CISOs, CMOs: What's It Like Working With The Privacy Pro In Your Organization?

Heidi Shey

Business needs and requirements demand expertise and coordination for privacy programs and practices. As a result, chief privacy officers, data protection officers, and other designated privacy professionals like privacy analysts are a fast growing presence within the enterprise today. The International Association of Privacy Professionals (IAPP) is 16,000 members strong today (compared to 7,500 back in 2010) and growing!    

In many organizations, a dedicated privacy professional (e.g., a full-time employee who focuses on privacy and not someone who has privacy responsibilities attached to another role) is a new role. Privacy professionals come from a variety of backgrounds from legal to IT, and the details of their role and focus can vary depending on the organization and the size of the privacy team. Yet they all have one thing in common: they must work together with multiple privacy stakeholders – IT, security, legal, HR, marketing, and more! – across the enterprise. And honestly, it’s not always easy. Like any relationship, there are ups and downs.

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Cisco Extends Its Data And Analytics Capabilities At Its Annual Cisco Live Event

Gene Cao

At the Cisco Live Event 2014 in San Francisco last week, we heard about plenty of updates, extensions, and new acquisitions to expand the business. The major technologies highlighted were InterCloud, Application Centric Infrastructure (ACI), and the Internet of Everything (IoE). Among these new offerings, I reveal that Cisco’s extended big data and analytics capabilities excited me the most. Why? Because its data virtualization techniques can help customers easily analyze large volumes of virtual data, no matter where it physically resides; enhanced video analytics technology could improve the customer experience when checking out in retail stores or waiting for a train; while IoE analytics and digital intelligence increase customer engagement.

  • Data virtualization supports big data analytics. End user organizations realize the importance of quickly and carefully making decisions; to do this, they plan to centralize data from different branch offices or departments. Consolidating data that resides in multiple systems and in global locations — or that is locked away in spreadsheets — is expensive. For example, telecom operators in China have hundreds of millions subscribers and need to consolidate and analyze this customer data — but it resides in 31 provincial companies. Data consolidation will be a huge and expensive project, but data virtualization technology can help solve this problem. Customers could consider adding Cisco to their data virtualization vendor shortlist, especially given Cisco’s acquisition of Composite Software last July.
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Apple Extensibility And Powerful Network Effects

Michael Yamnitsky

Apple’s new "Extensibility" feature took somewhat of a backseat to a host of exciting new developer tools announced at Apple’s developer conference a week ago. I’d like to briefly highlight its importance to the enterprise. 

In short, Extensibility makes it easy for apps to talk to each other, facilitating more complex mobile workflows and easy access to data stored in personal cloud services. It will spur app developers work together to speed the advancement of what employees will be able to accomplish on mobile. 

 To elaborate, Extensibility will enable:

  • Complex inter-app workflows for mobile employees. More advanced content creation apps have been slow to develop on mobile platforms, in part due to lack of app interoperability. Think of the multiple software tools we use to pull a contract from email, sign it, and send it back on a PC. Data must similarly flow across a variety of apps to accomplish this on mobile. Apple has done little to address this, until now.
  • Access to the personal cloud in enterprise apps. Employees rely on personal cloud services like Dropbox and Evernote to manage an expanding array of digital content online. But these repositories don’t integrate with the enterprise off the bat. Extensibility can act as a router to connect personal data with the apps your employees use every day on the job. 
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The Most Agile Banks

Craig Le Clair

Banks are burdened with sizable infrastructure, struggle to service traditional and emerging channels, are severely boxed in by increasing compliance demands, and are not particularly nimble — also due to overly seasoned business applications. At the same time, the banking industry is ripe for digital disruption, as banks’ traditional strengths of size and breadth aren’t sufficient to ward off a mix of alternate financial service digital disruptors such as Google, new digital banks, emerging payment networks, and traditional institutions like Wal-Mart entering this market.

Business agility will be their most fundamental strength and competitive weapon. But how do leading banks today compare on agility? We surveyed 30 banks and determined that high performers excelled in market agility dimensions. We then ranked US banks using customer experience and product expansion scores. This report is due out this month so stay tuned.

PIM: MDM on Business Terms

Michele Goetz

Along with Peter Sheldon in our eBusiness and Channel Strategy role, we just released the Forrester's Wave on Product Information Management.  I'm really exited about this report for two reasons:

  1. Clients now have a report that helps them make more informed choices about selecting a PIM solutions.  PIM is not always a well understood  master data solution option for Enterprise Architects.  Questions arise about, do I need PIM or MDM or do both?  Aren't PIM and Product MDM the same? How does this fit in my architecture? This report takes away the confusion, answers these questions. It gives insight into how vendors satisfy PIM demands, differentiate from MDM and operate in hybrid scenarios.
  2. The first Forrester Wave collaboration across the Business Technology and Marketing and Strategy groups.  In the age of the customer, tighter collaboration between business decision makers and technology management professionals is critical.  This wave addresses both perspectives providing the business requirements for marketing and product professionals while also addressing the technical questions that are important when selecting tools.  Yes, business and technology management can work together, be on the same page, and produce great results!
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Q&A With Oliver Bussmann, Group Chief Information Officer, Group Managing Director, UBS AG

Sharyn Leaver

In advance of next week’s Forrester’s European Forum For Technology Management Leaders in London (June 12-13), we had an opportunity to speak with Oliver Bussmann, one of our industry keynote speakers, about digital business and how UBS is responding to the challenges of digital disruption and to rising customer expectations.

