I just completed my second quarter as the Research Director of Forrester’s Security and Risk team. Since no one has removed me from my position, I assume I’m doing an OK job. Q2 was another highly productive quarter for the team. We published 20 reports, ran a security track at Forrester’s IT Forum in Las Vegas and Lisbon, and fielded more than 506 client inquiries.
In April, I discussed the need to focus on the maturity of the security organization itself. I remain convinced that this is the most important priority for security and risk professionals. If we don’t change, we’ll always find ourselves reacting to the next IT shift or business innovation, never predicting or preparing for it ahead of time. It reminds me of the Greek myth of Sisyphus. Sisyphus was a crafty king who earned the wrath of the gods. For punishment, the gods forced him to roll a huge boulder up a steep hill, only to watch it roll back down just before he reached the top — requiring him to begin again. Gods tend to be an unforgiving lot, so Sisyphus has to repeat this process for the rest of eternity.
If my protestations don’t convince you, perhaps some data will. The following are the top five Forrester reports read by security and risk professionals in Q2:
So what does this mean for CIOs and IT, the custodians of enterprise technology architecture?
It is clear Jive wants to play with the big boys in the enterprise software space. To date, many Jive deployments have not involved IT. This ability to deploy its technology without IT’s involvement has no doubt helped Jive to this point. Of course, having market-leading functionality hasn't hurt. (Jive has featured highly in recent Forrester Wave reports).
At the recent Enterprise 2.0 conference in Boston, I sat down with Jive’s new CEO, Tony Zingale, to explore the company strategy. From our discussion, it was apparent that Jive intends to compete for a big slice of the enterprise collaboration marketplace. Fundamentally, this is the right direction for Jive, but I foresee some big challenges for the company along the way.
A quick note on a big announcement today by IBM that is being rolled out as I write this. No, I don't have a crystal ball - my colleague Brad Day and I spent a day in Poughkeepsie in late June for the full scoop - provided under NDA. The announcement is massive, so I'll just lay out the high points and a few of my thoughts on what it means to apps folks. I'll leave the deeper I&O/technical details to Brad and others in subsequent posts and research. My goal here is to get a conversation going here on what it may mean to apps people in your IT shops.
What's in the zEnterprise announcement?
It's a new computing environment that unifies Linux, AIX, and z/OS on a new server complex that includes mainframe servers, x86, and Power7 blades under a single set of management software: the zEnterprise Unified Resource Manager (URM).
A 10 Gb private data network joins the new z server (z196) and zBX - an ensemble that houses racks of x86 and Power7 blades. It also includes an intra-ensemble network that is physically isolated from all networks, switches, and routers - permitting removal of blade firewalls.
One client claims a 12-to-1 reduction in network hops by eliminating blade firewalls.
The z196 permits up to 96 Quad-core 5.02 ghz processors, 80 available for customer use, and 112 blades.
What is the impact on applications people and application-platform choice?
zEnterprise is a monster announcement that heralds a long laundry list of improvements - it would be impossible to cover all of the ramifications in a single blog post; however, a brief glimpse of some of the most notable improvements that affect applications folks include (zEnterprise as compared to z10):
I've been leading Forrester's efforts in sustainable computing and green IT for the past three years, with a particular focus on the role of IT professionals and assets in furthering corporate sustainability initiatives. We work with many clients — both supplier and buyer organizations — to improve the adoption, governance, and communications of their green IT and overall sustainability programs and policies.
One of the centerpieces of Forrester's ongoing research in this area is our survey of IT practitioners at enterprises and SMBs worldwide. We have done the survey twice each year since 2007, and it provides a fascinating window into the motivations, depth, and breadth of corporate commitments to greener IT processes and into IT's role in broader corporate sustainability efforts. I want to share two results from our latest survey (conducted in April 2010) and briefly discuss the implications of those findings.
At first look, the data in Figure 1 (click image for a larger version) is not-so-good news for those of us evangelizing and implementing green IT. Simply put, sustainability and energy efficiency rank low (No. 10 out of 11) on IT's priority list. But let's look a little closer at some of the other priorities our survey respondents identified.
"Improve the efficiency of IT" ranks No. 1. That should be directly related to green characteristics of assets and processes, particularly in terms of energy usage. And look at No. 5 on the list, "Define strategy for risk and compliance." This also directly relates to green IT initiatives for e-waste disposal, carbon reporting, and the like.
Watching the World Cup over the past few weeks gave me a new appreciation for soccer/football/futbol. Imagine passing, catching, shooting a ball with NO HANDS.
The goal that Ghana scored in overtime (sorry, "extra" time) to knock out the USA was, sadly, prettier than anything that Tom Brady or Jerry Rice could do with an American football.
So my national pride took a hit as the US was eliminated — fortunately it got a boost in an unexpected way on a trip to a client's event later that week. I spent the day at Panduit Corp.'s new company headquarters outside of Chicago, speaking to their executives and customers on my favorite topic: the role that IT leaders and IT organizations can play as enablers and catalysts of corporate sustainability initiatives.
In the course of Panduit's headquarters-opening event, I got a chance to visit with three companies with a lot in common: privately-held, headquartered a long way from Silicon Valley or Route 128, and family- or founder-led. Not the usual characteristics of innovative, high-tech firms. And yet all three are at the front edge of technologies being used to make buildings and data centers more efficient and less environmentally impactful:
• Lutron of Coopersburg, Pa., founded in 1961 by the inventor of the rotary dimmer switch. A supplier of leading-edge lighting systems for green buildings. The lighting in the building's conference rooms and public areas was calm, cool, and extremely energy-efficient.
