" process transformation? So who can argue with that. But here is my twist on this which I am researching now —which means I really don't know anything yet. I think the killer combination is enterprise social platforms and dynamic case management. The former is a much discussed area today, and why not? (Our guy Rob Koplowitz BTW has written some geat stuff in this area.) Enterprise social serves goals like innovation, collaboration, and workforce productivity that few can argue with. Yet real productivity has to connect to core business processes and enterprise social has yet to do that. At the same time, growing interest in dynamic case management, to reform and transform processes, continues, with a growing interest in providing stronger human connection at scale — and this is where the two can help each other. We are seeing a pendulum shift toward people needing a more "localized" and human experience to increase overall happiness (one happiness index for US residents peaked in 1956). Bottom line: we believe companies will be evaluated — brand-wise — on a fourth dimension — a human and "feel-good" dimension — not just on price, intimacy, and service. I want to examine the link between these two growing areas and take a deep look at the trajectory of these emerging areas and review the enterprise social plans of primary case management providers, but more importantly find some companies actually exploiting both.

Are You An Enterprise Architecture Success Story?

Alex Cullen

Some enterprise architecture programs become a key capability for the success of their business: ensuring aligned plans, shaping business transformations, or boosting the business value of IT. But other EA programs struggle, with nebulous missions, immature practices, and limited impact.

If the first statement describes your EA program, I’d like to invite you to submit your story for the InfoWorld/Forrester Enterprise Architecture Award.InfoWorld/Forrester Enterprise Architecture Award image

This will be the third year of the awards program. Past winners have ranged from global banks to government ministries, from American Express to USAA, and from Singapore to Switzerland. These organizations have become a rich source of best practices and a demonstration of what a high-performance EA program is capable of.

We have a theme for the 2012 awards: EA programs that are business-focused, strategic, and pragmatic — and demonstrate this through their practices and the value they deliver. There are many ways in which EA can show this: partnering with business transformation efforts, developing business-relevant road maps, orchestrating their business’s information assets, increasing business agility — the list is long. As with past years, submissions will be judged by your peers — heads of successful EA programs, including previous winners.

Read more

Starving People Will Find Food

Brian  Hopkins

In our Forrsights Business Decision-Makers Survey, Q4 2011, 79% of business executive respondents said that technology will be a key source of innovation for their company, while 71% said that it will be a competitive differentiator. So how well positioned is IT to help firms meet these expectations? Forty-six percent thought that their current IT organization was not well positioned to meet these needs, and 41% thought IT was overly bureaucratic.

I could go on with more data, but the message is clear — business is starving for technology to help it be more innovative, create market differentiation, and lower costs. In the midst of this, IT is mired in a technology mess created by years of underinvestment and business growth by acquisition. What’s going to happen?

The thing I want you to remember is something a client said to me not too long ago that stuck with me, “Starving people will find food.” So the question is: do we feed our starving business or tell them to stay on a diet? And if the latter, what will be the impact if they go scavenging the countryside? We think the answer involves flexibly and rapidly introducing new technology to take advantage of strategic opportunities, while still protecting data, mission-critical applications, and our most precious TCO reduction goals.

Read more