Oliver Bussmann joined UBS in June 2013 as Group Chief Information Officer (CIO), responsible for the Group Technology organization. As Oliver will explain in his presentation on day 2 of the Forum, digital business transformation success in his view hinges on three key factors: A joint and strong partnership of IT and the business working together; creating a culture of innovation and entrepreneurship; consistent and authentic support of senior leadership to demonstrate by example that this transformation is real, necessary and appreciated.

I hope you enjoy Oliver's responses as much as I did, and do join us on June 12-13 to hear the full story!

Q: What is your agenda as CIO at UBS?  

As CIO my job is to position IT as a business enabler, this involves understanding the firm's strategic priorities, and ensuring we strike the right balance between (1) managing the traditional IT functions to ensure a cost-effective, reliable and secure infrastructure and (2) focusing on strategic IT, driving transformational change through innovation, to increase revenue opportunities and deliver real value to our business.

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New Research For The Customer-Obsessed I&O Leader

Dave Bartoletti

It’s no surprise that digital disruption is everywhere. Empowered customers are disrupting every industry, and infrastructure and operations (I&O) leaders must adapt to this new reality. We believe that technology management is in the middle of a new evolutionary cycle that will transform I&O from its traditional role as infrastructure provider to a new role as a broker and manager of technology services.

It’s should also be no surprise, then, that cloud and mobile disruption is putting a strain on traditional infrastructure team organizational structures. Consolidated and hybrid cloud infrastructure needs a new organization, and you need to prepare your team for the new business technology era. To do so, you need to encourage your team to develop service management, automation, collaboration, and marketing skills, to name a few. We’re seeing a spike in inquiries about new organization models to speed the path to cloud.

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Understanding Cloud Costs Gets Easier: Amazon Web Services Rolls Out New TCO Calculator

Dave Bartoletti

Two years ago, I published one of my most popular reports, Understand The True Cost Of Cloud Services. In it I laid out a model to help compare current infrastructure costs against the costs of running equivalent workloads at a traditional hosting provider and in the AWS public cloud. This type of comparison is often the first step in a company’s journey to cloud. Before you start moving workloads to any cloud provider, are you sure the cost savings are really there? The answer isn’t always obvious, and depends on measuring a set of critical metrics, including:

·       Your application load patterns

·       Your current operations team staff costs

·       Your virtualization consolidation ratio

·       Your storage and network hardware, license and administrative costs

·       Your facilities (space, power, cooling) costs

The problem with cloud cost modeling is that it can be hard to get accurate estimates for current costs – find the right people, ask them for cost details, work through the numbers, verify accuracy, project future costs, etc. – and things that take too long just don’t get done. In our model, we used our Relative Cost of Operations methodology to simplify analysis and focus on what changes when you shift to cloud infrastructure. I also faulted some of the public cloud providers for low-balling cloud costs or hiding assumptions in their own on-line cost comparison tools.

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New AWS Management Tool For VMware Is Just That – A New Tool, Not A Cloud Game-Changer

Dave Bartoletti

The new Amazon Web Services Management Portal for vCenter was launched last week and generated a bit of buzz on Twitter and elsewhere. VMware reacted quite strongly, and I think that makes sense in a hyper-competitive cloud market, but it was a bit out of proportion to the real threat posed by the AWS tool.

I doubt most savvy cloud buyers (or VMware admins, for that matter) will think this new plug-in for vCenter is a cloud management tool. It’s not. Like other vCenter plug-ins, it makes it easier for an admin using vCenter to get something done without leaving the wildly popular virtualization management portal (like the P2V or V2V tools of yore). In this case, that something includes VMware-to-EC2 conversions and some basic housekeeping tasks: create an AWS virtual private cloud, launch an instance, etc. Image creation, migration, and basic configuration does not a complete cloud management solution make – there’s a lot more to do to create and manage a hybrid cloud implementation and enable workload portability. But this will make it easier to run conversions to AWS and that irks VMware a bit, since it offers its own public cloud option in vCloud Hybrid Service (vCHS).

Rather than draw attention to how limited the AWS Management Portal is, VMware should use its existence to drive home three important points about the company’s overall cloud positioning:

1) allowing competitors to add plug-ins to manage competing public cloud instances shows that VMware’s not scared to compete for your cloud VMs;

2) vCenter is obviously very sticky and widely used, and AWS wants to get in front of those eyeballs – VMware still has critical admin mindshare; and

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MDM: Highly recommended, still misunderstood

Michele Goetz

Master data management is a hot topic.  And, this is at times surprising to me because the noise of big data is deafening.  Big data is certainly sexier.  MDM is like mom nagging to clean up the room - necessary, but a total buzz kill.

Here is some of the anecdotal evidence that is raising my eyebrows:

  • Our Forrester Wave for MDM was at the top of most read reports during Q1.  
  • MDM inquiries from clients keep me very busy.  
  • Vendors see MDM as a key growth area in their portfolios.
  • Consultancies are consistently pointing to client gaps in data governance and data architectures that point toward a master data problem.  
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