Forrester is conducting a deep dive into dynamic case management usage by interviewing 50 companies implementing these solutions and evaluating 10 dynamic case management (DCM) platforms for an upcoming Forrester Wave. Enterprises are using DCM solutions to tackle untamed processes that service a myriad of customer and citizen requests, automate and track "incidents" related to investigations, and meet new compliance demands from a growing number of ever-more-scrupulous regulators. And with an eye to the future, business process professionals report that DCM offers great potential to align process outcomes with organizational goals, leverage unique expertise of I-workers, and improve agility for case workers, business managers, and IT.
But one aspect of this is interesting in the way DCM may change existing management approaches. The new generation of case management platforms allow for more rapid change by the case worker, business process pros, and IT. But this ability only matters if aligned with organizational agility, i.e., allows rules, such as dollar approval limits, to be approved by management in the same time frame. Approving a new rule or wording change in a communication can take weeks at some enterprises today. So management will have to decentralize decision-making to the case worker.
Sourcing executives are winding down 2010 and gearing up for 2011. Most of the sourcing executives we have spoken with recently are bullish about the year ahead, despite some looming uncertainty about the economy, particularly in Europe. Spend is opening up again, and buyers are investing in more strategic initiatives. But sourcing groups still struggle to balance low cost and high value.
Many of the sourcing groups currently working with Forrester are asking about cloud as a viable alternative to traditional deployment models. Cloud promises rapid deployment, potentially significant cost savings, and variable pricing in line with how buyers want to pay in the current economy. And cloud offerings continue to mature in areas where buyers previously had concerns (vendor viability, security, architecture, location of data). Cloud adoption is already over 25% in North America, and continues to grow in Europe (led by UK, but also growing in areas like Germany, France, the Nordics).
Most sourcing strategies around cloud consist of five key phases:
1. Understanding the evolving supplier landscape and market maturity across cloud offerings.
2. Educating business (and potentially IT) about the advantages and disadvantages of cloud.
3. Building decision frameworks to support cloud purchases.
4. Creating a contract negotiation and pricing strategy for cloud; building contract templates.
5. Working with business, vendor management, and IT to routinely evaluate ROI and decide whether to renew relationships or find alternatives (potentially cloud, hosted, on-premise, or hybrid).
Open Text today announced that it has acquired StreamServe, a provider of customer communication management solutions. The acquisition will add a missing piece from the OT portfolio — document output for customer communication management — and will enhance Open Text's SAP partnership. DoCCM is becoming more important to push transactional content for multichannel communication and as one of the components of dynamic case management solutions. StreamServe has always had strong post composition, output management, and production management, particularly for invoices and statements generated by ERP systems, including SAP and Lawson Software. It's a dominant provider of CCM in the energy, utility, and supply chain segments. Its partnership with Adobe — which integrates StreamServe's Persuasion with Adobe LiveCycle Designer ES and repackages it as LiveCycle Production Print ES — has enhanced the North American presence. But at its core, StreamServe excels at integrating DoCCM into structured and enterprise apps to leverage its work processing and will benefit from integrating with OT systems, particularly the more capable BPM and WCM solutions. Fairly predictable — but a good move for both firms.
Last week I was in Dubai and got a chance to visit GITEX, the largest IT event in the Middle East. I was very interested and impressed to see the “Government” pod. I’ve participated in many IT events including biggies like Mobile World Congress, and I don’t think I’ve ever seen a pod dedicated to governments’ use of IT. But, the event in Dubai clearly was showcasing how governments were using IT to address public sector concerns. I spent time in the UAE Ministry of Public Works (MoPW) booth hearing about their “e-Project” portal, which streamlines processes such as bidding and awarding of MoPW contracts, as well as the prioritizing, managing, and launching of specific projects. The portal also facilitates the registration, licensing and evaluation of vendors. The Ministry of the Environment and Water also recently launched a new version of its Web portal, which welcomes suggestions or complaints from citizens and employees, allows for public inquiries about all conservation and environmental projection issues, enables licensing for agricultural business activity or use of pesticides, and even includes a “contact the minister” feature. I also spoke to teachers affiliated with the Dubai Ministry of Education who were thrilled to have just received new iPads from which they could take attendance, record grades and manage classroom schedules. Many ministries and government agencies from across the UAE were represented. Clearly Emirates cities understand the imperative of addressing public issues with technology solutions. As populations grow – UAE population will increase 75% between 2010 and 2050 – and development continues, Emirati governments are getting “smart.”
Mike Gilpin poses this question in the most recent post to his blog. This question was sparked at Forrester’s Business Process & Application Delivery Forum during a conversation during the session “Using The Next Generation PMO To Promote Innovation.” What’s interesting is that the question came from an attendee -- presumably aligned with their firm’s PMO -- who said that in their firm, strategic investment planning is led by their enterprise architecture team, which is responsible for the strategic planning and business architecture processes.
There are multiple ways to come up with the “best answer” to this question. Nigel Fenwick discusses the answer in terms of the CIO’s responsibility to own strategy development -- and the coordination of functions necessary to carry out strategy. I’d like to answer this from the perspective of “what does it take to have an effective strategic investment planning process?”, examining the value the EA function and the PMO can provide.
My colleague Craig Symons, who is Forrester’s expert on IT governance, defines effective governance as ensuring the best answers to these questions:
Many clients have suggested their PMO mission is already elevated to this level. They now focus their efforts on everything from guiding business leaders through building a business case for the investments they want to make, to guiding decision-makers through selection from the portfolio of investment proposals, to tracking benefits realization and ROI after the fact. PMOs with this kind of business-focused, strategic mission have greater business impact and are often close partners with executives leading their firm.
Recently I’ve been living a double life. By day a mild-mannered functionary for Forrester Research, helping I&O professionals cope with the hurly-burly of our rapid-paced world. By night I have been equipping myself with an iPhone, iPad and trying out any other mobile devices I can get my hands on, including Dell Stream, Android phones, and the incredibly appealing new Apple Macbook Air. While my colleague Ted Schadler has been writing on these devices from a more strategic perspective, I wanted to see what the daily experience felt like and simultaneously get a perspective from our I&O customers about their experiences.
So, the first question, is the mobile phenomenon real? The answer is absolutely yes. While the rise of mobile devices is a staple of every vendor’s strategic pitch, it also seems to be a real trend. In conversations with I&O groups, I have been polling them on mobile devices in their company, and the feedback has been largely the same – employees are buying their own consumer devices and using them for work, forcing I&O, security and email/collaboration application owners, often well outside of plan, to support them. Why can’t IT groups “just say no”? The answer is that IT in rational companies is fundamentally in the fundamental business of enabling business, and the value and productivity unlocked by these devices is too much to pass up.
For those of us who following the collaboration software space, video in business has been a hot topic: We have seen year-over-year growth in videoconferencing implementations, a majority of businesses are interested in or implementing video streaming technology, and the emergence of vendors offering "YouTube for the enterprise" services that allow information workers to create and share business-related videos. What's driving all of this interest in video? From a business leader perspective, you could argue that video enables more efficient and effective communication and collaboration for increasingly distributed workforces. For rank-and-file information workers, exposure to consumer services like Skype, Facetime (the video chat capability on Apple's iPhone) and YouTube have made them comfortable with the idea of video communications, which brings me to the subject of this blog post: how is desktop videoconferencing -- communications via a video unit on the desk like a Webcam -- being adopted by businesspeople?
In our most recent survey of information workers (those who use a computer to do their job), we find that while 29% of workers use videoconferencing technology, only 15% have access to desktop video technology. The bulk of those using this tool are not the rank-and-file, but the managers and executives who have historically been the users of videoconferencing services. Considering the increasing acceptance of this more personal form of video in the consumer realm, these light adoption numbers raise the question about how this technology can spread throughout businesses. I'm currently working on a report on this very topic and I'm interested in hearing from you. Has desktop videoconferencing found its way into your business? If so, who led the charge and what was the rationale? If not, what is hindering implementation and adoption?
At its Professional Developers Conference this week, Microsoft made the long-awaited debut of its Infrastructure as a Service (IaaS) solution, under the guise of the “VM-role” putting the service in direct competition with Amazon Web Services’ Elastic Compute Cloud (EC2) and other IaaS competitors. But before you paint its offering as a "me too," (and yes, there is plenty of fast-follower behavior in today’s announcements), this move is a differentiator for Microsoft as much of its platform as a service (PaaS) value carries down to this new role, resulting in more of a blended offering that may be a better fit with many modern applications.