BI projects are never short, and, alas, many of them don't end since a fast-paced business environment often introduces new requirements, enhancements, and updates before you're even done with your first implementation. Therefore, we typically recommend doing sufficient due diligence upfront when selecting a BI services provider — as you may be stuck with them for a long time. We recommend the following key steps in your selection process:
Map BI project requirements to potential providers. Firms should use Forrester's "BI Services Provider Short-Listing Tool" to create a shortlist of potential providers. With the tool you can input details about your geographic scope, technology needs, and the type of third-party support you need (i.e., consulting versus implementation versus hosting/outsourcing). The tool then outputs a list of potential providers that meet the criteria. For each potential fit, the tool also generates a provider profile summary that offers key details around practice size, characteristics, and areas of expertise.
Business intelligence (BI) continues to be front and center on the agendas of businesses of all sizes and in all industries and geographies. Ever-increasing data volumes, complexity of global operations, and demanding regulatory reporting requirements are just some of the reasons. But also, more and more businesses realize that BI is not just a tool but rather a key corporate asset that they can use to survive, compete, and succeed in an otherwise increasingly commoditized global economy.
However, we consistently find that many BI initiatives fail and even more are less than successful. Well, maybe we can help. Even if just a little bit. Come to our interactive one-day BI Strategy Workshop to learn the fundamentals and best practices for building effective and efficient BI platforms and applications. The Workshop will also include hands-on exercises with tangible deliverables that you can take back to your teams to help you jump-start or adjust the course of your BI initiatives.
Why attend? Because hundreds of organizations have already benefited from reading Forrester research and working with Forrester analysts on the topics covered in this Workshop. I plan to present Forrester’s most recent research on:
Why are BI initiatives at the top of everyone's agenda, while many of them still fail?
What are some of the best practices necessary to achieve successful BI implementations?
What are some of the next-generation BI technologies and trends that you can't overlook, such as Agile BI and self-service BI?
How do you assess your BI maturity so that you can get a solid starting point on the way to your BI vision and target BI state?
How do you assess whether your organization has a solid BI strategy?
Many companies are at the height of the IT strategic-planning season. For some, this is an annual ritual tied to the budgeting process. For others, this is part of a long-range planning process, with an annual review to check on progress. Still other CIOs are approaching the development of an IT strategy as an integral part of an ever-evolving business strategy, with regular adjustments as the business units flex and respond to market changes. Whatever your perspective, it’s apparent that in the past executives outside of IT have given scant attention to the machinations of the IT strategy — but this is surely changing.
The operational performance of any business unit is now so heavily dependent upon the effective and efficient deployment of appropriate technology that planning a business strategy without also planning technology strategy is like planning to win Formula One without any telemetry. You can’t even get to the starting grid.
Expectations about economic growth prospects and the resulting implications for tech markets have been gyrating wildly in 2010. First, there were fears that the Greek debt crisis would spread to Portugal, Spain, Italy, maybe even the UK, leading to a breakup of the euro zone and a renewed recession in Europe. Then, as worries about Europe started to ebb after Greece and other countries successfully held debt tenders, the slow pace of job growth and weak retail sales in the US sparked concerns that the US was facing a double-dip recession.
What should a tech market watcher make of this uncertainty? As I read the economic and tech market indicators, I see more news that is in line with our expectations than not; where there have been surprises, they have been more often positive than negative. Economic recoveries seldom move in a straight line, so I did not expect to see an unbroken string of good news. Moreover, because of the imbalances that caused this downturn (too much consumer spending in the US, housing bubbles in the US and several other countries, too much debt), I expected the US economic recovery in particular to be relatively weak, with real growth rates of 2% to 3%. True, European economic growth — in large part due to the effects of the Greek debt crisis — has been weaker than expected, and the euro dropped much more against the US dollar then I had assumed. On the other hand, economic growth in Asia Pacific and Latin America has been stronger than I expected, and many of the currencies in these regions have risen in value against the dollar. Lastly, the indicators of the tech market itself — both US and other government data on business investment in technology (where available), as well as the vendor data from earnings releases for calendar Q1 2010 — has generally been stronger than our forecasts.
Many large organizations have finally “seen the light” and are trying to figure out the best way to treat their critical data as the trusted asset it should be. As a result, master data management (MDM) strategies and the enabling architectures, organizational and governance models, methodologies, and technologies that support the delivery of MDM capabilities are…in a word…HOT! But the concept of MDM -- and the homegrown or vendor-enabled technologies that attempt to deliver that elusive “single version of truth,” “golden record,” or “360-degree view” -- has been around for decades in one form or another (e.g., data warehousing, BI, data quality, EII, CRM, ERP, etc. have all at one time or another promised to deliver that single version of truth in one form or another).
The current market view of MDM has matured significantly over the past 5 years, and today many organizations are on their way to successfully delivering multi-domain/multi-form master data solutions across various physical and federated architectural approaches. But the long-term evolution of the MDM concept is far from over. There remains a tremendous gap in what limited business value most MDM efforts deliver today compared to what all MDM and data management evangelists feel MDM is capable of delivering in terms of business optimization, risk mitigation, and competitive differentiation.
What will the next evolution of the MDM concept look like in the next 3, 5, and 10 years? Will the next breakthrough be one that’s focused on technology enablement? How about information architecture? Data governance and stewardship? Alignment with other enterprise IT and business strategies?