I Don't Want DevOps. I Want NoOps.

Mike Gualtieri

DevOps is a term used to describe better communication and collaboration between application development professionals and infrastructure operations professionals. "Dev"+"Ops"="DevOps." The goal of DevOps to make the process of deploying applications faster and smoother. DevOps is a loosely defined set of emerging practices to get developers and operations pros to work together. Developers and operations professionals are often at odds. Developers want to release software more frequently; operations professionals want to protect the stability of the infrastructure. I applaud the goal of DevOps to improve the process of deploying application releases.

"No"+"Ops"= "NoOps"

The last thing many application developers want to do is have a sit-down with the ops guys. Besides which, they don't understand. Sure, the ops guys efforts are critical to our applications because they have to run on something. But, developers should look to spend more of their time getting closer to the business, not getting closer to the hardware. I fully acknowledge that there is a need for quicker and less-rickety deployment processes. But, I think DevOps is a step backward. Instead I propose NoOps. The goal of NoOps is also to improve the process of deploying applications. But, NoOps means that application developers will never have to speak with an operations professional again. NoOps will achieve this nirvana, by using cloud infrastructure-as-a-service and platform-as-a-service to get the resources they need when they need them. Of course, this is not just about getting virtual machine instances. It is also about release management. Ops can run this public, private, or hybrid infrastructure and give developers the tools they need to responsibly deploy applications faster.

Xerox Corp. Acquires WaterWare Internet Services : Will Have Meaning for Meaningful Use

Craig Le Clair

WaterWare  will add  more software development and consulting services to Xerox  which is always a good thing but more importantly, WaterWare  has the Aquifer EHR electronic records system that helps convert paper records to electronic data. Added to Xerox's broad  document services and global reach  the combination gives Xerox strong capability in electronic health records capture and management.  Health Care Reform = as we know- is pushing providers to meet “meaningful use” guidleines which boil down to turning massive quantities of unstructured content into structured data -allowing better monitoting of patient outcomes, better access to health data for consumers, and lower administrative costs.  Could there be a stronger core competency for this company – and this combination.  I also like WaterWare as a launching point  for broader Dynamic Case Management solutions they can extend Xerox capability, using DocuShare foundation BPM and ECM components in verticals like pharmacy and order automation.   Combining WaterWare with  DocuShare makes sense to boost professional services and  system integration, but also to provide some luster to a strong product that has been a bit buried in the larger Xerox.  So, a nice pick up.

Customer Service Myths, Half-Truths, and Total Nonsense....Continued

Kate Leggett

I got a lot of feedback from my last blog post, and I’d like to share my thoughts on each of these statements about customer service. I am sure my point of view is contentious, so please keep comments coming. It will force me to rethink my stance. I’ll cover each of my categories in a separate blog post.

Social Customer Service Myths




Reason behind my POV

Social CRM is giving customers control



Paul Greenberg defines social CRM as the The "company's programmatic response to the customer's control of the conversation." Its about the company taking hold of the reins of the conversation, not the other way round.

Have a look at what Paul Greenberg says here about this topic:  

Twitter works for customer service


It sometimes does if the answer can be communicated in 140 characters. It shows that you, as a company are listening and acting on comments.

However, instead of engaging in customer service over Twitter, it is often more effective to take the conversation offline to a more suitable communication channel based on the issue at hand and the customer’s channel preference.

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Why Do IT Roles Fail?

Marc Cecere

I’ve been researching why IT roles fail (or at least struggle mightily and often futily). The roles that come up most often are the ones that are not directly building or maintaining systems. These include architecture, planning, vendor management, relationship management, PMO, and security. As I’ve collected this information, there are themes emerging to explain why they fail. These include:

  • Wrong skills. An architect was told to define the standards for data tools but lacked the skills to convince others they should care.
  • Inadequate capacity. Relationship managers at a midsized firm were sold as strategic partners to business leaders but were also required to run large apps groups that had recently suffered layoffs. They just didn’t have time for the strategic bit.
  • Lack of support. The leader of vendor management was supposed to provide advice and oversight on which vendors were selected, but the CIO did little to rein in other managers who previously had bought what they wanted from who they wanted.
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"Day One" For IBM's Social Business Strategy: It's Business In The Empowered Era

Ted Schadler

I just got back from Lotusphere after waiting out the sixth blizzard of this "snowmaggedon" Boston winter. The venerable Notes developer and administrator conference received an injection of business relevance on Monday when Lotus GM Alistair Rennie announced IBM's Social Business strategy. The conference motto was "Get Social. Do Business." In a private conversation, Rennie called Monday "day one" for social business.

The importance of Rennie's announcement was reinforced by the IBM brand presence and by presentations from IBM senior vice president Mike Rhodin and IBM senior vice president of marketing and communications, Jon Iwata. I believe that for IBM, social business is a strategy on par with its e-business strategy in importance and transformational potential. This will be clearer to everybody once IBM's advertising and product engines get cranking.

As for us, well, we're an easy sell on the strategy's transformational potential because what IBM calls social business, we call Empowered, and we wrote a book about it. Here are some charts to help make the connections clear.

The first picture is a diagram that captures the technology dynamic of the empowered era and indicates the organizational response that will be required. In a nutshell, companies will need to respond to the demands and expectations of empowered customers by:

  • Empowering employees to respond to the needs of empowered customers. (This is what our book Empowered is about.)
  • Listening to the market conversation using social listening platforms. (That's the subject of our book, Groundswell.)
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Explained: Java Is A Dead-End For Enterprise Application Development

Mike Gualtieri

Whoa. My post Java Is A Dead-End For Enterprise App Development received record-breaking readership and passionate comments. Thank you for reading, and thank you for your comments. Clearly it hit a nerve. Many of the comments legitimately called for an expansion of my arguments. Fair enough. I have done that in a 50 slide presentation that I delivered as a teleconference on January 24, 2011. Forrester is making this presentation available to download, free to anyone who registers at the site. Registration is free, so please feel free to register and download the presentation. I welcome your comments on the presentation here, at the original post, or on Twitter.

Click here for free registration and to download the Is Java A Dead-End For Enterprise App Development slides.

Sputnik Moments Drive Education Investment: Good News for Tech Vendors

Jennifer Belissent, Ph.D.

“Winning the Future” was the theme of the recent US State of the Union address.  With the global economy and new education performance rankings as our “sputnik moment,” the president urged Congress to invest in the future – and in education.  As put it in the speech,

Maintaining our leadership in research and technology is crucial to America’s success.  But if we want to win the future -– if we want innovation to produce jobs in America and not overseas -– then we also have to win the race to educate our kids.

So what exactly was the sputnik moment, or one of them?  In the recently released OECD Program for International Student Assessment (PISA) rankings, the US didn’t do so well.  US students were average performers in reading (rank 14 in OECD) and science (rank 17) but well the below the OECD average in mathematics (rank 25).  The new top fliers in the PISA study are: Shanghai, Korea, Hong Kong, Singapore, Finland, Canada, Japan and New Zealand.

According to the OECD report,

Education is the single most critical investment to raise the long-run growth potential of countries. In the global economy, the performance of education systems is the yardstick for success, particularly in light of the fundamental technological and demographic challenges that are re-shaping our economies.

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SAP 2010 - Predictions Review Of A Turnaround Year

Holger Kisker

SAP Has Managed A Turnaround After Léo Apotheker’s Departure

In February 2010, after Léo Apotheker resigned as CEO of SAP, I wrote a blog post with 10 predictions for the company for the remaining year. Although the new leadership mentioned again and again that this step would not have any influence on the company’s strategy, it was clear that further changes would follow, as it doesn’t make any sense to simply replace the CEO and leave everything else as is when problems were obviously growing bigger for the company.

I predicted that the SAP leadership change was just the starting point, the visible tip of an iceberg, with further changes to come. Today, one year later, I want to review these predictions and shed some light on 2010, which has become the “Turnaround Year For SAP.”

The 10 SAP Predictions For 2010 And Their Results (7 proved true / 3 proved wrong)

1. More SAP Board Changes Will Come — TRUE

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Best Practices For Influencing Business? Tips For Revitalizing IT Standards? Join Our Community Discussions!

Alex Cullen

Architects frequently tell us how much they value insights from practitioners like themselves. We at Forrester equally value these insights, as they are the foundation of our research. To serve you and us, we've launched The Forrester Community For Enterprise Architecture Professionals.

The community is open to all, whether you're a Forrester client or not. Check out the community, and you'll see conversations focused on the key challenges that you face – from influencing the thinking of your business execs to revitalizing an IT standards program to asking if application portfolio management (APM) is a responsibility of EA or the IT function supporting apps. Participating architects and Forrester analysts are sharing their perspectives – on these questions, plus other questions like the use of Wikis for architecture standards.

You can use these discussions to get better at your role – plus you'll be able to shape our research agenda by posting your questions or highlighting a topic you think demands further investigation. Our leading analysts – like Jeff Scott, Randy Heffner, Henry Peyret, Galen Schreck, and Gene Leganza – will also post the topics they are working on to get your input on them. 

Here's what you’ll find in The Forrester Community For Enterprise Architecture Professionals:

  • A simple platform on which you can pose your questions and get advice from peers who face the same business challenges.
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Customer service myths, half-truths and nonsense

Kate Leggett

It is often said that managing a call center is more of an art than a science. Some customer service managers use standard operational metrics to manage their business to – like average hold times (AHT), first contact closure rate (FCR) agent, agent productivity numbers, escalation rates, etc. Others apply established customer service best practices to their organizations without understanding the intent behind these best practices. Yet other companies adopt the current trends without an analysis of their strategic importance.

Here is my list of “half truths and total nonsense” about management philosophies and technologies in customer service. Which ones resonate with you? Which ones do you believe are not myths and work for you?

Kate’s List of Common Services and Support Myths

  • Social customer service myths
    • Social CRM is giving customers control
    • Twitter works for customer service
    • I don’t need to interface my social processes with my traditional customer service processes
    • If I have a forum, I don’t need a knowledgebase
  •  Multichannel customer service myths
    • Established best practice apply to my call center
    • I am special - Established best practices do not apply to my call center
    • Front-line support agents don’t know anything
    • When you measure operational activities, you measure business outcomes
    • Support can act independently of brand –Support can have a different brand identity than the rest of the company
    • Email doesn’t work as a support medium
    • Chat won’t work for tech support
    • I dont need proactive chat
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