"Anywhere, Anytime" Work Means IT Must Provide The Right Technology, To The Right Person, At The Right Time

TJ Keitt

Giving workers flexibility in when, where, and how they work is a hot topic right now. The US federal government has passed legislation to make telecommuting easier and multinational firms, like State Street, are instituting programs to let employees choose when and where they work. Why are organizations emphasizing this so much? Mobile and remote employees have more control over their work/life balance and won't have to stop working if circumstance prevents them from coming to the office. Furthermore, they can easily be collocated with clients and allow the company to reduce its real estate and carbon footprint. However, as this chart from my new report, Demystifying The Mobile Workforce, shows, information workers may be moving more quickly to this flexible way of working than their companies currently acknowledge: 66% of the North American and European workforce work outside the office at some point during a month.

If business leaders and their counterparts in IT are to get in front of this trend, they have to understand their mobile and remote workforce. For example, who is shifting work between the office and home? What technology are they using to do so? Do they believe that the company is doing a good job of providing them the policies and technology to work in this way? If business and IT leaders can't answer these questions, they will be hard pressed to accurately:

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HP Stirs The Pot With New Converged Infrastructure Offerings

Richard Fichera

HP this week really stirred up the Converged Infrastructure world by introducing three new solution offerings, one an incremental evolution of an existing offering and the other two representing new options which will put increased pressure on competitors. The trio includes:

  • HP VirtualSystem - HP’s answer to vStart, Flex Pod and vBlocks, VirtualSystem is a pre-integrated stack of servers (blade and racked options), HP network switches and HP Converged Storage (3Par and Left Hand Networks iSCSI) along with software, including the relevant OS and virtualization software. Clients can choose from four scalable deployment options that support up to 750, 2500 or 6000 virtual servers or up to 3000 virtual clients. It supports Microsoft and Linux along with VMware and Citrix. Since this product is new, announced within weeks of the publication of this document, we have had limited exposure it, but HP claims that they have added significant value in terms of optimized infrastructure, automation of VM deployment, management and security. In addition, HP will be offering a variety of services and hosting options along with VirtualSystem. Forrester expects that VirtualSystem will change the existing competitive dynamics and will result in a general uptick of interest it similar solutions. HP is positioning VirtualSystem as a growth path to CloudSystem, with what they describe as a “streamlined” upgrade path to a hybrid cloud environment.
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Maturing Social Media Initiatives

Kate Leggett

Forrester’s book Groundswell made the power of social media tangible with real-world examples and laid out a framework to help onboard organizations. However, many companies today still struggle to benchmark their social media journey, manage bottom-up social activities, and prove the ROI of social media activities. The new chapters published in the just-released expanded and revised edition of Groundswell highlight some best practices. Here are some of them:

  • Understand why you are embarking on the social journey, and connect social media objectives to the company strategy. Ask hard questions like “Will my social presence help move the customer satisfaction needle?”, “Will it help sell more products?”, and “Will it deflect costs from my service center?”.
  • Treat social media as another channel in which to engage customers. Customers still want to call you (a surprising 67% of the time), email you, and chat with you. Make sure that your processes, policies, and communicated information are the same across all channels — traditional and social.
  • Connect your social media efforts. There may be many social media technologies used within your company. Ensure that there is some level of coordination between internal organizations so that you can uphold a consistent experience and brand for your customers.
  • Start small and staff social media initiatives with existing employees who understand your customers and your business. This is important to help extend your brand — your DNA — to your social channels.
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Apple’s iCloud Takes The Lead In Pursuit Of The $12 Billion Personal Cloud Opportunity

Frank Gillett

Apple’s announcement of iCloud today coincides with the publishing of a major Forrester report for vendor strategists, “The Personal Cloud: Transforming Personal Computing, Mobile, And Web Markets” that describes the technology, markets, US market sizing, and the key players for this new form of personal computing that spans the job and personal lives. For a take on what Apple’s WWDC announcements mean for Consumer Product Strategists, please see the blog post, Apple’s iCloud Further Cements Platform Loyalty With Superior Total Product Experience, from my colleague Charlie Golvin.

The personal computing experience has become a major pain in the neck, as people add smartphones and tablets to the growing number of PCs they use at work and at home – more than half the US online population, about 135 million people, have the challenge of managing their content across multiple PCs and smartphones.

Forrester believes that a new computing experience is emerging, based on the personal cloud concept, that will redefine the computing experience around a user’s personal and work information, so that it’s seamlessly accessible across all of an individual’s devices. The growing personal cloud ecosystem is characterized by:

  • A $12 billion market value by 2016, with $6 billion of it from direct subscription revenue.
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The Promises Of Vendor Service

Jost Hoppermann

Just recently, I had an interesting customer experience — or, to be more precise, my daughter had it, as it involved her laptop computer from one of the top international Internet PC vendors. It was only a little defect — more an annoyance than a real fault. Since we bought “next business day service,” it should have gotten fixed right away. It played out differently in real life.

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What Happens When Central "IT" No Longer Exists?

