OpenStack Is Moving To A New Stage

Charlie Dai

Unfortunately, visa issues prevented me from attending the OpenStack summit in Vancouver last week — despite submitting my application to the Canadian embassy in Beijing 40 days in advance! However after following extensive online discussions of the event and discussing it with vendors and peers, I would say that OpenStack is moving to a new phase, for two reasons:

  • The rise of containers is laying the foundation for the next level of enterprise readiness. Docker’s container technology has become a major factor in the evolution of OpenStack components. Docker drivers have been implemented for the key components of Nova and Heat for extended computing and orchestration capabilities, respectively. The Magnum project aiming at container services allows OpenStack to create clusters with Kubernetes (k8s) by Google and Swarm by Docker.com. The Murano project contributed by Mirantis aiming at application catalog services is also integrated with k8s.
Read more

BT Transformation Q&A With Sharon Cooper, Chief Technology Officer, BMJ

Laura Koetzle

The age of the customer demands more of companies, forcing them to change how they develop, market, sell, and deliver products and services. In response, CIOs must invest in business technology (BT) — the technology, systems, and processes to win, serve, and retain customers. At Forrester’s Forum For Technology Leaders in Lisbon (June 2-3), leaders from firms like BMJ, Portugal Telecom, BBVA, Mastercard, Alliander, DER Touristik and UniCredit will share strategies that you can use to achieve Read more

Cloud Foundry Is Evolving Toward Agility Via Container-Empowered Micro-services

Charlie Dai

The Cloud Foundry Foundation held its 2015 Summit recently in Santa Clara, attracting 1,500 application developers, operation experts, technical and business managers, service providers, and community contributors. After listening to the presentations and discussions, I believe that Cloud Foundry —one of the major platform-as-a-service (PaaS) offerings —is making a strategic shift from its traditional focus on application staging and execution to a new emphasis on micro-service composition. This is a key factor that will help companies gain the agility they need for both technology management and business transformation. Here’s what I learned:

  • Containers are critical for micro-service-based agility. Container based micro-services are getting momentum: IBM presented their latest Bluemix UI micro-services architecture; while SAP introduced their latest practice on Docker. Containers can encapsulate fine-grained business logic as micro-services for dynamic composition, which will greatly simplify development and deployment of applications, helping firms achieve continuous delivery to meet dynamic business requirements. This is why Forrester believes that the combination of containers and micro-services will prove irresistible for developers.
Read more

Building A Customer-Obsessed Operating Model

Kyle McNabb

Empowered customers, armed with ever-increasing digital capability, increasingly expect any information, any service, at their moment of need. We call this the age of the customer. Innovative brands, from Delta to Southwest, T-Mobile to Verizon, Home Depot to Walgreens, and Caterpillar to Rolls Royce, are sharing with Forrester how they are disrupting the way they work to meet their empowered customers’ needs, to become customer-obsessed. Becoming customer-obsessed gives you, the CIO, an unprecedented opportunity: to overcome the nagging frustration of IT gravity that suppresses your and your team’s ability to influence the direction of your business, to build new competitive advantage. But you have to be willing to change the way you work.  

You’re in an enviable position and are more essential to your firm’s success than ever. Together with your CMO, you have the best overall knowledge of your customers and the technology know-how to deliver a superior customer experience and drive growth.

We’ve begun to identify how leading firms change their operating models to deliver more value and become truly customer-obsessed. Much of that change falls on the CIO to drive. This research is ongoing, but the actions leaders take to shape their customer-obsessed operating model — focused on customer loyalty, innovation, and most importantly, growth, and fueled by customer insight — are becoming clear:

Read more

The Customer Success Vendor Ecosystem Shows Signs Of Consolidation. Zuora Acquires Frontleaf

Kate Leggett

Our world is quickly moving to a subscription economy. In a subscription economy, the economic value of a customer is realized over time, instead of up-front at the initial sale. This means that the duration of the customer relationship has an increasingly large economic impact on the company’s financial health. Being successful in this new economy requires that companies actively manage their customers during their engagement relationship to ensure that they are realizing the economic value of their purchase.  Why? Because if you don't, customers churn. 

A new organizational role, called customer success, has emerged which is dedicated to actively managing the post-sale journey that a customer has with a product or service that they have bought. One measure that customer success organizations use to track a customer's success is a "health score." The health score is a composite number created from product usage data (who's using the product, how is the product used), customer interaction data (support tickets, customer feedback) and contractual data. This data is pulled from systems like CRM, ERP, billing, customer survey solutions. It is tracked at a user and company level and the way it trends, and sudden changes to the score are used to understand a customer' health.

Read more

Introducing A New Incident Response Metric: Mean Time Before CEO Apologizes (MTBCA)

Rick Holland

For years cybersecurity professionals have struggled to adequately track their detection and response capabilities. We use Mean Time to Detection/Containment/Recovery. I wanted to introduce an additional way to track your ability to detect and respond to "sophisticated" adversaries: Mean Time Before CEO Apologizes (MTBCA). Tripwire’s Tim Erlin had another amusing metric: Mean Time To Free Credit Monitoring (MTTFCM).

Here are some examples (there are countless others) that illustrate the pain associated with MTBCA:

1) CareFirst breach announced 20 May 2015

2) Premera breach announced 17 March 2015

Your CEO doesn't want to have to deliver a somber apology to your customers, just like you don't want to have to inform senior management that a "sophisticated attack" was used to compromise your environment. Some of these attacks may have very well been sophisticated but I'm always skeptical. In many cases I think sophisticated is used to deflect responsibility. For more on that check out, "The Millennium Falcon And Breach Responsibility."  

Read more

Is Your Company A Place Where Employees Grow And Thrive, Or Wither And Leave?

David Johnson

As Forrester's Customer Experience Index (CX Index™) proves, the key determiner of a company's success is customer satisfaction. We can also prove that there is a strong correlation between employee satisfaction and customer perception and opinion, which is more pronounced with those employees who have a greater impact on your customers. To improve customer satisfaction, these employees have to feel that they can succeed. If they can’t succeed, they will burn out, and burned out employees aren’t going to help your company win, serve and retain customers. Forrester believes that you as an I&O leader can play the decisive role in customer satisfaction, if you choose to.

Read more

Forrester’s Security & Risk Research Spotlight – The IAM Playbook For 2015

Stephanie Balaouras

Once a month I use my blog to highlight some of S&R’s most recent and trending research. When I first became research director of the S&R team more than five years ago, I was amazed to discover that 30% to 35% of the thousands of client questions the team fielded each year were related to IAM. And it’s still true today. Even though no individual technology within IAM has reached the dizzying heights of other buzz inducing trends (e.g. DLP circa 2010 and actionable threat intelligence circa 2014), IAM has remained a consistent problem/opportunity within security. Why? I think it’s because:
 

Read more

Business As Usual Not An Option For Customer-Obsessed CIOs

Steven Peltzman

As Forrester’s own Chief Business Technology Officer, I’m immersed in our strategic view that consumers and businesses alike demand outstanding customer experiences and expect them more than ever before. In fact, it’s so important to us that we are being measured against the Customer Experience Index (CX Index™) on delivering a great customer experience.

The trouble is I’m experiencing many of the same blockers that our client CIOs say they have: the over-customized legacy infrastructure that won’t go away, constrained budgets, and less resources than we wish we had. Sound familiar? Through it all, we’ve made great progress — an improved website, a great iPad app, cloud infrastructure, etc. — and there’s more to come.

That’s all good, but good is not good enough in the age of the customer. With the threat of Digital Disruption all around us, we feel a great urgency to do more and do it quickly.

Read more

The Digital Bolt-On Conundrum

Nigel Fenwick
What’s the difference between a digital bolt-on and transformative digital disruption?
 
In the two years I’ve been on the road talking with executives around the world about digital business and delivering keynotes on digital transformation, I’ve been most frequently asked about bolt-on vs. transformation; what’s the difference? 
 
A digital bolt-on is a digital project that is added to the existing business model that might improve the customer experience in a small way, but doesn’t fundamentally change how value is created for, and/or delivered to, the customer. For example, when a company updates a website and provides customers an electronic ordering platform, they are not changing the existing business model; they are simply providing an alternative channel through which the customer can buy products. The value proposition remains the same: buy and experience our product and you’ll gain value from the experience. Digital (in this case an online sales channel) has been bolted to the existing business model in much the same way a teenager bolts a spoiler onto an old car to make it "go faster".
 
Read more