Crowdsourcing In Vermont Engages - And Empowers - Citizens

Jennifer Belissent, Ph.D.

[Co-authored with Charles Green]

In my last blog I asked the question, “What’s it take to be a smart city?” One of the critical elements lies in smart governance. Smart governance takes leadership, coordination, and collaboration. (Take a look at my recent report, "Smart City Leaders Need Better Governance Tools.") Part of this leadership is finding innovative and cost-effective solutions to intractable problems – and that often lies in engaging constituents for input on the problems and feedback on the solutions.  As Charles and I were working on another project, we came across a great example of a US state looking outside the box to solve a real and frustrating problem faced by its citizens.

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Cisco Makes The Charts – Now No. 3 In Blades

Richard Fichera

When Cisco began shipping UCS slightly over two years ago, competitor reaction ranged the gamut from concerned to gleefully dismissive of their chances at success in the server market. The reasons given for their guaranteed lack of success were a combination of technical (the product won’t really work), the economics (Cisco can’t live on server margins) to cultural (Cisco doesn’t know servers and can’t succeed in a market where they are not the quasi-monopolistic dominating player). Some ignored them, and some attempted to preemptively introduce products that delivered similar functionality, and in the two years following introduction, competitive reaction was very similar – yes they are selling, but we don’t think they are a significant threat.

Any lingering doubt about whether Cisco can become a credible supplier has been laid to rest with Cisco’s recent quarterly financial disclosures and IDC’s revelation that Cisco is now the No. 3 worldwide blade vendor, with slightly over 10% of worldwide (and close to 20% in North America) blade server shipments. In their quarterly call, Cisco revealed Q1 revenues of $171 million, for a $684 million revenue run rate, and claimed a booking run rate of $900 million annually. In addition, they placed their total customer count at 5,400. While actual customer count is hard to verify, Cisco has been reporting a steady and impressive growth in customers since initial shipment, and Forrester’s anecdotal data confirms both the significant interest and installed UCS systems among Forrester’s clients.

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Follow The Conversation From Forrester's IT Forum 2011

Alex Cullen

Today we’re kicking off Forrester's IT Forum 2011 at The Palazzo in Las Vegas. Prepare for three exciting days of keynote presentations and track sessions focused on business and technology alignment. Use the Twitter widget below to follow the Forum conversation by tracking our event hashtag #ITF11 on Twitter. Attendees are encouraged to tweet throughout the Forum and to tweet any questions for our keynote presenters to #ITF11.

Follow The Conversation From Forrester's IT Forum 2011

Sharyn Leaver

Today we’re kicking off Forrester's IT Forum 2011 at The Palazzo in Las Vegas. Prepare for three exciting days of keynote presentations and track sessions focused on business and technology alignment. Use the Twitter widget below to follow the Forum conversation by tracking our event hashtag #ITF11 on Twitter. Attendees are encouraged to tweet throughout the Forum and to tweet any questions for our keynote presenters to #ITF11.

Is Moore's Law Still Valid?

Brian  Hopkins

Has anybody noticed that processor speed has stopped doubling every 18 months? This occurred to me the other day, so I took some time to figure out why and draw some conclusions about Moore's law and the impacts of continued advances in chip technology. Here what I've come up with: 1) Moore's law is still valid, but the way processor power is measured has changed, 2) disk-based memory is going the way of the cassette tape, and 3) applications will move into the cloud.

We have pushed semiconductor technology to its physical limits, including our ability to cool chips and the speed of light. As a result, chip manufacturers have turned to multicore processing technology rather than pure chip and bus speed. Now the power of a microprocessor is judged by the number of cores it contains — and the number of cores on a single chip will continue to increase for the near future.

So what? Extra cores per chip means more parallel processing to speed through operations — so parallel is the future.

Two other trends are also important to understand my conclusions:

  1. RAM keeps getting more powerful and cheaper.
  2. As the number of cores in a chip goes up, its ability to process data begins to exceed bus technology’s ability to deliver it. Bus speed is governed by Moore’s law.
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PMOs – Think Outside Of The Box. Will Kanban Work For You?

Margo Visitacion

Gaining visibility into the big picture of an IT portfolio feels like one of the unsolvable challenges, and it’s not for lack of trying. Dashboards abound, and PPM tools are becoming more user friendly all the time, but do these tools really provide transparency into what’s really going on? Sometimes I think these tools provide MORE information than what you need, akin to telling you how to build the watch when all you want is the time. After reading Dave West’s “Why Kanban Matters,” I think more and more about how Kanban will provide project management offices with the information they need so that it can feed the portfolio more efficiently.

Example:

At a glance, the PMO knows where everything is in its cycle, what’s in the pipeline, and a brief status of what is important or in the need to know. Depending on the information that bubbles up in the brief status line, the PMO can determine where there may be resource constraints or where demand is driving the next steps . . . and it enables executives to get a visual of how demand is affecting current projects and supports the PMO’s need to communicate status without flooding dashboards with useless information. This can drive valuable conversations based on clear, concise information — it’s hard to miss what on tap and what is being delayed. It’s a process whose time has come.

Have you thought about leveraging Kanban above the project level? I’d love to hear your comments.

Q&A With Michael Ali, VP & CIO, Harman

Sharyn Leaver

Michael Ali, VP & CIO, Harman InternationalI am so looking forward to hearing from our keynoters next week at the Forrester's IT Forum 2011. Poised to be one of the most informative – and entertaining – will be Michael Ali, VP & CIO, Harman International. Michael will discuss how integration, not alignment, is the ultimate goal for CIOs who are determined to get the most out of IT investments for the benefit of their businesses. Rumor has it that he’ll also toss out some zinger lessons learned that will help us all avoid common pitfalls as we move beyond alignment. I asked Michael a few questions to get some insight on his IT organization and his experience with IT transformation. His answers point to both the fundamental shifts that will characterize the empowered BT era and some perennial truths of IT. We hope you can make it to Las Vegas to hear more . . .

 

Sharyn: To move beyond business-IT alignment, Forrester believes organizations must drive innovation. How is the IT organization at Harman doing that?

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Market Shares And Forecasts – Who Cares?

Richard Fichera

A recent RFP for consulting services regarding strategic platforms for SAP from a major European company which included, among other things, a request for historical and forecast data for all the relevant platforms broken down by region and a couple of other factors, got me thinking about the whole subject of the use and abuse of market share histories and forecasts.

The merry crew of I&O elves here at Forrester do a lot of consulting for companies all over the world on major strategic technology platform decisions – management software, DR and HA, server platforms for major applications, OS and data center migrations, etc. As you can imagine, these are serious decisions for the client companies, and we always approach these projects with an awareness of the fact that real people will make real decisions and spend real money based on our recommendations.

The client companies themselves usually approach these as serious diligences, and usually have very specific items they want us to consider, almost always very much centered on things that matter to them and are germane to their decision.

The one exception is market share history and forecasts for the relevant vendors under consideration. For some reason, some companies (my probably not statistically defensible impression is that it is primarily European and Japanese companies) think that there is some magic implied by these numbers. As you can probably guess from this elaborate lead-in, I have a very different take on their utility.

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The Customer’s Bill of Rights: The Right to Choose How to Get Customer Service

Kate Leggett

The Customer’s Bill of Rights: The Right to Choose

Customers know what good service is and expect it from every interaction they have with a company’s customer service organization, over all the interaction channels that the company supports. More often that not, they are disappointed, and are quick to voice their disappointment. And in this world of social media, this disappointment gets amplified — which leads to brand erosion.

Let’s focus on the way customers want to interact with your customer service organization:

  • Customers expect to interact over all the channels that customer service organizations offer, including the traditional ones like phone, email, and chat, and the new social ones like Faceboook and Twitter.
  • Customers expect the same experience over all the communication channels that they use.
  • Customers expect the same information to be delivered to them over any channel.
  • Customers expect to be able to start a conversation on one channel and move it to another channel without having to start the conversation over.
  • Customers expect you to know who they are, what products they have purchased, and what prior interactions they’ve had with you.
  • Customers expect you to add value every time they interact with you.
  • Customers expect you to offer them only new products and services that make sense to them and fit with their past purchase history.
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Forrester's PaaS Wave: Salesforce & Microsoft Lead, But The Race Is Far From Over

John R. Rymer

In Forrester's 149-criteria evaluation of 10 platform-as-a-service (PaaS) vendors, we found that Microsoft and salesforce.com led the pack because of their comprehensive features for application development and delivery pros and strong strategies in the category. Cordys, LongJump, Caspio, WorkXpress, WaveMaker, and Google were the next-strongest vendors (in order) in our analysis, followed by OrangeScape and Tibco Software. Our analysis shows which PaaS vendors are best for professional developers and which are best for business developers. Our analysis also reveals a very immature market with lots of potential risks for buyers.

The PaaS market is a sprawling, fast-changing, and immature market. Most PaaS vendors are small, and even big vendors like Google and Microsoft have incomplete, new products. Salesforce.com has the most mature PaaS, but it just acquired an entirely new PaaS product (Heroku), and its fit into the portfolio and strategy isn't yet clear. The PaaS market's immaturity is also evident in the relatively low scores registered by many of the vendors in our Wave analyses. Whereas many Forrester Waves have four or more Leaders, ours only has two.

Our evaluation of PaaS products for professional developers ("coders") uncovered a market in which salesforce.com — one of the PaaS pioneers — has built a powerful product, market position, and strategy and in which Microsoft has quickly also built a leading position.

Our evaluation of PaaS products for business developers ("business experts") uncovered a market in which salesforce.com is the only Leader. But upstart vendors — most notably Caspio and WorkXpress — provide very strong alternatives. Microsoft does not appear in this analysis because it does not yet offer tools for business experts in its Azure product line.

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