In “Unleash Your Digital Business”, I highlight the need for all companies to embrace digital business as a new business model – one in which the nature of the value exchange with customers is fundamentally changed. Since then, CIOs frequently asked me what they should be doing to help their firms become a digital business.
The answers lies in the difference between Business Technology (BT) and Information Technology (IT). BT focuses on the systems, technologies, and processes to win, serve, and retain customers. Whereas IT focuses on the systems, technologies, and processes to support and transform an organization’s internal operations. To become a digital business CIOs must adopt the BT agenda.
Our research on digital business highlights the need for the organization to focus on six core digital strategies that drive digital customer experience and digital operational excellencein support of customers. Each of these strategies is an integral component of the CIOs BT agenda:
Digitize the end-to-end customer experience
Digitize products and services inside the customer’s value ecosystem
Create trusted machines
Digitize for agility over efficiency
Drive rapid customer centric innovation
Source enhanced operational capabilities within a dynamic ecosystem
During the past 18 months or so, we have seen the emergence of innovative endpoint security solutions. The list is long; it is hard to keep track of all the solutions in the space. In no particular order, here is a sampling: Bromium, Invincea, IBM Trusteer, Cylance, Palo Alto Networks Next-Gen Endpoint Protection (Cyvera), Microsoft Enhanced Mitigation Experience Toolkit (EMET), Bit9 + Carbon Black, Confer, CounterTack Sentinel, Cybereason, CrowdStrike Falcon Host, Guidance Software Cybersecurity, Hexis HawkEye G, FireEye HX, Triumfant, Tanium, and Verdasys Digital Guardian.
I take many briefings from these types of vendors (primarily the ones I cover in Forrester’s Endpoint Visibility and Control category) and within the first 5 minutes of the conversation, the vendor mentions that their solution has a “small footprint.” The use of this phrase is the equivalent of nails scratching their way across a chalkboard for me. When was the last time you heard anyone say that they have a “large footprint?” Please provide more information: Do you run in user or kernel land? What are the impacts to utilization? Even if a vendor truly has a “small footprint,” when that new agent is deployed to a host that already has four or five agents running, the collective footprint is far from small.
Facebook's steely revenue march is fueled by mobile ads: 62% of Facebook's Q2 2014 advertising revenue came from mobile ads, up from 41% just a year ago. This ad revenue may still just be a paper castle waiting to fall -- my colleage Nate Elliott's analysis that Facebook is still failing marketers suggests that. But right now over a billion people around the world -- 81% of its entire member base -- access Facebook on mobile devices every month, twice as many as did just two years ago (see Figure 1). And they are seeing ads.
I see three important conclusions stemming from Facebook's results:
The mobile mind shift is hitting critical mass around the world. People increasingly engage with people, information, and services on their mobile devices first. Forrester forecasts that 2.4 billion will have smartphones by 2017, twice the number as in 2012. So if your customer isn't mobile today, they will be soon -- across every generation. Firms must serve their increasingly impatient mobile customers with great mobile experiences. It's what our book, The Mobile Mind Shift, is about. Facebook is both driving and benefiting from the mobile mind shift as it delivers ever-more services on the devices people crave.
Videoconferencing infrastructure connects videoconferencing endpoints — the conference-room-based systems, desktop clients, and mobile apps people use to join meetings. By prioritizing solutions that make the technology available to all employees with a simplified guest access model for partners and customers, organizations can make the case that video enhances collaboration and improves business outcomes.
Our Wave evaluation of videoconferencing infrastructure and cloud services vendors includes the 10 most significant OEMs: Acano, AGT, Avaya, Blue Jeans Network, Cisco Systems, Lifesize, Pexip, Polycom, Videxio, and Vidyo. The vast majority of systems integrators, telcos, and conferencing specialists with video offerings actually resell, white-label, or stand up their own services based on these evaluated vendors' products.
A key tenet of the evaluation was to include BOTH vendors that sell infrastructure and vendors that focus only on the cloud. It’s important to compare both camps because large enterprises want to know which vendors can help them extend or replace their existing investments in infrastructure on premises. A key finding from our research is that there are indeed many large enterprises logging 1 million minutes or more of videoconferencing from cloud services per month, and some replacing their large deployments of infrastructure with cloud services entirely. Alternatively, some are setting up their own "private cloud" environments with virtualized infrastructure.
We recently published our digital experience delivery platform wave (you can find the blog post and accompanying report here). These platforms have emerged to help solve customer needs around integration between digital experience technologies and data management.
Over the past year, many agencies and systems integrators (SI) have also gotten on the digital experience platform bandwagon. These partners have been white labeling and directly licensing/selling digital experience platforms-as-a-service (PaaS). These solutions are typically built on the backbone of proprietary web content management (WCM) and eCommerce solutions (usually Adobe’s toolsets, though we found some notable exceptions built on Oracle and SDL), and are meant to provide an “as a service” model to delivering multichannel content- and commerce- driven experiences. Many, many services firms from both agency and systems integrators backgrounds have started to promote these solutions including well-known names like: SapientNitro, Publicis Groupe, Wipro, Infosys, Cognizant, Deloitte, and Capgemini.
