Your service processes must be the same across all communication channels – traditional and social – in order to deliver a consistent experience and value proposition to your customer base. At the moment, this is downright hard to do, as almost no company offers a solution that tightly integrates the social and traditional communication channels. RightNow saw this need and has delivered a solution that allows customer support agents to engage with customers on Facebook.
Facebook has 500 million registered users that spend more than 3 billion hours a month on their site, says Nielsen. It’s a veritable interaction hub, where many businesses have a significant presence. Some have hundreds of thousands of fans. Other businesses have smaller, yet very loyal followings.
RightNow’s CX for Facebook product, to be released in November, will allow companies to install an app that creates a “Support” tab on their wall. Once a user (customer or prospect) clicks on this tab, they will be able to find answers from community content or from the corporate knowledgebase, ask the community questions, follow, participate and track discussions, propose an idea, ask an agent (either in a public or a private conversation), and more without leaving the Facebook site. Agents as well will be able to monitor and respond to wall posts: RightNow’s SmartSense sentiment analysis will be able to detect the tone of posts and flags high-priority comments for immediate follow-up.
The other day I was just reminiscing with a friend who works at HP about all the good times I had there with my ProCurve family. When I left for a once in lifetime opportunity, I had so much hope for HP’s networking division. Like many of my inquiries from global customers looking for a Cisco alternative, I’m concerned about the division and its long-term viability. I’m not worried if HP will continue to exist without Mark Hurd. Companies are more than a single leader. There is plenty of research, books, and online debates about the effect of a single person: Jack Welch, Steve Jobs, John Chambers, etc. The issue at hand is the existence of product lines within enormous companies, like networking within HP. One of my mentors always said, “If you look at networking over the last twenty years, no major IT company or voice vendor has been able to pull off being a serious networking vendor if networking wasn’t its first priority.” Fundamentally networking is one of the few technologies where a vendor has to be all in. The networking graveyard is full of headstones: Nortel fell off the face of earth, IBM sold off its assets, and Dell hobbles along.
Ah, you might say, what about HP? That brings me to my three observations that every IT manager should consider when including HP in their network architecture:
Rarely does vendor consolidation reflect such fragmentation of a market.
Picking up on the recent acquisition trend of independent market leaders, IBM today announced plans to acquire long-time GRC heavyweight OpenPages to strengthen its business analytics offerings, including Cognos and SPSS. It's a good fit for both companies and certainly won't surprise anyone who has been following the space... the OpenPages platform leans on Cognos for its reporting capabilities, so they already have a head start on product integration. The two have also proven successful in the past by combining forces on large risk management implementations, so there are already established use cases to reference.
This deal is most interesting, however, when you consider the other acquisitions of top GRC vendors. Less than two years ago, Paisley was acquired by Thomson Reuters to strengthen its tax and accounting business and content delivery, while EMC acquired Archer Technologies earlier this year as a dashboard (at least initially) to pull together IT risk data and processes as part of its RSA security offerings. While OpenPages has historically competed with Paisley in financial controls management and has recently been moving more into Archer's core IT risk and compliance domain, this acquisition will likely turn the company more toward higher-level corporate performance and enterprise risk management. The GRC vendors will still compete regularly, but their unique selling propositions are starting to look more and more unique all the time.
I will be joining Forrester's Tweet Jam on Cloud Computing today to add some commentary on the differences we're seeing in attitudes toward "cloud" as a delivery model and in adoption across countries. Interest and adoption differs significantly across countries. While in most countries the primary drivers of both Infrastructure-as-a-Service (IaaS) and Software-as-a-Service (SaaS) are around speed and flexibility, in others the primary drivers are cost. Interestingly, in India and Russia, the No. 1 driver for IaaS is "improving disaster recovery and business continuity." IT decision-makers in those markets prefer to rely on those focused on delivering infrastructure than on their own datacenter, for certain projects.
As for inhibitors, the main concerns are pretty common across countries: security and privacy issues, integration with existing infrastructure and applications, and uncertainty around to total cost of ownership. While many are driven by the desire to move from fixed cost to rotating costs (capex to opex), they remain concerned about the total costs in the long-run.
Just when you were getting your mind around Social Computing, Forrester has concluded that Social Computing is a steppingstone along the path to the empowered era. At least that’s one of the findings you’ll discover in the new book Empowered, co-authored by Groundswellauthor Josh Bernoff and Ted Schadler, published today by Harvard Business Review Press.
There were certainly some compelling arguments made in favor of this approach — not the least being that it's a highly cost-effective way to provide improved services to taxpayers who ultimately foot the bill for government IT efforts. As an investor in government IT (I pay taxes), I'm fully supportive of anything that improves services and reduces costs!
One of the most memorable quotes came early on from Carl Malamoud when, in his opening keynote, he suggested, "If we can put a man on the moon, surely we can launch the Library of Congress into cyberspace." (See his keynote below).
I had the chance to sit down with Credit Suisse’s CISO and Head of IT Risk, Daniel Barriuso, to ask him a few questions about his role at Credit Suisse and his approach to security. Daniel will be keynoting this week at Forrester’s Security Forum, which kicks off this Thursday, September 16th. Here’s a sample of our Q&A below:
Why is a more holistic approach to IT security so important today?
[Barriuso]: Given the complex and fast changing IT security landscape, a holistic approach is key to being able to effectively understand the end-to-end threat landscape and manage it proactively. This entails planning for both current and emerging threats, identifying future trends, and making conscious decisions on the security investments required.
What were some of the most important lessons that you learned over the last several years?
[Barriuso]: A key lesson that I have learned through my career is that governance is the foundation for a strong IT security organization. Often organizations focus on technology and technical controls as the main driver to secure data. Instead, a top-down approach is required, beginning with the policy, governance bodies, and risk management framework.
What advice would you give to other senior security leaders who want to move to this more holistic approach?
Today, Forrester and Harvard Business Review Press released the print version of Empowered, a book by Forrester veterans Josh Bernoff and Ted Schadler. This book is a quick and worthwhile read for just about anyone who wants to consider the changing role of technology in the workplace. After several reads of this book, I have found that in addition to a lot of great statistics, quotes, and case studies, there is a valuable message for how companies MUST change their philosophy and approach toward new technologies in order to stay innovative.
As a quick example of how quickly the technology landscape is changing, stop for a moment to consider just how many times in the past few days you have:
Received an invitation to LinkedIn.
Seen a personal acquaintance using Facebook.
“Tweeted” or heard someone comment on “tweeting.”
Checked your mobile phone — or seen a commercial for a cool new mobile app.
One of the pillars of crafting an “ideal customer service experience” is to offer a consistent service experience across the communication channels that you support. So what does this mean for the service manager who needs to think about this problem from a pragmatic perspective? It means that:
Service agents must have access to the customer history across all interaction channels for a full view of the customer.
Service agents must use the same processes and have access to the same knowledge so that the service resolution process is the same regardless of channel.