How Cloud Computing Will Change Application Platforms

John R. Rymer

Cloud computing will bring demand for elastic application platforms.

Promises that cloud computing can save money and reduce time-to-market by automatically scaling applications (either up or down) oversimplify what it takes to develop application architectures to achieve these benefits of elastic scaling. Few of today's business applications are designed for elastic scaling, and most of those few involve complex coding unfamiliar to most enterprise developers. A new generation of application platforms for elastic applications is arriving to help remove this barrier to realizing cloud's benefits. Elastic application platforms (EAPs) will reduce the art of elastic architectures to the science of a platform. 

EAPs provide tools, frameworks, and services that automate many of the more complex aspects of elasticity. These include all the runtime services needed to manage elastic applications, full instrumentation for monitoring workloads and maintaining agreed-upon service levels, cloud provisioning, and, as appropriate, metering and billing systems. EAPs will make it normal for enterprise developers to deliver elastic applications — something that is decidedly not the norm today.

Forrester defines an elastic application platform as:

An application platform that automates elasticity of application transactions, services, and data, delivering high availability and performance using elastic resources.

We see organizations moving toward EAPs by extending their current web architectures, following one or more of four paths:

Read more

How To Make The CFO A Buyer For Sustainability Solutions

Chris Mines
Most of the suppliers of IT-for-sustainability (ITfS) solutions that we work with have one path to finding a buyer in their customer organizations: through the IT organization. Whether giants, such as SAP and HP, or newcomers, such as Hara and ENXSuite, vendors of energy management, carbon reporting and other ITfS products are typically starting their sales motion with customers' traditional buyers of software sytems: IT.

Not that there's anything wrong with that. We have long maintained that IT organizations and the CIOs that lead them will increasingly be the owner and operator of environmental systems of record, just as they are for financial, HR, and customer data systems, among others. But, ITfS suppliers will want to develop multiple pathways into customer organizations. For most, decision-making around sustainability processes and technologies is diffuse, spread across IT, facilities, operations and CSR. Finding the buyer for sustainability is oft-times the proverbial needle in the haystack.

Read more

Application Performance Trumps User Experience

Mike Gualtieri

I am not talking about The Donald here, thankfully. I am talking about how fervently impatient users are when it comes to website and mobile app response time. You can design a brilliant, luxurious, and intuitively interactive user experience, but if it doesn't perform well — as in response time — then the users will hate it. They don't want to wait. Why should they? They will just go somewhere else. Your job is to design and implement user experiences that are lovable and that performance spectacularly. 

Application Performance Management Starts During UX Design

Forrester defines performance as:

The speed with which an application performs a function that meets business requirements and user expectations.

To insure speedy application performance, organizations should start application performance management (APM) during the application design process. Too few user experience (UX) designers understand the performance implications of their designs. But, application architects must also help UX design professionals by finding clever ways to:

  • Boost performance.
  • Mitigate the effects of scale on performance.
  • Insure high availability.
Read more

HP And Oracle Customers React – Not Happy, But Coping

Richard Fichera

Since Oracle dropped their bombshell on HP and Itanium, I have fielded multiple emails and about a dozen inquiries from HP and Oracle customers wanting to discuss their options and plans. So far, there has been no general sense of panic, and the scenarios seem to be falling into several buckets:

  • The majority of Oracle DB/HP customers are not at the latest revision of Oracle, so they have a window within which to make any decisions, bounded on the high end by the time it will take them to make a required upgrade of their application plus DB stack past the current 11.2 supported Itanium release. For those customers still on Oracle release 9, this can be many years, while for those currently on 11.2, the next upgrade cycle will cause a dislocation. The most common application that has come up in inquiries is SAP, with Oracle’s own apps second.
  • Customers with other Oracle software, such as Hyperion, Peoplesoft, Oracle’s eBusiness Suite, etc., and other ISV software are often facing complicated constraints on their upgrades. In some cases decisions by the ISVs will drive the users toward upgrades they do not want to make. Several clients told me they will defer ISV upgrades to avoid being pushed into an unsupported version of the DB.
Read more

Closing The Innovation Gap

Brian  Hopkins

Greetings — thanks for taking the time to read my inaugural blog! Let me introduce myself by way of continuing a discussion that I started at Practicing EA and CIO.com on innovation and technology that I think strikes at the heart of our challenges as enterprise architects. It also provides a good context for my future research, which I discuss at the end.

Closing The Innovation Gap

In part 1 of this post, I claim that a gap opened while we were fighting the overly complex, expensive current state and trying to help our business partners innovate with new technology.

The gap – We cannot deliver new technology and innovation quickly or cheaply enough.

Shadow IT Is The Symptom, Not The Cause

  • The Symptom – We often blame Shadow IT and manual workarounds for increases in complexity, reduction in quality of service, and obscuring true technology costs. These are symptoms of the problem, not the problem itself.
  • The Cause – Business users know more about what they need and when they need it and are the most motivated to solve their problems now, not once the budget cycle gets around to funding a project. Central IT, where most EAs practice, is a knowledge store for designing enterprise-scale systems but is constrained in its ability to deliver.
Read more

Software License Models Are Changing — Participate in Forrester’s Online Survey

Holger Kisker

The lines are blurring between software and services — with the rise of cloud computing, that trend has accelerated faster than ever. But customers aren’t just looking at cloud business models, such as software-as-a-service (SaaS), when they want more flexibility in the way they license and use software. While in 2008 upfront perpetual software licenses (capex) made up more than 80% of a company’s software license spending, this percentage will drop to about 70% in 2011. The other 30% will consist of different, more flexible licensing models, including financing, subscription services, dynamic pricing, risk sharing, or used license models.

