New Global SaaS Adoption Data Shows Emerging Geographies Embracing The Deployment Model

Liz Herbert

Forrester recently surveyed nearly 3,000 technology decision-makers worldwide and found that emerging geographies -- Latin America, China, India, Russia -- are heavy adopters of software-as-a-service. [Source: Forrester's Enterprise And SMB Global IT Budgets, Priorities, And Emerging Technology Tracking Survey, Q2 2010.]

Latin America led with the highest rate of SaaS adoption, with 30% of companies reporting SaaS use. Latin America also reported a high percentage of budget going to SaaS at 12.4%. (For comparison, North America, where many SaaS deployment options initially saw traction, showed 25% adoption and represented 7% of overall software budgets.)

Other emerging geographies that reported high adoption included emerging Asian countries (China/Hong Kong/India/Russia). This group reported 21% SaaS usage and 8.9% of software budget going to SaaS. More established Asia Pacific economies (Japan/Australia/New Zealand) reported only 16% SaaS adoption and only 6.5% of software budget going to SaaS.

For more on the data including more details and more insight into additional geographies, look for our upcoming report.

Also check out our recent report, “SaaS Adoption 2010.”

Follow me on Twitter @lizherbert.

And share your thoughts!

Liz Herbert

Ten Tips From The Enterprise 2.0 Conference

Nigel Fenwick

This year’s Boston Enterprise 2.0 Conference highlighted good examples of how companies are tapping into social technologies to empower their employees. For example, Mitre Corporation showed how they have successfully developed a collaboration community using open source technology. The platform they developed enables them to deliver secure access to ideas, discussions and content for employees and guests. Meanwhile, CSC showed how they have driven greater collaboration across 49,000 of their employees in just 18 months, with a strategy focused on connect, communicate and collaborate. (Those of us in the audience even witnessed the in-field promotion of Claire Flanagan, CSC senior manager for knowledge management and enterprise social collaboration, to director – congratulations Claire!)

Among a number of great speakers, JP Rangaswami, CTO & chief scientist at BT Design, opened the conference with a powerful speech that was supported by an innovative approach to real-time animation of content – alas, while the speech was good, the visuals were distracting for many in the room. JP suggested that the age of the locked-down desktop is coming to an end, “enterprises must design for loss of control.” Re-iterating a refrain from George Colony, who suggests “bits want to be free,” JP advised, “if you don’t want it shared, don’t put it on a computer.”

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Get A Strong Focus For Your Approach To Cloud

Randy Heffner

In discussions on cloud computing, I often talk to architects who have been told to create a "cloud strategy." This sounds appropriate enough, but there’s a devil in the details: When the task is "create a Technology X strategy," people often center strategy on the technology. With cloud, they aim to get a good definition of pure cloud and then find places where it makes sense to use it. The result is a technology strategy silo where cloud is placed at the center and usage scenarios are arranged around it. The problem with this is three-fold:

  1. Considering the full business dynamics of any given usage scenario, there is a wide continuum of often strongly competing alternatives to pure cloud (including cloud-like and traditional options).
  2. The rapid pace of market development means that business value equations along this continuum of options will keep changing.
  3. Your business needs integrated strategy for many technologies, not simply a siloed cloud strategy.
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Thoughts On The Enterprise 2.0 Conference

TJ Keitt

In the wake of the Celtics' fourth-quarter collapse that gave Kobe Bryant his fifth ring, I am endeavoring to find positive things to focus on instead of post-game analysis, which brings me to the Enterprise 2.0 Conference. This was my second year attending the event (which is conveniently located 10 minutes from my house), and I must say that my takeaway this year is more positive than my impressions after last year's show. I appreciated the optimism exhibitors and attendees have about the market and the passion they show for the topic - which led to some lively debates. But during my three days at the event, the things that really caught my attention were:

 

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Help Us Benchmark “Social Maturity”

TJ Keitt

We recently embarked on a Forrester-wide research project to benchmark the use of social technologies across enterprise organizations. Why is this important? Well, as you may know, we cover social technologies from a wide range of perspectives – from roles in marketing to IT to technology professionals. We find that each of these roles differ in their general “social maturity” and that most companies are experiencing pockets of success, but few, if any, are successfully implementing it across the board. In fact, full maturity in this space could take years, but there are clear differences in how some ahead-of-the-curve companies are using social technologies for business results. In fact, at this point it has been clearly established by many people (including us many times over) that social technologies are transformative tools that are changing the way companies do business. So we’re not talking as much about the opportunity social presents, but rather we are trying to determine the current reality of practitioners. It’s also clear that many companies have made tremendous strides in planning and organizing for the use of social technologies. However, the one question we consistently get is: “Where is my organization compared to others in the use of social media?”  We want to benchmark these companies to see if we can answer questions like:

 

  • How do you define “social maturity,” and why is it important to get there?
  • Which companies are ahead of the curve in implementing social technologies for both external use (i.e., for customers/consumers) and/or internal use (i.e., for employees/partners)?
  • What have been the biggest drivers of success?
  • What are the biggest challenges?
  • What steps do most organizations need to take, and why?
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Help Us Benchmark “Social Maturity”

Stephanie Balaouras

We recently embarked on a Forrester-wide research project to benchmark the use of social technologies across enterprise organizations. Why is this important? Well as you may know, we cover social technologies from a wide range of perspectives — from roles in marketing to IT to technology professionals. We find each of these roles differ in their general “social maturity” and that most companies are experiencing pockets of success, but few, if any, are successfully implementing it across the board. In fact, full maturity in this space could take years, but there are clear differences in how some “ahead of the curve” companies are using social technologies for business results.