Brian  Hopkins

When we get used to something, we often think it will never change, but it does eventually; who bought a house in 2006 and assumed the value would surely keep going up?

We are working at an architectural inflection point. The signals are all around us – cloud, big data, mobility, smart computing, etc. While each of these appears to be only modestly connected, I think together they signify a major shift in how business gets done and in the architecture that supports it. If true, this means the tried-and-true Business-Data-Applications-Technology model architected and delivered by central IT will not serve us much longer.

Consider the following:

  • Big and complex are here to stay. In the past we strove for simplicity because we did not have the techniques and technology to deal with the world as it is – infinitely complex. Read Chaos: Making a New Science by James Gleick. The cloud has brought the power of distributed, elastic computing to bear on enormous problems, and this trend will continue. Will central IT continue to grow in response to the increasing size and complexity of technology problems, or will a different model arise?
  • The cloud and the App Internet are two sides of the same coin. The cloud is about optimizing the power of centralized data processing, while the App Internet is about exploiting the enormous power of mobile devices on the periphery. What happens when we figure out how these work together? Can we create a smart grid across mobile devices that also leverages cloud resources? What can we accomplish when apps no longer live in central data centers that we own and control?
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SMARTnet Is Dead! Long Live The Lifetime Warranty!

Andre Kindness

Just kidding, Cisco’s SMARTnet isn’t dead, but I&O managers have a new warranty for networking hardware: free hardware replacement, bug fixes, and tech support. Basically, enterprises can expect to get a basic break-and-fix solution free from most vendors on edge and distribution switches or switch/routers. Hallelujah!

Everyone owes a big thank-you to HP. Over the past 10 years, while holding less than 5% of the market, HP’s ProCurve line forced its competitors’ hands, reset the industry’s warranty choices, and revolutionized what customers should expect from their networking vendors. By leveraging the lifetime warranty to separate themselves from the other seven dwarfs and Gigantor while trying to offset “you get what you pay for,” HP went to market offering next business day replacement on the hardware, phone and email support, along with software bug fixes and updates. They wanted customers to understand that only companies that delivered quality products could sustain this type of service model. HP extended the warranty out to some of the 3Com/H3C products -- after the acquisition -- too.

Within the past two years, most vendors have followed suit and offered their version of a lifetime warranty:

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Choosing The Right Metrics For Your Customer Service Operations

Kate Leggett

Measuring the success of your customer service by using a single metric is impossible. It’s like flying a plane by just looking at your speed without taking the altitude into account. You need to measure a set of competing metrics to make up a Balanced Scorecard that includes the cost of doing business and customer satisfaction. Service operations that have sales responsibilities should also track revenue generated. And in industries with strict policy requirements, like healthcare, insurance, and financial services, compliance with regulations is yet another set of metrics to track.

Choosing the right set of metrics to measure also depends on the stakeholders that use this information. For example:

  • Service managers need operational data that tracks activities, while executives want strategic KPIs that track outcomes of customer service programs.
  • Service managers need granular, real-time data on their operations, while executives need to see only a small number of KPIs on a periodic basis.  

I always think of it as a two-step process to pinpoint the right metrics for all your stakeholders:

  1. Understand the strategic objectives of your company; choose the high-level KPIs for your contact center that support your company’s objectives. These are the metrics you will report to your executives.
  2. Choose the right operational activity metrics for your contact center that map to these KPIs and which the customer service manager uses on a daily basis to manage operations. Here’s an example of this mapping:
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The Multichannel Organization Revisited

Jost Hoppermann

In 2006, Forrester found that organizational structure, internal enterprise goal systems, and most urgent business requirements were key obstacles on many firms’ journey toward broad multichannel solutions with rich cross-channel capabilities. At that time, a few advanced firms tried to establish a multichannel organization, an organizational layer to coordinate multichannel requirements and solutions between the different business groups and the IT organization. Has this changed over the past five years?

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It's The Dawning Of The Age Of BI DBMS

Boris Evelson

Over the years we’ve learned how to address the key business intelligence (BI) challenges of the past 20 years, such as stability, robustness, and rich functionality. Agility and flexibility challenges now represent BI’s next big opportunity. BI pros now realize that earlier-generation BI technologies and architecture, while still useful for more stable BI applications, fall short in the ever-faster race of changing business requirements. Forrester recommends embracing Agile BI methodology, best practices, and technologies (which we’ve covered in previous research)  to tackle agility and flexibility opportunities. Alternative database management system (DBMS) engines architected specifically for Agile BI will emerge as one of the compelling Agile BI technologies BI pros should closely evaluate and consider for specific use cases.

Why? Because fitting BI into a row-oriented RDBMS is often like putting a square peg into a round hole. In order to tune such a RDBMS for BI usage, specifically data warehousing, BI pros usually:

  • Denormalize data models to optimize reporting and analysis.
  • Build indexes to optimize queries.
  • Build aggregate tables to optimize summary queries.
  • Build OLAP cubes to further optimize analytic queries.
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