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.
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.
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?
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.
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).
Today, with some fanfare, Oracle announced its Oracle BPM Suite 11g Release. Although the product has been GA since late April, Oracle is just now launching a major campaign to announce and promote the new release.
The Oracle BPM Suite 11g release comes as a long-awaited announcement for former BEA customers that built large-scale BPM practices and competency centers around BEA's AquaLogic BPM (ALBPM) Suite offering. Since Oracle announced its acquisition of BEA in January 2008, many of these customers have been scratching their heads trying to figure out whether Oracle was going to kill BEA's BPM Suite in favor of Oracle BPEL. And in some cases, Oracle helped fan the flames of confusion by putting out conflicting messages about which product would survive.
Prior to joining Forrester, I led a dedicated BPM practice for a global consulting firm based in Washington, DC. I stood up the practice with Fuego - a leading BPM suite vendor at the time - as our premier BPM suite partner. We transitioned to partnership with BEA when Fuego was acquired by BEA in 2006. And then finally transitioned to partnership with Oracle, when Oracle acquired BEA in 2008. Over the past 5 years I've had a front row seat - across sales, delivery, and support - to the evolution of the product that Oracle now calls Oracle BPM Suite 11g. I've seen its sparkles and its warts over numerous large-scale implementations for public sector and commercial customers.
Many product strategists are, like me, old enough to remember software stores like Egghead. Those days are gone. Today, consumer packaged software represents a very limited market – the software aisle has shrunk, like the half-empty one at the Best Buy in Cambridge, MA (pictured).
Only a few packaged software categories still exist: Games. Utilities and security software. And Microsoft Office – which constitutes a category unto itself. Some 67% of US online consumers regularly use Office at home, according to Forrester’s Consumer TechnographicsPC And Gaming Online Survey, Q4 2009 (US). Office is the most ubiquitous – and therefore successful – consumer client program aside from Windows OS.
Office 2010, Microsoft’s latest release, will continue to succeed with consumers. On the shoulders of Office 2010 rests nothing less than the defense of packaged software in general. It’s also the most tangible example of Microsoft’s Software Plus Services approach to the cloud – a term that Microsoft seems to be de-emphasizing lately, but which captures the essence of the Office 2010 business goal:
To sell packaged client software and offer Web-based services to augment the experience.
A few weeks ago, Stephanie Balaouras and I posted a podcast on a topic that has been a high priority for many of our customers — how to apply risk management techniques to IT security. We know that many of you are feeling the pressure to take the lead in IT risk management and in some cases even play a role in initiating risk management at the corporate level.
The key to success is understanding the core elements of risk management and how to plug them into existing processes without creating simply another layer of overhead. A major theme of my recent research has been on existing risk management standards and how they are being applied to IT Security and Risk functions. For example, the ISO 31000 risk management standard outlines a five-step process for formalized risk management. My January report, Introducing ERM To IT Security And Risk , provides a summary of the standard, and I will be expanding upon the next steps in my upcoming research documents. In addition, look out for my next doc on Regulatory Intelligence, to be published in the next few months.
In the meantime, I encourage you to listen to this podcast to hear about best practices and lessons learned from clients who have gone through these steps. And as always, I welcome any questions or feedback.
A recent email got my attention. It highlighted a blog post on the MIT Technology Review website about a video from RSA Animate (copied below) illustrating a lecture by Dan Pink (@danielpink on Twitter): "The Surprising Truth About What Motivates Us," based on his book of the same name.
What got my attention? We need to stop rewarding with a carrot and threatening with a stick. The video highlights multiple research findings that suggest knowledge workers are more motivated by autonomy, mastery and purpose than by financial reward. Pink suggests that financial incentives may actually have a detrimental impact on performance under certain circumstances. (The research suggests money is a motivator for purely mechanical tasks but as soon as some level of cognitive processing is required to complete the task, money is secondary to other factors.)
It's time for IT to get out of the business of running everything itself and move into the role of delivering technology value to the business. This is a core theme that runs through a large majority of Forrester's research and our advice to clients. But exactly how do you make this transition? Well, a good example can be found in Amylin Pharmaceuticals.