We're doing podcasts at Forrester now, and I'm the internal resource for how to get them done. Here's what we've learned so far:
Post new podcasts on a regular basis. Decide on a schedule — twice a week, every week, every two weeks and stick to it. Listeners look forward to new material on a consistent basis. Consistency helps you gain and maintain an audience.
Name your podcast. Consider a contest to identify a good name. At Forrester we are still working on a name. Any ideas? In the meantime, you can name the podcast after your company like we have — Forrester Podcasts.
Identify upbeat music. Start and end each podcast with three-to-five seconds of music. Use the same music each time to give your podcast an identity, like NPR's All Things Considered. Do you have in-house musicians who might enjoy creating your theme music?
Keep podcasts short. Six-to-twelve minute podcasts are ideal. If the topic takes longer, break it into two or more podcasts and let listeners know this podcast is the first of a two- or three-part series.
Plan a podcast format that fits the topic. Vary the format depending on the topic and the presenter but keep the music and podcast name consistent. Here are some formats we've tried:
Today’s announcement of the promotion of Leo Apotheker to co-CEO of SAP AG signals an orderly transition of command as current CEO Henning Kagermann’s contract expires in May, 2009. Mr. Apotheker has clearly been heir apparent since Shai Agassi’s departure a year ago. Although SAP put a positive spin on his sudden departure, evidently Mr. Agassi was not next in line for the job.
Mr. Apotheker, a 20 year veteran with SAP, has served as head of worldwide sales and most recently as Deputy CEO. While the practice of co-CEOs could be problematic in some environments, SAP has done this before as Dr. Kagermann ascended the throne and succeeded Hasso Plattner, now Chairman of SAP’s Supervisory Board. The transition should be orderly and Apotheker is well-suited for the job.
Additional changes within SAP’s Executive Board were also announced in the same press release. Jim Haggeman Snabe, Bill McDermott and Erwin Gunst were promoted to the Executive Board. Snabe will manage product development for both the SAP Business Suite and Netweaver. McDermott will take over responsibility for worldwide sales. Gunst, the current head of EMEA operations, will become the company’s first Chief Operating Officer. The need for a COO signals the growing complexity of the business in maintaining controls over acquired businesses (e.g., Business Objects) and new products and business models (e.g., Business ByDesign). Snabe and McDermott represent new blood on the Executive Board as well, rising stars that have done well in their respective areas.
of a partnership between Dell and Egenera has
done something unique in the business development world -- increased the
credibility of both players who were lagging in overall market presence in a
key technology area -- server virtualization.
smaller server vendor, popular in financial services, public sector and service
providers, was the first to bring Unix-class virtualization capabilities to x86
systems but did so only within its unique blade server frame design. As such,
Egenera simply hasn’t been able to make much headway in the general enterprise
market. A 2005 hardware OEM partnership with Fujitsu-Siemens was a step in the
right direction but one only felt in Europe.
Forrester recently surveyed 233 IT decision-makers who have plans to implement or upgrade to at least some part of MOSS 2007 and asked: "Which of the following best describes your organization's time line for implementing or upgrading to Microsoft Office SharePoint Server?". The results? 21% will upgrade immediately and 41% will do so within 6 months.
With this level of adoption the issue of scalability comes up more and more. In one sense you have architectural concerns with any solution that scales horizontally, uses banks of load-balanced Web servers, application servers, and clusters of SQL servers on the back end. Add high availability and you quickly get a complex environment. To Microsoft's credit there is quite a bit available on performance guidelines. But looking through these, and coping with notions of site collections, lists, file arrangements, performance of folder hierarchies versus flat files, and automatic versus manual partitioning, the bottom line seems to be that even on the new 64 bit architecture with 4 screaming Intel processors, and SQL 5 -- the upper limit of the content repository is 500GB.
The Virtual-Worlds Consortium for Innovation and Learning and SRI Consulting Business Intelligence today released the results of an online survey conducted early in March 2008 titled "Virtual Worlds and Collaborative Work: Survey Results." The organization surveyed 81 people who are active users of virtual worlds (e.g., Second Life) about the use of virtual worlds for collaborative work. Most survey respondents (about 85%) were in North America; the rest were in Europe and Asia. Fewer than 20% of respondents are using virtual worlds mostly for pleasure and fun; 58% have a strong interest in how these technologies can serve for work. Some of the key findings:
A shift is
taking place in the server market that is starting to look very much like a
throw back to simpler times. As enterprises gain comfort with x86 server
virtualization, they are starting to push for higher and higher consolidation
ratios, which are driving a return to scale up server purchases. Where a
single-socket server with 8GBs of RAM was the most popular choice a few years
back when scaling out was all the rage, we are starting to see beefier
configurations become the norm to accommodate server
A Forrester survey from just last year showed that while adoption of x86 virtualization was ramping
quickly among enterprise infrastructure & operations (I&O) leaders, the
ratios of servers consolidated were low, averaging 4:1. But this may have been
as much a byproduct of the new technology comfort curve as it was server buying
Now that I caught your attention with the title -- it's not what you think. It's not about freeing BI from the constraints and limitations of corporate politics, organizational silos, and lack of proper data governance -- although that's a very worthy topic to write about.
This morning, Google will unveil a beta version of its spreadsheet application with some new advanced features, such as Pivot Table. The Pivot Table is a product developed by Panorama, a small, but upcoming BI vendor (they are currently being evaluated in detail by Forrester BI Wave '08), who were, interestingly enough, the original inventors of Microsoft Analysis Services OLAP (Online Analytic Processing) engine. So now, part of Panorama code will be inside two of the biggest software companies in the world!
I spent some time out at MIX in early march getting up to speed with Microsoft's latest product releases for rich Internet application (RIA) development. I thought I'd offer a few thoughts on Ray Ozzie’s keynote.
Like last year, Ray kicked off the conference by sharing Microsoft's vision of SaaS - a slightly different version from the standard view. Given Microsoft’s investments in traditional platforms it makes sense that their vision of SaaS would be of "Software AND a service" as opposed to "software AS a service”. That said, Ray articulated three ideas that are driving Microsoft's vision for development forward. I'll recap as I interpreted them from my seat in the audience: