Forrester Blogs For Business Technology Professionals
This is a roll-up of all Forrester blogs written for Business Technology Professionals. Role-specific blogs are listed below. Visit Forrester.com to learn how we make Business Technology Professionals successful every day.
In a previous blog post, SysAid – a provider of IT management solutions – was kind enough to share some metrics/performance snapshots collected from its customers. As a quick recap, SysAid captures service desk benchmarking information through its customers’ use of its software (on an opt-in basis of course) for the benefit of all.
At some point we should sit down and compare the SysAid stats to those provided by HDI – a great independent source of service desk benchmarks – that’s a challenge to you Roy Atkinson … BTW, I hope the HDI 2013 event is going well in Las Vegas this week (the Twitter hash tag is #hdiconf13 for people, like me, who aren’t there). Anyway, back to those SysAid stats …
A selection of community-based service desk stats …
There are two points to note here: not all SysAid customers participate (according to its website, SysAid now has over 100,000 customer organizations); and I have cherry-picked a handful of the available stats from March 2013. There is also one caveat from me – there is no differentiation of organization size in these stats, we need to drill down further to account for any small or very large organization bias.
Percentage of incident tickets originating from the End User Portal, Average 60.31%
The OpenStack Foundation and Microsoft have released major updates to their cloud platforms and frankly there’s nothing really new or exciting here – which is a good thing.
Sure, there were over 250 new features added in the Grizzly release of OpenStack that brought several nice enhancements to its software-defined networking, storage services, computing scalability and reliability and it delivered better support for multiple hypervisors and better image sharing, too. The vSphere driver was given a significant update, Swift got better monitoring, and there's a new bare metal provisioning option, which was the talk of day one of the OpenStack Summit here in Portland, Oregon.
For Microsoft, it lifted the preview tag from its full Infrastructure as a Service (IaaS) enhancement to the Windows Azure public cloud platform. It’s a big deal for Microsoft who previously didn’t provide this level of virtual infrastructure control but compared to the rest of the public IaaS market, it’s more of a “welcome to the party” announcement than a new innovation or differentiator. To sweeten its appeal, Microsoft added a pledge to match AWS pricing for compute, network and storage services and thus dropped its prices in these areas by 21-33%.
ZDNet’s legendary Microsoft watcher Mary Jo Foleyreported on an intriguing possibility for the rumored forthcoming Windows Blue update to Windows 8: That Microsoft could bring back the Start Button for desktop mode and/or allow users to boot directly to the desktop.
These are features that Microsoft should indeed provide to its customers in the next release.
Some analysts and designers might argue against these moves.To truly reimagine Windows, the argument might go, users must be taught a completely new way to navigate. Key to the Windows 8/RT user interface (UI) are charms, which take the place of the Start Button and which provide a simplified navigation system that’s particularly suited to touch screens. Users should segue to charms full time, even when they are in Desktop Mode, if they are to build a bridge to the modern UI.
Those claims might hold some truth. YetMicrosoft should reinstitute the Start Button anyway, because:
Last week, Forrester hosted a breakfast roundtable in Sydney for approximately 20 tech vendors seeking to capitalize on current IT spending trends in Australia and New Zealand. With expected IT spending growth of nearly 4% in 2013, the A/NZ market is still going strong. However, this good health hides major shifts, including the increased role that business decision-makers (BDMs) are taking in direct IT purchasing in areas like staff, products, and services. As a matter of fact, Forrester expects the percentage of IT budgets that IT directly owns or controls to decrease by 2% to 5% between 2012 and 2014 in most A/NZ organizations.
In his 1956 dystopian sci-fi novel “The City and the Stars”, Arthur C. Clarke puts forth the fundamental design tenet for making eternal machines, “A machine shall have no moving parts”. To someone from the 1950s current computers would appear to come close to that ideal – the CPUs and memory perform silent magic and can, with some ingenuity, be passively cooled, and invisible electronic signals carry information in and out of them to networks and … oops, to rotating disks, still with us after more than five decades[i]. But, as we all know, salvation has appeared on the horizon in the form of solid-state storage, so called flash storage (actually an idea of several decades standing as well, just not affordable until recently).
The initial substitution of flash for conventional storage yields immediate gratification in the form of lower power, maybe lower cost if used effectively, and higher performance, but the ripple effect benefits of flash can be even more pervasive. However, the implementation of the major architectural changes engendered across the whole IT stack by the use of flash is a difficult conceptual challenge for users and largely addressed only piecemeal by most vendors. Enter IBM and its Flashahead initiative.
What is Happening?
On Friday, April 11, IBM announced a major initiative, to the tune of a spending commitment of $1B, to accelerate the use of flash technology by means of three major programs:
· Fundamental flash R&D
· New storage products built on flash-only memory technology
Last month, I published an update to my 2011 Forrester Wave™ on talent management because the human resource management (HRM) market has experienced tremendous consolidation and many top-rated vendors have become part of other very large organizations. I defined “talent management” as encompassing performance, learning, succession planning, and career development. When I published my current Wave in March 2013, I continued to call it the “Talent Management Wave.” This has caused confusion, because in the past two years, the word “talent management” has morphed to include recruiting, which also has seen incredible growth and change. As the Wave is a deep dive into more than criteria and focuses on 10 vendors, I could not include recruiting within the parameters of the Wave. Recruiting is also very different, with many integrations with small boutique vendors that provide important services. But the questions kept coming: “Where is recruiting?”