There are serious security and risk concerns with social technology but there are also significant business and operational benefits. Security professionals have to determine how they can mitigate these risks to an acceptable level without significantly hampering the business. If you haven’t seen it, Chenxi Wang has written an excellent report on how effective management of social media can alleviate security risks. Check out To Facebook Or Not To Facebook.

There is also some discussion about how security professionals might use social technologies to their own benefit — particularly to leverage the knowledge of other security professionals to combat the growing sophistication of security attacks. If you haven’t seen it, check out John Kindervag’s report SOC 2.0: Virtualizing Security Operations.

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Taming Invoice Processing: Still Work To Do

Craig Le Clair

In this podcast, Principal Analyst Craig Le Clair will discuss one of the classic untamed processes, invoice processing. Results from a survey of accounts payable departments will be shared, highlighting current pain points of automating the accounts payable process. Also discussed is how enterprise content management and EIPP can possibly help to tame accounts payable.

http://www.forrester.com/role_based/images/author/imported/forresterDotCom/Podcasts/BPA/BP_6.16.10_Le_Clair_Taming_Invoice_Processing_-_Still_Work_To_Do.mp3

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How Socially Mature Is Your Organization?

Nigel Fenwick

We recently embarked on a Forrester-wide research project to benchmark the use of social technologies across enterprise organizations. Why is this important? Well, as you may know, we cover social technologies from a wide range of perspectives — from roles in marketing to IT to technology professionals. We find each of these roles differs in its general “social maturity” and that most companies are experiencing pockets of success, but few, if any, are successfully implementing it across the board. In fact, full maturity in this space could take years, but there are clear differences in how some ahead-of-the-curve companies are using social technologies for business results. In fact, at this point it has been clearly established by many people (including us many times over) that social technologies as transformative tools that are changing the way companies do business. So we’re not talking as much about the opportunity social presents, but rather we are trying to determine the current reality of practitioners. It’s also clear that many companies have made tremendous strides in planning and organizing for the use of social technologies. However, the one question we consistently get is: “where is my organization compared to others in the use of social media?”  We want to benchmark these companies to see if we can answer questions like:

  • How do you define “social maturity” and why is it important to get there?
  • Which companies are ahead of the curve in implementing social technologies for both external use (i.e., for customers/consumers) and/or internal use (i.e., for employees/partners)?
  • What have been the biggest drivers of success?
  • What are the biggest challenges?
  • What steps do most organizations need to take and why?

Here’s how you can help:

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BI Megavendors Continue To Round Out Their BI Portfolios - IBM Acquires Coremetrics

Boris Evelson

IBM announced its intentions to acquire Coremetrics, a leading Web analytics vendor, as BI megavendors continue to round out their BI portfolios (the other leading vendor in the space, Omniture, was recently picked up by Adobe). Good move, IBM. Web analytics can't really continue to exist in a silo. In order to get truly complete 360-degree view of customers, prospects and products, one needs to combine Web analytics data with ERP, CRM, HR, Financials and other transactional and analytical data sets. Currently, there are no off-the-shelf solutions that do that - it's pretty much the realm of customized offerings and systems integration. If IBM can indeed plug Web analytics into its data integration, data warehouse and BI products and solutions, it'd be quite a differentiated offering. Other large BI vendors, like Microsoft, Oracle and SAP will probably pick up one of the remaining Web analytics vendors Nedstat, Unica and Webtrends sometime soon.

Golf, World Cup Tickets, And Other Ethical Dilemmas

Duncan Jones

I once played golf with an ex-politician who ran Liverpool Council until he had to resign after being caught accepting bribes from local firms tendering for lucrative council contracts. He claimed there was no impropriety because all the bidders paid him the same amount. I remembered this story when the leader of IBM’s sell-side e-commerce program, presenting at Ariba Live this week, talked about moving selling “off the green and into the blue.” His goal is to make IBM customers’ on-line buying experience (the blue) so great that IBM can reduce the time its sales reps spend playing golf with customers (the green).

Of course, that message went down like a lead balloon at a software event packed with sales reps and purchasing managers (not to mention analysts) who regard frequent corporate shindigs as an important compensation for an otherwise overworked and underpaid existence. He is right that suppliers should integrate their order processing system with customers’ eProcurement applications, such as via a supplier network, but not at the expense of the business relationship. Moreover, though it’s a nice tag line, it confuses sourcing (deciding from whom to buy) with procurement (getting things you need from the approved sources).

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