Forrester is currently digging deeper into the different software licensing models, their current status in the market, as well as their benefits and challenges. We kindly ask companies that are selling software and/or software related services to participate in our ~20-minute Online Forrester Research Software Licensing Survey, letting us know about current and future licensing strategies. Of course, all answers are optional and will be kept strictly confidential. We will only use anonymous, aggregated data in our upcoming research report, and interested participants can get a consolidated upfront summary of the survey results if they chose to enter an optional email address in the survey.

Read more

Do You Need An IT Execution Plan For Social Business Strategy?

Nigel Fenwick

Social technology is coming into every organization whether IT wants it or not. The adoption of social technologies to support business and customer needs has been fastest outside of IT — often with IT playing catch-up and struggling to provide value. CIOs are at a crossroads where they can either choose to lead IT toward social business maturity or sit back and watch as the rest of the organization pushes ahead, leaving IT in social business obscurity. The choice is easy, but the execution is difficult. A new report — Social Business Strategy: An IT Execution Plan — suggests CIOs should assess the organization’s current social maturity and implement a plan that positions IT to successfully support a social business strategy.

Organizations are broadly categorized as social laggards, internally mature, externally mature or enterprise mature. The approach recommended for CIOs differs based on the maturity level. For example, CIOs in organizations with strong internal maturity should focus on developing a partnership with marketing in order to extend the use of social strategy out to customers and business partners.

Understand your social maturity

While very few organizations are already at the enterprise maturity level, CIOs in these organizations can take an active role in developing social business strategy by supporting the creation of a social business council and dedicating staff to support social strategy.

Read more

Russian Cities Will Get Smarter... By Law.

Jennifer Belissent, Ph.D.

Russian IT decision-makers are optimistic about their prospects for the next 12 months, according to Forrester’s Global Budgets And Priorities Tracker Survey, Q4 2010 – and, surprisingly, much more so than those in other countries -- 67% reported that their prospects are good versus only 52% in the US and 35% in the UK.  On my recent trip to Moscow to deliver the keynote speech at Cloud Russia 2012, I looked for that optimism, and the root sources of it.  There are certain obvious sources.  The price of oil is high, and Russia is an oil exporter.  The 2014 Winter Olympics are bringing significant investment to the region.  But most importantly the political dialogue is focused on innovation and technology.  That, in Russia, counts for a lot. 

Given my own research agenda, I investigated the interest in public sector technology adoption and “smart city” initiatives.  The answers were mixed.  As elsewhere vendors are pushing solutions to improve transportation, energy efficiency and municipal administration.  But many of those technology vendors did not share the optimism of the IT decision-makers for their own prospects in Russia. They did not see Russian cities as highly motivated, or incented, to get smart. 

Read more

Wrigley’s Customized “MyExtra” Gum: Exciting Product Strategy, Slow Fulfillment

JP Gownder

Product strategists at Mars, Incorporated are experimenting with mass customized offerings quite a bit.  In addition to their build-to-order customized M&Ms offering, their subsidiary Wrigley has just rolled out MyExtra gum, which prints personalized wrappers on Extra gum packs.

Product strategists at Wrigley declined Forrester’s recent request for a research interview, but judging from the myextragum website and their press release, the offering is a really interesting example of a creatively mass customized product strategy.  Why?  Product strategists at Wrigley have:

  • Redefined the product using customization. Myextragum isn’t just gum with a customized wrapper. Instead, it’s a greeting card (Mother’s day, birthday, other holiday) or a business card (to be given to patrons) plus gum. Wrigley is moving into a non-adjacent, previously orthogonal product market in one fell swoop. That’s aggressive and creative.
     
  • Justified the higher price point. At $4.99 – though the price reduces with bulk orders – the product is pretty expensive for a pack of gum. But, again, it’s not a pack of gum – it’s a greeting card or business card that also has gum inside. This pricing makes sense when you think of the price of Hallmark cards or custom business cards.
Read more

Mass Customization Is (Finally) The Future Of Products

JP Gownder

Mass customization has been the “next big thing” in product strategy for a very long time. Theorists have been talking about it as the future of products since at least 1970, when Alvin Toffler presaged the concept. Important books from 1992 and 2000 further promoted the idea that mass customization was the future of products.

Yet for years, mass customization has disappointed. Some failures were due to execution: Levi Strauss, which sold customized jeans from 1993-2003, never offered consumers choice over a key product feature – color. In other cases, changing market conditions undermined the business model: Dell, once the most prominent practitioner of mass customization, failed spectacularly, reporting that the model had become “too complex and costly.”

Overall, the “next big thing” has remained an elusive strategy in the real world, keeping product strategists away in droves.

Read more