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
The sharing of threat intelligence is a hot topic these days. When I do conference speeches, I typically ask how many organizations see value in sharing, and most in the room will raise their hand. Next, I ask how many organizations are actually sharing threat intelligence, and roughly 25% to 30% in the room raises their hand. When our 2014 Security Survey data comes in, I will have some empirical data to quote, but anecdotally, there seems to be more interest than action when it comes to sharing. I wrote about some of the challenges around sharing in “Four Best Practices To Maximize The Value Of Using And Sharing Threat Intelligence.” Trust is at the epicenter of sharing and just like in "Meet the Parents," you have to be in the circle of trust. You can enable sharing, but automating trust does take time.
A common inquiry I get from clients has some of the following flavors:
“We’ve chosen a new ITSM tool and need help moving to it. Who can help us?”
“We want to choose a new ITSM product and an implementation provider at the same time. How do I know which implementation providers work with a particular ITSM product?”
“We don’t have the resources to automate our processes. Who can help us with that by applying best practices?”
“We want to work with someone who has developed industry specific best practices. Who really delivers that?”
“We need to revolutionize the way we are delivering services so we can focus on what really matters to the company. Is there an implementation service provider who can help get us there from where we are today?”
Vendors across the board are building tools to add context-driven personalization features to mobile apps. Specifically, we see new offerings from vendors in personalization, mobile analytics, API management, predictive analytics, artificial intelligence, and the digital agencies for product and content recommendations, in-app messages, and voice-driven digital assistance.
Marketers and developers are jumping at these solutions because creating more personalized digital experiences will be critical to remaining competitive. And as CIOs rationalize a larger software platform strategy, these solutions will plug specific mobile engagement gaps along the way.
Want to hear more? In our new brief, Vendors Scramble To Enable Contextual Mobile Moments,we examine how different groups of vendors extend their capabilities to compete in the arms race to deliver contextual mobile apps and provide guidance for CIOs on managing the myriad solutions entering their organization.
Critical infrastructure is frequently on my mind, especially the ICS/SCADA within the energy sector. I live in Texas; oil and natural gas are big here ya'll. I'm just a short distance away from multiple natural gas drilling sites. I cannot help but think about the risks during the extraction and transport of this natural gas. North Texas has seen an attempt to bomb the natural gas infrastructure. In 2012, Anson Chi attempted to destroy an Atmos Energy pipeline in Plano, Texas. As a security and risk professional, I wonder about the potential cyber impacts an adversary with Chi's motivations could have.