Making Change Management Work: Three Practitioners Offer Some Guidance

Claire Schooley

Change management from the people perspective is too often a forgotten component of business process transformation. Organizations focus on getting the new processes right and putting technology components in place — but helping people who will implement the new processes accept and even embrace change is usually an afterthought. Some organizations — small and medium-size businesses as well as global enterprise organizations — have realized how critical the people piece is to success and have addressed the people issue early on in the change process.

At Forrester’s Business Process Forum, we will bring together some of these practitioners that have made change management work in their organizations. We recently caught up with three of them: Tom Coleman, Chief Information and Process Officer, Sloan Valve Company; Wade Wallinger, GM Value Chain Optimization COE , Chevron; and Ronald Sharpe, Change Management Lead, Business Excellence Team, Cabela’s.

Q: How did you get your change management program started?

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“Street Smart” Versus “Book Smart”

Jennifer Belissent

Leonardo da Vinci BridgeSmart cities come in all shapes and sizes. There is not one definition of smart. Think about the terms “street smart” and “book smart.” When I think about the initiatives or reforms that we’re seeing across cities, I’ve started categorizing them along these lines. New initiatives like sensor-based parking and traffic optimization fall into street smart, while streamlining of back office processes and applications tend to be more book smart. And as we know, it takes all kinds.

The hype of smart cities, however, has focused on the sexy new kid on the block. Everything sensor-based and “intelligent” has gotten top billing from vendors. However, many cities need to start cracking the books first. 

Here are a few ways to start:

  • Rationalization of back office applications. Sprawling or at least siloed IT infrastructure and business apps can be upgraded and consolidated. Several CIOs I’ve spoken with have mentioned that this is a big challenge. Department heads don’t want to give up control over their domain, as they see it. Big cities find themselves with multiple enterprise resource planning (ERP) systems running across different departments in a city: Parks and Recreation licenses ERP from one vendor; Public Works subscribes to ERP services from another; Transportation manages their fleet with yet another.
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CSC Acquires AppLabs - Building Bench Strength In The Testing-As-A-Service Market, Especially If CSC Looks At The Bigger Picture

Margo Visitacion

CSC announced today that it is acquiring AppLabs, a US-based IV&V testing vendor. At first glance, it's a win, maybe a win for both sides. CSC states that one of the reasons that it acquired AppLabs is to augment its horizontal application strategy - due to AppLabs' presence in the US and UK (both vendors have firmly rooted practices in both markets) and to leverage AppLabs' testing strength in both custom and package applications. It's clearly a win for CSC:

  • This acquisition brings the larger vendor something new - a foot into the ISV market. AppLabs has had a pretty successful track record in testing software products. Historically, CSC's focus has been supporting internal IT for both private and public sectors. 
  • AppLabs is one of the vendors that has been consistently successful in adapting both iterative and Agile practices to its test methodology. This allows it, if it can transfer AppLabs' approach into its current testing practices, to better poise itself to support testing continuous build and integration environments.
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CMOs And CIOs Tackle Technology: Q&A With Robert Mead, CMO And Michael Mathias, CIO At Aetna

Sharyn Leaver

Recently my colleague David Cooperstein and I had the opportunity to meet with Robert Mead and Michael Mathias, the CMO and CIO respectively at Aetna. They will be speaking at our upcoming CIO-CMO Forum on September 22 in Boston, so this serves as a bit of a preview to what should be an eye opening presentation. Enjoy!

David Cooperstein: What external changes drove you to build a deeper partnership with your technology peers?

