For the past couple of months, we have been working on identifying best practices for application development and delivery teams executing on multichannel strategy. The related report will get published soon. We found that application development and delivery teams need to be successful in the magic triangle of delivering a multichannel solution: 1) tactically; 2) in a strategic way; and 3) fast.
Sarah Rotman Epps is the senior analyst on my team who leads our research on tablets (and consumer computing) for product strategy professionals. She’s written extensively about the future of tablets but also about the characteristics of software and media experiences that succeed on tablets. (Forrester clients can read “Best Practices for Media Apps,” for instance). At the same time, I have written about how mass customization is finally the future of products in an age when customer-centricity reigns.
Tablets and configurators – the typical tool that consumers use to co-design customized products – are a match made in heaven. They share a number of characteristics that product strategists should consider when developing mass-customized product interfaces. For example, they both:
Oracle announced yesterday that it has agreed to buy web content management (WCM) vendor FatWire. The prominent vendors in the WCM market have been flying off the shelves – relatively speaking – over the past few years as larger vendors recognize the value of content management and delivery platforms as part of an overall digital customer experience management (CXM) portfolio. After all, you can’t really manage experiences without a content foundation, can you? To this end, Adobe acquired Day, Autonomy acquired Interwoven, and now this latest deal. Oracle didn’t reveal how much they paid for FatWire (too bad, because there’s nothing we analysts love more than debating whether or not someone overpaid/underpaid for a company).
FatWire’s acquisition has been a foregone conclusion in WCM circles for some time now, since it was one of the last independent vendors with a proven enterprise track record. Many have speculated on possible FatWire suitors over the past few years, a list that has included at times IBM, and fellow WCM vendor Interwoven, prior to its own acquisition by Autonomy. FatWire has had a dalliance with enterprise content management vendor EMC over the past year or so; the two began a strategic partnership, with EMC acquiring a minority stake in FatWire and promoting it as its solution in the CXM space. However, EMC later struck another partnership with SDL Tridion, so it appeared that the bloom was off the rose in the EMC/FatWire romance, and prospects for EMC’s full acquisition of FatWire grew dim.
Today Taleo announced the acquisition of privately-held, Europe-based Jobpartners for $38 million (€25 million) in cash. With this acquisition, Taleo strengthens its European presence in talent management, as Jobpartners has a presence in 50 countries and 28 languages and is also a talent management vendor. The deal is expected to close in early Q3. Jobpartners has only 68 customers, but these customers include Deutsche Post DHL, Nike EMEA, Rabobank, and 16 Global 500 companies. Jobpartners also has a R&D facility in Krakow, Poland and a support center in Scotland that no doubt figured prominently in Taleo’s acquisition decision. In terms of technology, the fit is a good one, because Jobpartners is SaaS-only. Taleo said that it is in the process of evaluating Jobpartners’ technology, but this acquisition is not about acquiring new technology — it’s about doubling Taleo’s customer base in Europe and becoming a known European player in the talent management field. Customer success teams made up of Taleo and Jobpartners staff are in place to meet with Jobparters customers to help them get familiar with Taleo. Taleo will continue to support the existing Jobpartners platform for a while as plans are put in place for the transition.
From my first days as a baby architect, I was spoon-fed the idea that enterprise data management (EDM) was the solution to our data woes. Some call it enterprise information management or other names that mean a holistic approach to managing data that is business led and centered on stewardship and governance. The DMBOK provides a picture that describes this concept very well — check it out.
Here’s the problem: Most firms are not able to internalize this notion and act accordingly. There are myriad reasons why this is so, and we can all list off a bunch of them if we put our minds to it. Top of my list is that the lure of optimizing for next quarter often outweighs next year’s potential benefits.
Here’s another problem: Most EAs cannot do much about this. We are long-term, strategic people who can clearly see the benefits of EDM, which may lead us to spend a lot of time promoting the virtues of this approach. As a result, we get bloody bruises on our heads and waste time that could be spent doing more-productive things.