I decided that the title, not the content, was the problem. Therefore, this Wave has a new, more representative, title: “The Forrester Wave: Learning And Talent Development, Q1 2013.” This title better describes my effort to showcase the suite vendors that own both performance (often including succession and career development) and learning applications and have devoted tremendous energy and resources to unify the two applications (with various degrees of success). Ideally, this means that a manager can identify an employee knowledge gap and, right from the performance app, select the best learning opportunity that will address the gap, and the activity or course appears on the employee’s individual learning plan. These applications look and feel like one application.
Do you remember your “Current Events” class? It was the one where there was always a pop quiz on what’s happening in the news. Think if you were in that class today and there was a segment on business and technology: Where would you turn?
While we like to believe that www.Forrester.com and this blog are your only two sources of information (wink, wink), we recognize that there are other valuable publications to help you stay on top of business and technology happenings. The Wall Street Journal, Financial Times, The New York Times, Associated Press, La Tribune, Forbes, Wired, CIO, InformationWeek, and ZDNet to name a few. LinkedIn, Twitter and Facebook are also great resources.
To help IT Infrastructure and Operations (I&O) leaders stay current, I've handpicked media from this week that features quotes and data from Forrester’s I&O analysts and a few others. Some articles are very relevant to I&O leaders (ex. stories on BYOD, tablets, Microsoft), while others offer important marketing and strategy insights for I&O leaders to be aware of (ex. business trends in retail and banking, big data, voice of the customer strategies).
Is this useful? If so, I'm happy to do this weekly or every other week. Let me know in the comment field below.
Thanks and enjoy your weekend,
Very Relevant Business Technology News For I&O Leaders:
The Wall Street Journal Featured Forrester Analyst: Christian Kane
No contract phones could complicate BYOD
April 8, 2013
On May 5, 1907, The New York Times published a column written that same morning by Mark Twain on the news of his death the day before. "You can assure my Virginia friends," said Twain, "that I will make an exhaustive investigation of this report that I have been lost at sea. If there is any foundation for the report, I will at once apprise the anxious public." The event led to the oft-misquoted phrase: "The report of my death was an exaggeration."
Everyone it seems, loves a good untimely death
So much so, the Wikipedia maintains a list of 219 famous erroneous death reports. Paul McCartney was reported dead on a radio show in 1966, with fans convinced he'd been replaced by an impostor. Pope John Paul II is on the list with the distinction of being the only known triple recipient of early death news reports. And the US House of Representatives cemented its reputation as the best comedy show in town when news of Bob Hope's death was reported on the floor and broadcast on C-SPAN...five years too early. And so it goes with taking news at face value.
Recently, I interviewed a half dozen top service design agencies to better understand how they work with enterprise architects and business architects inside the client firms they serve. All of the agencies I interviewed focus on helping their clients transform customer experience and introduce new products and services. I wanted to interview these agencies because they represent the tip of the spear when it comes to introducing new innovation inside of companies looking to take advantage of disruptive drivers - both competitive and digital – and rethink their business models.
I asked each agency for examples of how they worked with their clients’ enterprise architects and business architects when introducing new innovation. When I posed this question to each agency, I could hear crickets chirping in the background. In short, they all indicated – in as nice terms as possible – that they try to avoid the IT organization in general, and had no contact with specific enterprise architects or business architects.
For me these interviews painted a picture of a school yard where team captains are picking players for kickball, and a small group of kids were being left on the sidelines, not picked for the team. Using this analogy, the business – in many cases the CMO and CXO leaders – are the team captains. And enterprise architecture, including business architects and process architects, are the kids being left on the sidelines.
Over 40% of senior business executives are looking to suppliers and external parties to co-develop and deliver measureable business outcomes. Telling suppliers to forget their old pricing metrics and focus instead in delivering value while also sharing risks and rewards requires a new set of skills on both sides of the negotiating table. This is a real challenge for both suppliers and buyers, and it takes both parties out of their comfort zones into new territory for risk management, project control and revenue sharing.
Forrester’s Forrsights data reveals business executives want to see more value delivered from IT projects and more outcome-based contracts. This is a priority for them in the next few years and sourcing professionals must develop and enhance their skills in this key area or risk getting left behind.
Whether it’s increasing revenues, driving more client subscriptions, cutting costs, facilitating more paperwork processing in less time or driving up customer satisfaction and retention, some IT companies are now offering outcome based contracts and are happy to be paid purely on the results.
Unfortunately for some of today’s technology giants, clients don’t want to pay anymore for software licenses, hardware products or time & materials staffing. They want the suppliers to have ‘skin in the game’ and want to pay based only on the value delivered and the outcome achieved.
To help their organizations navigate through the emerging world of business outcome based contracts, we have identified three key principals of change that both suppliers and buyers will need to address: