In our recently completed Q3 2013 Global State Of Enterprise Architecture Online Survey, big data for real-time analytics moved from the No. 3 most revolutionary technology to the No. 2 position, according to the 116 enterprise architects who participated. This reflects the importance firms now place on turning vast amounts of data into immediate insight. And this trend is extremely important to telecommunication industry communication service providers (CSPs), who are sitting on a gold mine of data about what subscribers are doing on their mobile devices.
Let’s break this down a bit more -- according to the United Nations, there are about 2 billion mobile broadband subscriptions globally (that’s about 28% of the world’s 7.1 billion people). That’s a huge number of perpetually connected people, using bunches of apps for both work and personal. This is part of what we call the mobile mind shift, and it’s not about smartphones and tablets; rather, it’s about the changing expectations that pervasive mobile computing and broadband wireless have. According to a recent report, "The Mobile Mind Shift Index," we estimate 21% of the adult online US population now expects that any information is available on any appropriate device, in context, at their moment of need (see Josh Bernoff’s May 2013 blog Introducing The Mobile Mindshift Index). And this number is going to grow significantly over the next few years.
On September 10, the US National Archives and Records Administration (NARA) hosted an interactive panel discussion to educate solution providers, vendors, and the broader records management community on an opportunity to help shape the future of records management (RM) inside government. A follow-up activity to the August 2012 Presidential Directive on RM, this panel is a call to action to software vendors, consultants, and subject matter experts who care about moving the records profession in public sector out of the “mental model” of paper.
Important links include: the agenda (PDF) and the two-part event recording, hosted on the NARA UStream External Engagement channel, and the RFI (closes October 4, 2013).
My take? If you are a software vendor, consultant, records management practitioner, or a software developer looking for inspiration, listen to the videos. There is some important stuff there, with the US federal government demonstrating some true leadership in rethinking the oft-maligned records management software system. What does NARA want? Fresh systems, more automation, and a readiness to divorce from the construct of paper that has limited our progress in tackling e-records.
The discussion and sense of urgency here supports the trends and we’re seeing here at Forrester in this area. (See recommended reports and blog links at the bottom of this post.) Our research shows that RM programs today struggle to get consistent user adoption, align related initiatives (like RM, archiving, and eDiscovery), capture new content sources like social and mobile, and get over fear of the cloud.
Many CIOs, technical architects as infrastructure and operations (I&O) professionals in Chinese companies are struggling with the pressures of all kinds of business and IT initiatives as well as daily maintenance of system applications. At the same time they are trying to figure out what should be right approach for the company to adapt technology waves like cloud, enterprise mobility, etc., to survive in highly competitive market landscape. Among all the puzzles for the solution of strategic growth, Operating System (OS) migration might seem to have the lowest priority: business application enhancements deliver explicit business value, but it’s hard to justify changing operating systems when they work today. OS is the most fundamental infrastructure software that all other systems depend on, so the complexity and uncertainty of migrations is daunting. As a result, IT organizations in China usually tend to live with the existing OS as much as possible.
Take Microsoft Windows for example. Windows XP and Windows Server 2003 have been widely used on client side and server side. Very few companies have put Windows migration on its IT evolution roadmap. However, I believe the time is now for IT professionals in Chinese companies to seriously consider putting Windows upgrade into IT road map for the next 6 months for a couple of key reasons.
Windows XP and pirated OS won’t be viable much longer to support your business.
Ending support. Extended support, which includes security patches, ends April 8, 2014. Beyond that point, we could expect that more malwares or security attacks toward Windows XP would occur.
Big data noise has reached the point where most are reaching for the ear plugs. And with any good hype bubble, the naysayers are now grabbing attention with contrarian positions. For example, The New York Times expressed doubt about the economic viability of big data in "Is Big Data an Economic Big Dud?" This post grabbed a lot of attention, but, like many others I read, it fundamentally misses the point of what big data is all about and why it's important. The article compares the productivity boom associated with the first wave of the Internet to the lack of growth experienced since the inception of "big data"; it implies that big data’s expected economic impact may not happen. Furthermore, the article implies that big data is something that firms will do or implement. Thinking about big data this way or differentiating between data sets as big, medium, or small is dangerous. It leads to chasing rabbits down holes.
I had the opportunity to speak and participate in a panel on data governance as it pertained to big data. My presentation was based on recently completed research sponsored by IBM to understand, what does data governance look like by firms embarking/executing on big data? The overarching theme was that data governance is about protect and serve. Manage security and privacy while delivering trusted data.
Yet, when you look at data governance and what it means to the data practice, not the technology, protect and serve is also a credo. In business terms it represents:
Protect the reputation and mitigate risk associated with inappropriate use or dirty data.
Serve information needs of the business to have information fast and stay agile to market conditions.
There was a time when economies of scale swamped all other corporate attributes – and a time of stable competitive advantage – where sticking to a single core competency was sufficient. Big companies dominated. Sure, they were slow to react to market change, but they had huge cost advantages and could lock down distribution channels, suppliers, and other sources of strength.
But that is last decade’s thinking. Seventy percent of the companies that were on the Fortune 1000 list a mere 10 years ago have now vanished – unable to adapt to change. In those 10 years we’ve seen digital disruption change the business landscape. We’ve watched the Internet become pervasive, embraced cloud-based applications that update multiple times a year, acquired mobile devices that connect everywhere in the neighborhood and around the globe, and embraced information workers who use their own tools to do corporate work on their own time.
Today, companies must break away from the assumption of sustainable competitive advantage and embrace adaptable differentiation, i.e., develop an agility advantage. But what does this mean? Forrester defines business agility as the quality that allows an enterprise to embrace market and operational changes as a matter of routine.
We’ve been talking to many of you in the last year about improving our Forrester Leadership Boards for Enterprise Architecture Professionals -- our peer collaboration program for senior executives.
In our research, we found there was a clear distinction between the executive audience: the enterprise architects and the leaders of strategy, planning and innovation for their IT organizations.
As such, in addition to our existing Enterprise Architecture Council, we have just launched our Business Technology Strategy Council to better serve our executives in this role! In order to distinguish between these groups, below are some examples of some of the member challenges you’ll find in each of these groups.
Business Technology Strategy Council:
Establish strategies with quantifiable business impact.
Drive innovation and embracing emerging technologies.
Mobilize executives, peers, and customers around your BT strategy.
Metalogix increases its extension of SharePoint capabilities with the acquisition of Axceler’s SharePoint governance products. As I pointed out in my research document, Putting Together The SharePoint ECM Puzzle, SharePoint’s ECM holes have created opportunity for partners to fill in the missing functionality required by organizations looking to implement an ECM solution. Metalogix focuses its efforts on archiving and storage, and with the Axceler acquisition, it ventures into the administration and governance areas that provide key capabilities to streamline the processes for migration, user administration, and policy compliance.
Our recent ECM survey showed that 46% of respondents indicated that the lack of governance was the single biggest challenge to their ECM implementation. My interactions with Forrester clients indicate that SharePoint implementations may actually suffer a higher percentage of failures due to the lack of governance. Organizations struggle to gain control over their SharePoint implementations, caused by the “SharePoint sprawl,” resulting in the explosion of sites that don’t follow any standards. The combination of Metalogix’s archiving products with Axceler’s governance and policy management products has the potential of providing organizations with a foundation that will help facilitate the implementation of a sustainable governance program. The merging of these two organizations and products will help address three key aspects of governance: archiving of sites, document libraries, and documents; the implementation governance policies; and the enforcement of site level quotas and security access.
Big data gurus have said that data quality isn’t important for big data. Good enough is good enough. However, business stakeholders still complain about poor data quality. In fact, when Forrester surveyed customer intelligence professionals, the ability to integrate data and manage data quality are the top two factors holding customer intelligence back.
So, do big data gurus have it wrong? Sort of . . .
I had the chance to attend and present at a marketing event put on by MITX last week in Boston that focused on data science for marketing and customer experience. I recommend all data and big data professionals do this. Here is why. How marketers and agencies talk about big data and data science is different than how IT talks about it. This isn’t just a language barrier, it’s a philosophy barrier. Let’s look at this closer:
Data is totals. When IT talks about data, it’s talking of the physical elements stored in systems. When marketing talks about data, it’s referring to the totals and calculation outputs from analysis.
Quality is completeness. At the MITX event, Panera Bread was asked, how do they understand customers that pay cash? This lack of data didn’t hinder analysis. Panera looked at customers in their loyalty program and promotions that paid cash to make assumptions about this segment and their behavior. Analytics was the data quality tool that completed the customer picture.
Data rules are algorithms. When rules are applied to data, these are more aligned to segmentation and status that would be input into personalized customer interaction. Data rules are not about transformation to marketers.
Kofax continues its acquisition rampage with a cash purchase of Kapow. I came across Kofax a few years ago while doing the research for "Take A Process View Of Content Integration." Apparently Kofax has taken the "process view." The idea behind that piece was that enterprises had so many diverse content stores that they needed to view conversion and migration of unstructured content as an internal competency.
But while content integration can reduce infrastructure costs and license fees, the real value is from improving business processes by linking content to business process management (BPM) and dynamic case management systems to reduce cycle time and improve compliance, customer support, and decision-making. These projects can be complex, difficult, and challenging, but Kofax correctly sees this as a large opportunity. I do as well.
Another Kapow capability is to scrape websites and create consolidated views. For example,customer service reps often switch between apps in a clumsy and inefficient manner while the customer is on hold. In some cases, ECI software should grab the needed content behind the scenes and present it in a unified way. Kapow Technologies' content integration solution works like a robot to extract, transform, and load content from Web-based apps to consolidated views. I interviewed one large telecommunications company that used Kapow's robot for customer service business processes to eliminate task switching and repetitive tasks. According to the company: