Business Technology (BT) is the largest single technology-management transition you will face over the next 5-10 years, as BT redefines IT’s operating model in your firm. BT is pervasive technology use, increasingly managed outside of IT's direct control. How does BT show itself? Employees, customers, and partners are bringing Web 2.0 and social computing technologies into business processes; business leaders are directly contracting for online solutions and business process outsourcing; and users are configuring their own business solutions, using ERP applications from vendors like SAP or IT-provided platforms built from technologies like business process modeling (BPM). Whether the business user is aware of the technology angle or not, IT’s traditional project-based plan-build-run approach to technology management can’t keep up with BT’s user-driven technology adoption.
Every month or so, news events (attacks on government sites, massive privacy breaches, etc.) provide a ‘wake-up call’... a proof point used by vendors and practitioners alike that protecting our national and corporate information assets has never been more critical. On occasion we even see these incidents yield promises of action, for example the anticipated appointment of a US Cybersecurity Czar, which my colleague Khalid Kark discusses here.
But in spite of these warnings, my conversations with enterprise risk and IT risk professionals still reveal many disconnects, including that IT risks are not measured consistently with other enterprise risks. In addition, many IT risk professionals do not see their biggest risks showing up on the corporate risk register.
I've had a number of interesting debates on who should lead the customer social media interaction in the last few weeks. In part, this question comes up because a great deal of social media was initiated in the Marketing department via listening or brand sentiment programs. What we do know is that all departments benefit- marketing, sales, service, product dev, engineering from the voice of the customer information that results from deploying social media.
And while I know that not everyone will agree, after studying all the various departments that could lead social media, I'm still convinced customer service should lead the customer social media interaction.
You are not going to believe this. Goofus and Gallant grew up and they both became application development professionals. Inseparable as they are, they both landed jobs at a global medical supply company in Parsippany, NJ where they develop enterprise supply chain web applications. Gallant has a bit less hair than he used to and Goofus is sporting a "Comdex" tattoo. But, these guys are basically the same as they ever were. (Remember Goofus and Gallant from Highlights Magazine For Children)
We Can Still Learn A Lot From Them
Goofus forgets to check-in his code before going a week-long vacation to Martha's Vineyard.
Gallant always checks-in his code and makes thoughtful revision comments on the changes each night before he goes home.
Forrester has made a series of downward revisions to its IT market forecasts in 2008 and early 2009. And according to my colleague Andy Bartels’ latest analysis - "US And Global IT Market Outlook: Q2 2009" -there is more weakness ahead. Due largely to the breakdown of the financial system and the resulting credit crunch, steep drops in the purchases of equipment, software, and IT services during Q4 2008, Q1 2009, and probably Q2 2009 mean that purchase levels are close to hitting bottom. Forrester predicts that the latter part of 2009 will see:
If you follow me on Twitter (@drnatalie) you have seen the on going conversation around whether Social CRM and Customer Service actually exists or if it is a fantasy.
Paul Greenberg has put his final stake in the ground on defining what Social CRM means- You can read more on the post that drove a huge discussion.The debate centers around alot of things - whether CRM is a strategy, a process, a technology. At the end of the day, most agree that its an all inclusive way of building relationships with your customers. Bill Band, Vice President and Principle Analyst at Forrester, has written about Social CRM in his ever popular doc CRM 2.0: Fantasy or Reality?
Only two years after acquiring webMethods, Software AG shakes up the BPM world once again with its announcement to acquire leading process modeling vendor IDS Scheer. Since the webMethods acquisition, Software AG has continued to push the envelope on combining solid human-centric and integration-centric capabilities under a single vendor roof. With the IDS Scheer acquisition, Software AG is sending an indisputable and clear message to the market: "We are a major BPM player, hear us roar!" Or should it be, "hear us bark?"
In many ways IDS Scheer has more brand cachet in business process improvement circles than Software AG, leading us to wonder: Is the tail wagging the dog on this deal? Is Software AG buying IDS Scheer, or is IDS Scheer really buying Software AG? The truth is that Software AG is buying a global brand that has the potential to completely remake Software AG into a process improvement powerhouse.