International orders grew 34% for HP . . . not this year but actually back in 1964 when non-US orders accounted for 23 percent of HP’s revenues. While the growth of non-US tech revenues is in the news today, HP’s international orders first exceeded domestic orders not recently but as far back as 1975.
In my research on market entry and market opportunity assessment (MOA), I recently spoke to strategists at HP about how they evaluate markets. As I was leaving the building, I stopped in to the HP museum and spent some time with the HP archivist. The highlights of the visit include seeing the first HP device built in the now famous Palo Alto garage and a calculator that brought back memories of my father in his overstuffed chair “figuring out how to pay for college.” I was not only impressed by the history embodied in that room but also with the value that HP places on recording and memorializing its “life” as an organization. Not to sound too sappy but it really brings the company and the industry to life.
I’ve spent the last few weeks reading through some documents on the history of HP’s entry into international markets. There are valuable lessons to be gleaned from their experiences. I’ve written about many of those lessons in reports and blog posts but thought I'd draw out a few of them here.
Forrester’s IT Forum 2010 in Las Vegas (May 26-28) and in Lisbon (June 9-11) is around the corner, and our team is looking forward to the opportunity to share our latest experiences, research insights, and strategies for maximizing the value of your technology and vendor investments.
The theme this year is "The Business Technology Transformation: Making It Real." As firms embark on the transformation from IT to BT, sourcing and vendor management professionals must assume new roles. They must help the business understand key technology trends and the trade-offs of new and legacy sourcing models. They play a crucial role in optimizing technology spend -- and in making sure their firms are taking advantage of newer models like SaaS and cloud services where it makes sense.
We’ve got a series of great sessions focused on sourcing and vendor management strategies for making BT work across major areas of technology investment in applications, infrastructure, services, and telco. The sessions include:
Forrester’s IT Forum 2010 is right around the corner, and much of Forrester’s research community is gearing up for a great event. Having spent a considerable amount of time working on the content, I’m really pleased with how the industry keynotes are taking shape. If the growing attendance figures are any indication, our theme of “making the business technology (BT) transformation a reality” seems to be resonating with CIOs. I think Forum attendees are going to enjoy the real-world examples provided by keynoters such as Stephen Gillett, SVP, CIO, and GM of Digital Ventures at Starbucks.
Stephen is one of the rising young stars in the IT industry, helping transform Starbucks’ digital business. At IT Forum, he will be talking about how to elevate the role of the traditional CIO to that of a digital business leader. We thought we’d give you all a chance to pose a question of Stephen about the changing role of the CIO. Please leave your questions for Stephen in the comments section, email them to us, or tweet them to us @Forrester. We’ll choose the best of those questions, ask Stephen, and post his answers here during the week of May 17.
I just had the chance to attend the "Front End of Innovation" (FEI) conference at the World Trade Center in Boston May 3-5. This event is sponsored by variety of innovation management suppliers, and included some great speakers like James Surowiecki (author of "The Wisdom of Crowds") and Sophie Vanderbroek (President of Xerox Innovation Group). Though I was only able to attend two of the three days at this event, I was able to leave with a solid impression on the innovation management marketplace.
A few of my notes from this event:
There is a unique innovation marketplace. With the sheer diversity of innovation discussions taking place at this event, I found it interesting to question whether the there is such thing as a common innovation management marketplace. I think there is. Everyone I spoke to at this event was either trying to unlock innovation potential within their own organization, or was trying to help their clients unlock their own innovation potential. In this regard, the marketplace for innovation is quite different with the boarder market of social collaboration tools and technologies -which I do not think has the same mission.
The market is broader than many realize. Despite the common objectives, the companies in this "market" bring a wide variety of different capabilities to the table. For example, at this event, I interacted with:
Companies like Spigit, Imaginatik, Idea8, and Kindling who have software tools focusing on idea management (but each with unique strengths)
NineSigma and Innocentive who are leveraging their "open innovation" heritage to bring new business models and a distinct offerings to clients
Innosight, which brings more management consulting offerings and thought leadership to lead its strategy consulting engagements
Seek, Futurethink, and Maddock Douglas which do not focus nearly as much on technology, but instead on methodologies, thought leadership, and workshops that can help clients clarify innovation objectives.
