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Let's face it, IT often suffers from a bad reputation. And in many cases it's well deserved. Over the years many IT leaders attempted to change IT's reputation by empowering other departments to dictate what IT should be doing — and in the process they became order-takers. And the portfolio of projects from well-meaning business leaders mushroomed. To cope with the overwhelming demand, IT established rigorous process around governance, forming committees with the power to determine what IT works on. And almost inevitably, many of these committees are bogged down by politics — meaning IT is not always working on the right things — and at the same time slowing down the whole pace of change. No wonder then that many people across the business spectrum view their own IT group as a slow, unresponsive impediment to getting things done.
But CIOs the world over are actively engaged with their leadership teams in changing IT's reputation. The goal for these CIOs is to shift IT from order-taker to business-partner, helping shape future business strategy and using technology to increase the value their organization brings to the end customers of the business.
This transition is not easy. Nor is it guaranteed to work. Sometimes an IT organization's employees are simply unwilling or unable to embrace the change. Sometimes the reputation of IT is so sullied that nothing short of a cold-reboot will work (organizations going down this route will start by outsourcing all of IT, then they gradually hire back key skills needed to derive more effective business outcomes).
As part of the research for my upcoming report on midmarket IT budgets in India, we collected responses on big data adoption trends and maturity levels from 430 midmarket businesses (those with 400 to 2,500 employees) in the country. Our research shows that around 35% of Indian midmarket firms plan to invest in big data technologies and solutions in the coming one to two years, but we also found that many of them focus on reducing costs (30%) or optimizing asset utilization (25%) as the business outcomes expected. Moreover, only 8% of midmarket CIOs who plan to invest in big data have a projected or proven ROI for their big data investments — showing that many Indian organizations are getting caught up in big data hype.
India’s weakening economic conditions have put tremendous pressure on businesses to be more competitive and drive growth. As competition in the midmarket increases, business leaders will expect new IT capabilities to respond to customer needs better, faster, and cheaper. The pressure is now firmly on CIOs to deliver clear business outcomes on their big data investments. Our survey and my discussions with Indian CIOs have led me to the following recommendations for midmarket CIOs investing in big data:
During a recent webinar on big data, several listeners wanted to know what the biggest stumbling blocks and reasons for failure were when it comes to big data projects, and what they could do to avoid them. Given the amount of resonance, in particular the top issue I cited, I thought I’d share it in this blog post. Please let me have your views and comments.
There are clearly many reasons why projects struggle or fail, and big data projects are no exception. What can put big data initiatives in a league of their own, though, is the level of (typically unrealistic) expectations often associated with “big data” technologies. Based on many conversations with clients, consultants, and conference delegates over the past couple of years, I find three key issues are being mentioned time and again. These are:
Not starting the project with a question
Underestimating the technical skills and expertise required
In a world with increasing numbers of rich media assets and a diverse set of distribution channels, more and more organizations are taking a closer look at rich media management options. Despite this increased interest, most organizations I talk to have relatively nascent digital asset management (DAM) initiatives. To better help organization create mature and successful DAM strategies, I’m currently updating our 2011 report on DAM best practices. So far, the most successful organizations we spoke with said success was based on three main components:
Selecting the right technology vendor. Too many organizations we speak with treat DAM like a series of widgets. Certainly, customization often cannot overcome a misaligned DAM technology so feature functionality is important. But successful organizations look beyond a list of features. Instead, they look at criteria like vendor momentum, product road maps, enterprise customer references, integration strategies, vendor stability, upgrade path, and vendor strategic vision. You’ll have a long-term relationship with whatever vendor you choose, so make sure it has the features to get you by today, and a vision that will set you up for success in the future.
Webconferencing is an important, multipurpose technology used by a quarter of information workers, half of which use it for work every day. It is a mature technology, with several vendors' products making it into the Leaders category of our evaluation. The Forrester Wave™ report updates our previous evaluation of the market and includes 11 products:
Adobe Connect, AT&T Connect, Cisco WebEx, Citrix GoToMeeting, FuzeBox FuzeMeeting, IBM Sametime*, IBM SmartCloud Meetings, InterCall Unified Meeting, Microsoft Lync, PGi GlobalMeet, and Saba Meeting.
Allow me to introduce myself. I am Renee Murphy, and I am new Sr. Analyst here at Forrester Research. Prior to joining Forrester, I was both an internal and external auditor. My experience includes network and data center engineering and management, operations process development and implementation and creating auditable technology environments in many different industries with diverse client needs.
I often say that trust is not a control, luck is not a strategy, and if you can’t have fun in Albuquerque, you aren’t a fun person. (That last one isn't really useful unless you are in Albuquerque and having a bad time.) I joined Forrester to use my audit powers for good and not evil, and I plan to assist you with your audit issues, control frameworks, regulatory requirements, risk management, and security, building stronger relationships between you and your auditors.
With my extensive regulatory knowledge and technical process expertise, my goal is to give Forrester clients a unique view of your regulatory and best practice programs to ensure that you take advantage of the efficiencies that strong audit and control frameworks can provide. I will also help you navigate the security and risk ramifications of existing and upcoming regulatory requirements.
I am proud and very excited to be part of the Forrester family and I look forward to working closely with our clients to help them achieve their GRC goals.
At its annual Energy Analyst And Sourcing Advisor Event in Berlin, Deutsche Telekom/T-Systems re-emphasized its commitment to service the energy sector with a dedicated offering. Over the past three years, Deutsche Telekom has spent significant resources in building up expertise to become a platform and service provider for the utility sector. Our main observations during the event were that Deutsche Telekom:
Achieved a major breakthrough to offer cloud-based SAP IS-U for SMBs. D-Telekom/T-Systems is bringing a brand new cloud solution to the market that is based on SAP’s market-leading industry solution IS-U, but is not limited to it. Additional solution components like a CRM module, marketing communication, and some in-house developed energy data management and portal make up for an end-to-end solution for utilities, delivered in a single comprehensive cloud service. The whole solution is licensed, with pricing based on metering points, including the SAP software license, which is a major breakthrough to reduce technical and commercial complexity for utilities companies.
At its annual Energy Analyst And Sourcing Advisor Event in Berlin, Deutsche Telekom/T-Systems re-emphasized its commitment to service the energy sector with a dedicated offering. Over the last three years, Deutsche Telekom has spent significant resources in building up expertise to become a platform and service provider for the utility sector. Our main observations during the event were that Deutsche Telekom:
Oracle launched the new Oracle Database 12c in July of this year. This release is intended to address the needs of infrastructure and operations (I&O) professionals for faster infrastructure provisioning and higher consolidation densities to lower overall support costs. In the past, Oracle Database consolidation initiatives were hindered by product limitations in areas like data isolation, privileges, resource allocation, and naming conventions. However, with Oracle Database 12c, enterprises can consolidate databases more efficiently, without the need to worry about data isolation or application code changes.
Based on Oracle’s published pricing sheet, we estimate that existing Oracle Database customers can potentially save up to $27,500 per year on Oracle support fees and free up licenses worth an additional $125,000 by consolidating four Oracle databases (for a single processor license). We did not include Oracle’s Unlimited License Agreement (ULA) or any discount in this calculation.
The potential cost savings are clearly compelling to many I&O professionals across Asia Pacific. However, before deciding whether Oracle Database 12c is right for your organization, consider some key recommendations:
Take another look at your database consolidation opportunities. Do this before purchasing new Oracle Database licenses or renewing the annual support contract with Oracle. The best place to start is by consolidating databases hosted on the same server. Consolidate these databases before buying a new Oracle Database license, as there are additional license and annual support fees associated with enabling the multitenancy feature within 12c. Your annual support fees will keep increasing if you do not act.
HP recently hosted its Asia Pacific (AP) and Japan analyst event in Singapore. The company presented its “New Style of IT” value proposition and how it intends to position a combined HP hardware, software and IT services stack to deliver client value. After the Boston event back in February, I was particularly interested to see how HP Enterprise Services (ES) is positioning itself as the tip of the spear of the “one HP” messaging and offering in Asia.
When assessing service providers’ relevance to customer needs, I focus on two major areas:
Red ocean offerings – where service providers need to help their clients build scalable, flexible, secure and cost efficient technology foundations around cloud, mobility and analytics.
Blue ocean offerings – where service providers need to help the CIO engage business stakeholders to drive better business outcomes in areas like customer experience, for instance.