I do think that taking a long-term, holistic approach is the best thing to do; in my recently published report "Big Opportunities In Big Data," I encourage readers to maintain this attitude when considering data at extreme scale. We need to pursue short-term fixes as well. Let me go a step further and say that making short-term progress on nagging data management issues with solutions that take months not years is more important to our firms than being the EDM town crier. Hopefully my rationale is clear: We can be more effective this way as long as our recommendations keep the strategic in mind.
Forrester has been analyzing the impact of consumerization of IT on business since this seminal 2008 report. And we've collected data to measure the phenomemon since 2009. Did you know that 35% of information workers use personal technology for work? And we published a Harvard Business Review Press book, Empowered, on why companies must empower their employees: it's so they can serve the needs of empowered customers.
And now we can directly link consumerization with business outcomes that IT and every other part of a business cares about: innovation, advocacy, and leadership. We've done this with a Q1 2011 survey of 5,102 information workers in North America and Europe, our Workforce Forrsights data.
The report, "How Consumerization Drives Innovation," is chock full of data available to Forrester customers. This post is an excerpt to introduce the outcomes and impact to everybody. We'll use three charts to make the point.
First is the consumerization data. Just how many information workers in North America and Europe do something with technology outside of IT control -- either bring their own smartphone or tablet for work, use unsanctioned Web sites for work, or download applications to a work computer? It's one in three!
On June 15, HP announced that it had filed suit against Oracle, saying in a statement:
“HP is seeking the court’s assistance to compel Oracle to:
Reverse its decision to discontinue all software development on the Itanium platform
Reaffirm its commitment to offer its product suite on HP platforms, including Itanium;
Immediately reset the Itanium core processor licensing factor consistent with the model prior to December 1, 2010 for RISC/EPIC systems
HP also seeks:
Injunctive relief, including an order prohibiting Oracle from making false and misleading statements regarding the Itanium microprocessor or HP’s Itanium-based servers and remedying the harm caused by Oracle’s conduct.
Damages and fees and other standard remedies available in cases of this nature.”
After two weeks at Forrester’s IT Forums (in Las Vegas and Barcelona) the Sourcing and Vendor Management research team came back more energized than ever. Why? We were able to spend a week interacting with our clients, who all face diverse challenges, yet remain very optimistic about the strategic value they can provide to their IT and business counterparts. While it's an exhausting week for all of our analysts, we love this week (second only to our own team's Sourcing and Vendor Management Forum in November) because of the chance to interact with all of you.
Coming back from this conference, I realized a few key themes had dominated my conversations with clients:
How do you know how well your customer service offering compares with best practices? How do you know what to do to differentiate yourself from your competitors? To answer this question, I put together a Best Practices Framework that you can use to assess your current capabilities. There’s an associated tool in the form of a Microsoft Excel spreadsheet that allows you to evaluate yourself against 150 best practices, organized in eight different categories grouped into the four dimensions of strategy, process, technology, and people. Here’s a quick synopsis of the eight categories:
Customer service strategy. What is your customer service strategy across all the communication channels you use to interact with your customers and how does that strategy incorporate the voice of the customer (VoC)?
Back during the dot.com boom years, existing telcos and dozens of new network operators, especially in western Europe and North America, laid vast amounts of fiber optic networks in anticipation of rapidly rising Internet usage and traffic. When the expected volumes of Internet usage failed to materialize, they did not turn on or “light up” most (some estimate 80% and even 90% on many routes) of this fiber network capacity. This unused capacity was called “dark fiber,” and it has only been in recent years that this dark fiber has been put to use.
I am seeing early signs of something similar in the build-out of infrastructure-as-a-service (IaaS) cloud offerings. Of course, the data centers of servers, storage devices, and networks that IaaS vendors need can scale up in a more linear fashion (add another rack of blade servers as needed to support an new client) than the all-or-nothing build-out of fiber optic networks, so the magnitude of “dark cloud” will never reach the magnitude of “dark fiber.” Nonetheless, if current trends continue and accelerate, there is a real potential for IaaS wannabes creating a glut of “dark cloud” capacity that exceeds actual demand, with resulting downward pressure on prices and shakeouts of unsuccessful IaaS providers.