I've had many discussions with clients and others about CMDB (configuration management database), not surprising as I am coauthor of a book called The CMDB Imperative. These discussions almost always come back to questions about how this thing called a CMDB looks. How is it built? What tool(s) do I use? Which "database" is best? There are many more.
My first response is usually, "I hate the term CMDB, so let's try to kill it off in favor of the ITIL v3 notion of a CMS." If you pursue a CMS (configuration management system) as opposed to a CMDB, a few things become evident:
The CMS implies a distributed (federated) model consisting of many management data repositories (MDRs). Each of these MDRs hold data relevant to the scope of coverage for the tool that encompasses that MDR (e.g., a network discovery tool is a network domain MDR and an application dependency mapping tool is the key MDR for the application domain).
While a CMDB can certainly be formed in a similar federated fashion, the term "CMDB" has become tainted by the implication that it is a database. The natural assumption here is that this database is one big monolith that holds every detail being tracked. This is unwieldy at best and almost always destructive.
The CMS has a more complex structure, but because it enables a divide-and-conquer approach to the overall system, it is a more pragmatic approach. You can bite off each piece and gradually build out your CMS. A "big bang" is not needed and certainly not recommended.
Recently two large software companies separately complained that I was biased against them in the other one’s favour, which was sufficiently ironic to amuse my British sense of humour. “Biased” is one of the worst accusations you can throw at an analyst, because we strive to be scrupulously fair, and ensure that what we write and say is balanced, and evidence-based. So it started me thinking about fairness, and prejudice versus analysis.
I hear a lot of horror stories from clients about outrageous treatment by software sales reps, so one might think that software marketing execs would be shame-faced and contrite. But, actually, they love their companies and believe that analysts are merely stoking up resentment that wouldn’t exist without us, or that it’s the other guys giving their industry a bad name. “You only hear from the minority of unhappy customers,” they say. “Clients don’t ring you up when they are delighted with us.” This is true, but I speak with hundreds of clients every year, so I think I’d have found more evidence of a silent majority of delighted buyers, if it existed. The problem is that the good corporate intentions don't always translate into sales' behavior, when it's a question of spiff or rif.
Even though there's plenty of evidence showing the positive impact many companies are getting from leveraging a social media strategy, there are still companies rigidly refusing to develop a social media strategy. This reminds me of the early days of the Internet: there were those companies looking to embrace the Internet and develop a new kind of "e-business," and the rest, steadfastly refusing to believe the Internet would transform their business. Even as Amazon defined a new online shopping channel in retail it was amazing to see how many large retailers were slow to establish an online presence.
Back in 2000 I wrote a report urging online retailers to embrace “community” as one of three core elements of their customer strategy. Companies such as REI, which already had an online community in 2000, have learned from their experience and are surging ahead into new social media.
Forrester’s survey of over 1,000 IT decision makers in North American and European enterprises, only 12% of firms officially support or manage Palm devices. In comparison, 70% of enterprises support BlackBerry smartphones, and 29% support Apple iPhones. Android devices, the newest entrants in the mobile OS wars, have strong momentum and are officially supported by 13% of firms.
Well, that got me wondering how Palm had fared in emerging markets. We know that device preferences are different globally. So, I thought, maybe there are some Palm fans outside of North America and Europe. I checked Forrester’s Global Technology Adoption data from last summer (new survey expected back from the field very soon) in which we surveyed 1,412 IT executives and technology decision-makers across 15 countries. Here is what I found out about PalmOS support across enterprises in a few of the countries:
Liz Herbert and I will be speaking on this theme at Forrester's IT Forum on May 27 in our session: "Noughty" Software Licensing — Is The Obituary Premature? Andrew is absolutely right. In addition to the points he raises, there are other reasons why perpetual licenses aren’t dead yet, such as the financial results they generate. The new models haven’t yet shown they can generate both high levels of re-investment in R&D and high profits for investors. Many SaaS providers have to spend a large share of their income on sales and marketing to retain existing customers and renew subscriptions. That leaves less money left over to fund innovation or fewer profits than their old-model rivals whose entrenched installed bases guarantee high maintenance renewal rates.
But perpetual license vendors mustn’t be complacent. The SaaS model may prove equally remunerative to the license-plus-maintenance alternative when the providers get bigger. Software buyers can encourage the established companies to learn from their SaaS competitors by insisting on some of that commercial model’s advantages in their own contracts, such as low up-front commitment and cost flexibility.