Horses for courses?

Mike Gualtieri

Quarterhorse_2 I was on a conference call with my Research Director, Mike Gilpin and colleague Charles Brett the other day discussing complex event processing and business rules when suddenly Mike and Charles starting talking about "horses for courses". Say what? We went from talking about events and rules to horses and courses? I never heard this expression before so I asked. And, for those of you who think that I am provincial, I asked several other people in our Cambridge, Massachusetts office and they were dumbfounded as well.

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Thomson Reuters Gets A Jump On Holiday Shopping, Acquires Paisley

Chris McClean

Chris McClean

Keep an eye out in the next week for Forrester’s GRC Trends 2009 report, which will take a look at how a decidedly rocky end of 2008 will impact those responsible for various aspects of corporate governance, risk management, compliance, audit, and finance... as well as the product and service firms that serve them.

One trend that we call out in the report is the impending consolidation of the GRC technology landscape, which is a top-of mind issue for many leading vendors in the space.

Wednesday, Thomson Reuters got an early start on this trend with a definitive agreement to purchase Paisley. A leader in the GRC platform and audit management markets, Paisley will be a strong addition to the company's Tax and Accounting group.

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Extranet Collaboration Platforms. Coming Soon, But Then There's That Pesky Many-To-Many Problem

Ted Schadler

Tedschadler by Ted Schadler

In our conversations with many information and knowledge management professionals, it's clear that their distributed and multicompany teams need better extranet collaboration tools.

And they feel the problem is only getting worse as companies go virtual, global, distributed, outsourced, green, travel-less, and partnered, thus driving the need for ever-better collaboration tools that work outside the firewall.

Trouble is, the messaging and collaboration services that  companies have implemented are designed primarily for internal teams.

For example, it's bloody difficult to set up a secure instant messaging connection with every partner you might want to work with. Such interoperability between IM platforms is technically possible, but operationally nightmarish.

So clever employees do what they must: Use public IM and calendaring services, cobble together conferences from piece parts, and fall back on endless scheduling and sharing emails and voice conferencing. Ugh. Ugly. And scary.

Well, the solution's just around the corner say vendors new and old. After all, many are on the cusp of major product releases that promise much better extranet connections and capabilities:

  • IBM Bluehouse promises a new extranet collaboration platform.
  • Google already offers an extranet collaboration toolkit in its Google Apps Premier Edition.
  • Cisco is adding extranet collaboration capabilities to WebEx.
  • Microsoft is moving its services into the cloud for easier extranet access.
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One Analysts's View Of What IBM's Smarter Planet Means

Ted Schadler

Tedschadler by Ted Schadler

[dateline] Stamford, CT

IBM CEO Sam Palmisano gave a speech to the Council on Foreign Affairs in New York City on November 6, 2008. In the speech, he added his voice that that of Al Gore, Jeff Immelt, and Barack Obama to declare that the US can lead the world to prosperity (and out of this financial quagmire). He called his vision building a "smarter planet."

Here's how I see the smarter planet:

  • Intelligence and network connections are embedded in physical systems. Chips and bandwidth have helped optimize business processes and make information workers more productive. But information technology hasn't yet really helped optimize our physical systems. A company on a smarter planet will put computers and connections into every physical system so that machines can phone home, operating problems can telegraph themselves, and power grids and distribution systems can be monitored, controlled, and optimized. (Forrester first identified this trend of an extended "Internet of things" in 2001 with a report entitled "The X Internet.")
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Enterprise Mashups Need Complexity To Create Value

Gilyehuda By Gil Yehuda
Those who drink the Web 2.0 Kool-aid live in a idealistic world where we can mentally connect a great idea to a great implementation of that idea. We live on faith that the great implementation will come, since there are plenty of smart people out there who will eventually figure out how to make value out of technology building blocks. Sometimes our faith is tested when the killer-app does not show up for a long time. But evidence can restore our faith.

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Is The ‘Green’ In Green IT Dead? No, Because It Was Never Really Alive.

Doug Washburn

Dougwashburn In a number of recent client interactions with both enterprise IT end users and vendors, the question of “Is the ‘green’ in Green IT dead?” has come up. Primarily driven by the current economic climate, IT end users want to understand how relevant the environmental benefits of Green IT should be to their strategic planning; likewise, vendors want to know how palatable green messaging of their products and services is to their customers.