To answer this question, we compared 13 digital experience delivery vendors across 29 criteria in our recent Wave report, "Digital Experience Delivery Platforms, Q3 2014." Overall, we found many areas of differentiation, but client adoption and usage is a mixed. While some organizations have made strides in contextual, omnichannel delivery, many fail at customer data management. Almost all of the vendors focused on customer acquisition but many haven't begun to support the entire customer life cycle. In the end, no vendor achieved Leader status.
Despite no Leaders, these 13 vendors are definitively tracking toward the goal of an integrated platform for enterprise digital customer experiences. Specifically, Adobe and hybris outpaced the competition as an aggregator and all-in-one, respectively, but IBM and Sitecore also placed as Strong Performers. Each of the Contenders in our evaluation -- Acquia, Demandware, Digital River, HP Autonomy, Intershop, OpenText, Oracle, salesforce.com, and SDL -- have strengths and bring an enterprise track record around their core differentiation, but most vendors' platform efforts are still building credibility among enterprise clients.
Earlier this year, Forrester asked 148 digital customer experience decision-makers from across enterprise technology, marketing, and commerce roles, "What are the biggest technical barriers to creative and effective customer-facing systems?" Systems integration and data management solidly led as today's top challenges. Our Forrester Wave analysis aims to uncover which platforms address these top technical barriers and additional priorities such as contextual delivery and bridging content and commerce-driven experiences.
You’ve probably already seen the announcement of the partnership between IBM and Apple; Forrester clients can read more about it here, along with our deeper analysis.
While I can’t comment on the trends in North America and Europe, I know that there are some interesting dynamics in the enterprise mobility space in Asia Pacific at the moment. The penetration of technologies like BYOD, customer mobility, and employee-facing mobile apps has been relatively low in many Asian countries, putting the region’s companies behind their North American peers for the most part. I still speak with CIOs and marketing leaders about why they should have a mobility strategy or how they can help their employees stay productive regardless of location.
Don’t get me wrong: There are a lot of smartphones and tablets — particularly iPads — in businesses across the region. But many of these devices, especially the tablets, were personally acquired by employees — so they’re an “accessory tool,” not a core productivity tool; often, corporate tech management doesn’t support them and app-dev teams don’t develop for them.
Five of the top 10 companies in the latest Forbes Global 2000 company list (published in May) are from China, and four of them are commercial banks. If you think this is only due to China’s massive consumer base, and that you can easily apply your global innovation strategy to the Chinese market, you’re almost certainly wrong. Enterprise architecture (EA) professionals at companies doing business in China should take a look at what the country’s banking and financial services industry (BFSI) is doing to enable customer-centric innovation.
I recently published two reports focusing on China’s BFSI. In these reports, I analyzed the Chinese banking landscape and the business challenges banks face, described a systematic approach to innovation that EA pros should consider when planning their transformations, and shed light on how they use both mainstream and emerging technologies to unleash the power of innovation around products, operations, and the organization. Some of the key takeaways:
Chinese banks suffer from their own customer experience issues. As a longtime monopoly, China’s BFSI has suffered from inefficiency, quality problems, and an uncompetitive ROI — and thus can no longer meet the high bar for customer satisfaction in the age of the customer. EA pros must find innovative ways to resolve these issues.
Internet companies and regulatory changes are challenging BFSI players. Visionary Internet companies like Alibaba and Tencent have launched financial services products, including innovative products like Yuebao, that are disrupting China’s BFSI with higher profits, lower barriers to entry, and better flexibility. The government is also making regulatory changes that will open up the market and intensify competition.
We all know that securing your perimeter and your internal assets only gets you so far today. The crux of the issue is that your brand, and potential threats to it, are now often external and out of your direct area of control. The number of places and channels online where your brand appears and where malicious actors discuss how to take down your organization is expanding rapidly today.
Do you start your days looking at a calendar full of meetings and feel overcome with joy? Me neither - especially when I have a lot of work to get done that I know is more important. And when you’re in those meetings, are you fully engaged or are you trying to clean out your email queue and put the finishing touches on your slides for your next meeting? That’s what I thought. After all of your meetings, are you in any mood to plan your next day, week or month? Nope, me neither. Do you tell yourself that you’re going to get up early on a Saturday so you can get things done that require a lot of focus, and then don’t do it? Yeah, me too.
And so it continues. A crisis of attention wears us out and re-tunes our brains to feast on the false sense of accomplishment that goes with getting a lot of really small, transactional things done. And our mobile devices make matters worse. Without realizing it, we drain our limited cognitive fuel, leaving nothing left at the end of the day to do serious thinking, creative work or longer-term planning. Mismanaging our technology and ourselves, and burning out, is but one element in a mosaic of things that scientists who participated in our research like Teresa Amabile at the Harvard Business School and author of “The Progress Principle", and David Rock, neuroscientist and author of “Your Brain at Work" now know about how we work best as knowledge workers. It’s also something that we as individuals can, and must control if we want to be effective in our jobs as knowledge workers.
When employees don’t have the resources to meet the demands of their jobs, they burn out