Robert Mead, Senior Vice President, Aetna Marketing, Product & Communications: The U.S. health care system is fragmented and well behind the curve in terms of price transparency and consumer-friendly products and services.  The deep partnership between technology and marketing at Aetna lets us put leading-edge technologies and powerful tools and applications directly into the hands of people so that they can be confident consumers and informed patients. Our close collaboration with our colleagues in technology is driven by a few external factors:

  • the increasing cost of care and the corresponding changes in employer-based insurance – consumers are being asked to take more ownership of their health and wellness and their health care spending;
  • the introduction and rapid adoption of technology that empowers consumers (and patients) to engage in the health care system where they are in life and in the way they want to be connected; and
  • health care reform, which aims to bring millions of previously uninsured Americans into the marketplace as consumers.
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NetIQ + Novell: A Nice Combo That Could Be Even Better If ...

Glenn O'Donnell

 

On 22-Nov-2010, Attachmate Corporation announced it was acquiring the assets of Novell, Inc. Once on top of the IT world, Novell's glory had clearly faded. Along the way, however, it acquired several attractive assets of its own (e.g., PlateSpin, Managed Objects). Towards the end of its independence, the future certainly looked bleak for Novell and especially its management software businesses.

The immediate reaction to the Attachmate acquisition was skepticism among most industry watchers, including yours truly. My reaction was similar when Attachmate acquired NetIQ. After all, what rationale is there to a legacy mainframe software company buying either NetIQ or Novell? The perception was that all of these product families would be milked for their maintenance revenue and innovation, and other development would be killed. It now appears these fears were largely unfounded, though I stand by my original skepticism. Veterans like me have seen such things unravel before.

The various Novell assets have been redistributed across four companies in the Attachmate Group, with the management assets being assimilated under the NetIQ brand. While a full merger of the NetIQ and Novell assets will take at least a year, the (now) NetIQ team has moved with impressive speed to launch its initial consolidated families.

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Join CIOs And CMOs As They Determine The Future Of Technology Planning In The Empowered Era

Gene Leganza

We at Forrester have written a lot about the “empowered era” in the past year. We’re talking about the empowerment of customers and employees, the consumerization of technology, and grass-roots-based, tech-enabled innovation. There are lots of great case studies around illustrating these forces and how they can benefit the enterprise, but those success stories are only part of the picture. Behind the scenes, there is disruption and confusion about who’s planning the road ahead regarding the technology in our organizations’ future. It used to be that the CIO made sure that happened by making it the exclusive domain of strategic planners and enterprise architects. But isn’t centralized — and IT-based — tech planning the opposite of empowerment? Wouldn’t sticking with the old approach result in missing out on all this employee innovation that’s supposed to be so powerful? Should the CIO no longer establish the technology the enterprise will use? Does the empowerment era mean the end of tech planning as we know it?

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What Fine Whisky Can Teach Us As End User Computing Professionals

David Johnson

When Something Is So Good, It's Hard To Imagine It Will Ever Be Matched
The famous connoisseur Jim Murray said of the 1974 Ardbeg Provenance: "This is the finest whisky I have ever tasted. As close to perfection as makes no difference." Ever notice that every once in a while, something comes along in which it seems heaven, earth and the stars were aligned? It's as if all of the ingredients came together to create something so amazing, it's hard to imagine it could ever be matched.

Microsoft Excel Is IT's Answer To The 1974 Ardbeg Provenance
I felt this way when I used Microsoft Excel in 1996. At the time I was a geologist responsible for accurately steering an oil drilling bit 3,000 meters below the surface of a Montana farm field. With Excel and the magical help of John Walkenbach's advanced Excel programming books, I could create a graphical representation of the well bore's profile from downhole telemetry data, condensed so that the drillers and I could easily see which way the bit was going thanks to Excel's charting functions and some tricky Visual Basic wizardry. It seemed there was nothing that Excel could not do.

Used In Ways The Designers Never Imagined
I am certain that the designers of Excel never envisioned that use case (I know this because one of the original product managers is a former colleague and we talked about it), but the product was so functional that a skilled user could make it do virtually anything. It saved us literally days of drilling at $30,000 per day because we could see so much more easily what was going on beneath our feet. We could drill a well an average of 20% faster than our competitors - a significant advantage when at the time the price of oil was so low, that the profit from the wells would take 5 years or more to be realized.

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HP Expands In Africa: Don't Forget That GTM Is Not CSR

Jennifer Belissent

There seems to be a renewed interest in Africa. Is it that those who follow emerging markets have tired of China and India?  Is it the recent events in North Africa that have sparked interest and hope for the region? Or could it be that, as McKinsey Global Institute put it, at least some African countries “have turned a corner and are now on the path to sustainable growth and poverty alleviation?”

From a technology perspective, it is also likely that finally with recent developments in both undersea cable and satellite links, the Internet has arrived in a way that makes Africa a viable market for ICT. And by that I mean not just for low-cost, bottom-of-the-pyramid solutions and not just South Africa, both of which have long been on the radar of some technology vendors for some time. 

I’ve been studying Africa on-and-off for over 20 years now. In 1989 I took a one-way ticket to Bujumbura, Burundi (yes, I did have to look it up on a map first), traveled to Bukavu, Zaire (now Democratic Republic of the Congo), where I spent the summer, and eventually settled in Bossangoa, Central African Republic, where I was a high school math teacher for two years. At that time there were no telephones in my city although it was the largest in the region, and only limited lines into and out of Bangui, the capital. I spoke to my parents three times in two years, which is very hard to imagine in these days of Skype and Facebook. Needless to say much has changed in Africa as well.

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Xsigo Expands to a Data Center Fabric: Converged Infrastructure for the Virtual Data Center

Richard Fichera

Last year at VMworld I noted Xsigo Systems, a small privately held company at VMworld showing their I/O Director technology, which delivereda subset of HP Virtual Connect or Cisco UCS I/O virtualization capability in a fashion that could be consumed by legacy rack-mount servers from any vendor. I/O Director connects to the server with one or more 10 G Ethernet links, and then splits traffic out into enterprise Ethernet and FC networks. On the server side, the applications, including VMware, see multiple virtual NICs and HBAs courtesy of Xsigo’s proprietary virtual NIC driver.

Controlled via Xsigo’s management console, the server MAC and WWNs can be programmed, and the servers can now connect to multiple external networks with fewer cables and substantially lower costs for NIC and HBA hardware. Virtualized I/O is one of the major transformative developments in emerging data center architecture, and will remain a theme in Forrester’s data center research coverage.

This year at VMworld, Xsigo announced a major expansion of their capabilities – Xsigo Server Fabric, which takes the previous rack-scale single-Xsigo switch domains and links them into a data-center-scale fabric. Combined with improvements in the software and UI, Xsigo now claims to offer one-click connection of any server resource to any network or storage resource within the domain of Xsigo’s fabric. Most significantly, Xsigo’s interface is optimized to allow connection of VMs to storage and network resources, and to allow the creation of private VM-VM links.

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The Relationship Between Dev-Ops And Continuous Delivery: A Conversation With Jez Humble Of ThoughtWorks

Jeffrey Hammond

If you've been reading the research I've been writing over the past year, you know that I'm a fan of implementing an application life-cycle management strategy that focuses on increasing development flow and supports high-performance teams. You don't need to religiously implement all 22 CMMI processes or deliver dozens of intermediate development artifacts like some leading processes advocate. Rather, there are certain important processes that you should spend your time on. We wrote about change-aware continuous integration and just-in-time demand management in last year's Agile Development Management Tools Forrester Wave™. They are two of my favorite areas of focus, and they are great areas to invest in, but once you have them working well, there are other areas that will require your focus. In my opinion, the next process where you should focus on flow is everything that happens post build and preproduction. Most folks think about this process as release management or configuration management, but I think there's a better term that focuses on how quickly software changes move through both processes. It's called continuous delivery. When you focus on establishing a process of continuous delivery, you'll find that your capacity to release changes will increase, your null release cycle will shrink, and a larger proportion of the productivity gains you've seen from your Agile development efforts will flow through into production.

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