First and foremost, technology is not green and never will be. The design, manufacture, operation and disposal of IT equipment generates tremendous upfront and ongoing environmental impact (read more about this in my “Is Green IT Your Emperor With No Clothes?” research). A recent – and very primetime – example of this is the 60 Minutes "The Electronic Wasteland" segment. David Berlind from InformationWeek offers a great follow on to this in his “An E-Waste Story That'll Make You Want To Quit Tech” story.

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Prioritizing Your Retail IT Investments

George Lawrie

George Lawrie By George Lawrie

With retail confidence and global cargo volumes at their lowest for 5 years, retailers face increased pressure to identify quick ways to minimize costs, reduce unplanned mark downs and avoid incidence of “out-of-stock”, while trying to stretch margins, improve the merchandizing mix and increase customer satisfaction.

One retail executive told Forrester “I have any number of proposals to engage in multi year, multi million IT projects. But we don’t have the luxury to indulge in those. My boss needs results now. I need to prove that we are making progress against our financial and strategic objectives in the next quarter or two.“

To help our readers, Forrester is currently exploring simple retail IT investments that can yield immediate results. Got ideas or input? Take our confidential survey on Retail IT Investment Priorities to help develop a framework that will help identify quick wins and self funding IT initiatives that are capable of generating returns for shareholders in six month or less.

Get engaged. Get insight. Join Forrester's IT Research Panel to participate in more survey studies like this one.

Cloud Or No Cloud You Still Have To Write Code

Mike Gualtieri

Mike_gualtieri_formal01I am experiencing Cloud fatigue already. If I hear anyone even come close to uttering the word "Cloud 2.0", I might be found hiding in the Forrester fitness room in a fetal position. I am a fan of Cloud computing and my colleague James Staten has a great report on cloud in the enterprise. I think that cloud computing such Amazon EC2, Microsoft Azure, IBM, Google AppEngine, and others are legitimate and have a great future in infrastructure. What I am not a fan of is the buzzword grab going on by many technology companies saying they work in the cloud, have a cloud strategy, or have a new cloud offering à la SOA, Web 2.0, and whatever is next. Vendor X can work in the cloud. Well, no kidding. You just spin up your platform in the cloud and run your app on it.

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New Options For Business Continuity Management Software

Stephanie Balaouras

Stephanie Balaouras

With SunGard's acquisition of Strohl Systems, it would seem that the options for business continuity management software have dwindled. While SunGard will continue to support both Paragon and LDRPS, LDRPS will be its go forward platform. This leaves the main challengers, COOP Systems, eBRP, and OfficeShadow and lesser known vendors such as Business Protection Systems International (BPSI), CPACS, KingsBridge (formerly Binomial), and a few others. COOP Systems has gained a lot of momentum in recent months, in September, IBM Business Continuity and Resiliency Services (BCRS) selected COOP Systems as its strategic partner for BCM software.

But there are new options emerging from governance, risk, and compliance (GRC) vendors. For example, Archer Technologies has added a business continuity management module to its GRC SmartSuite Framework. I recently saw a demo of the offering and I found it to be intuitive and comprehensive. It's also closely aligned with the British Standard for Business Continuity Management, BS 25999. I also recently met with MetricStream, they have also added a BCM module to their GRC platform. Provided that you've already purchased the core GRC platform from one of these vendors, buying the BCM module is significantly less expensive that buying or subscribing to a tier 1 stand-alone BCM offering. Tier 1 offerings start at US$100K and average sales prices can be in the hundreds of thousands of dollars. The add-on modules to these GRC platforms will start between $30K-$50K.

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Cloud-Based Collaboration Could Rock A CFO's World In A Recession

Ted Schadler

Tedschadler By Ted Schadler

Did you know that three vendors with something in common grew rapidly during the last recession? WebEx, Placeware (now Microsoft LiveMeeting cum Office Communications Server), and Salesforce.com all grew during the last recession.

One of the reasons is that they offered valuable services -- Web conferencing and sales force automation – that companies needed help with. But the other thing they had in common is that they packaged their offering as a cloud-based service with a pay-as-you-go pricing model.

This model offered three immediate benefits to cash-strapped companies:

  1. It was cheap and easy to get started with these cloud-based services.
  2. The business could buy the services without IT’s help, at least initially.
  3. It was easy to provision these services for business users.
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