Forrester Blogs For Business Technology Professionals
This is a roll-up of all Forrester blogs written for Business Technology Professionals. Role-specific blogs are listed below. Visit Forrester.com to learn how we make Business Technology Professionals successful every day.
As data flows between countries with disparate data protection laws, firms need to ensure the safety of their customer and employee data through regulatory compliance and due diligence. However, multinational organizations often find global data privacy laws exceedingly challenging. To help our clients address these challenges, Forrester developed a research and planning tool called the Data Privacy Heat Map (try the demo version here). Originally published in 2010, the tool leverages in-depth analyses of the privacy-related laws and cultures of 54 countries around the world, helping our clients better strategize their own global privacy and data protection approaches.
Regulation in the data privacy arena is far from static. In the year since we last updated the heat map, we have seen many changes to how countries around the world view and enforce data privacy. Forrester has tracked and rated each of these 54 countries across seven different metrics directly within the tool. Among them, seven countries had their ratings change over the past year. Some of the most significant changes corporations are concerned with involve:
New national omnibus data privacy laws spanning private and/or public industry. Data privacy regulation, when looked at globally, forms a spectrum of maturity beginning with spotty industry or situation-specific laws all the way to omnibus frameworks. As you might expect, responsible corporations prefer to engage in business practices where the data privacy laws are clearly-defined and transparent. For instance, countries such as Brazil and China are in the process of moving towards potential omnibus laws which will replace a multitude of sectoral and situation-based laws. Other countries, such as Colombia and Singapore, have recently passed far-reaching omnibus laws, also replacing a patchwork of prior sectoral laws.
A common theme during this week's SAS and FICO user conferences was how to use Big Data to make fraud decisions faster, more accurately and without impacting the customers in any negative way.
Big Data is basically about 3Vs: Volume, Velocity and Variety of data to gain veracity and value in fraud management. Volume and Velocity are nothing new: fraud management products have long been capable of analyzing terabytes of data in billions of transactions - in real time.
What's really new for Fraud Management about Big Data is Variety. Using all types of new information to make better decisions with lower false positive rates. The new data sources that are increasingly used in Fraud Management are:
Social network data. Has this user been writing about committing fraud on Facebook? After seeing how dumb some criminals can be, this data source is pretty important.
Geolocation of a mobile devices. The fraud management system should warn ahead of time if a user has been in the same location as the ATM when he/she used her ATM card to empty her bank account)
Identity and Access Management systems logs. The fraud management system should warn ahead of time if the authentication system in front of my customer facing system see any evidence of the user logging in from a risky geography or from a new device before the user emptied their bank online by making unauthorized transfers to a mule account)
Textual and unstructured data. The fraud management system should warn ahead of time if, for example, a medical provider or insurance adjustor is always using the same combination of terms of "suture removal" or "rear hit accident" in suspicious contexts or just in an excessively repeated way)
Transformation: The topic of many, many conversations Forrester Analysts have with business and technology leaders everyday. But the definition and scope of transformation seems to vary widely depending role, title, industry, sphere of influence, and other factors. For example, here's a sampling of recent inquiry questions from Forrester clients to Analysts focused on transformation:
"How can we transform our customer experience globally to improve ROI?" (Customer Experience Leader, Telecommunications)
"How transformational is the value of social networking and social media to business?" (Marketing Leader, Financial Services)
"What are the key drivers of banking application transformation?" (Application Development Leader, Banking)
"How do we prepare IT skills for transformation as we move from in-house apps to SaaS and outsourcing?" (Sourcing Leader, Entertainment)
"How can we transform our data centers to operate more like a cloud services provider?" (Data Center Leader, U.S. Government)
"What is the business case for large scale desktop virtualization as we transform our computing environment?" (Workforce Computing Leader, Pharmaceuticals)
In 1898 there was the first international urban planning conference in New York. This conference was the first of its kind as it looked to address the challenges of the world’s fast growing cities. It’s hard to contemplate today but the main topic on the attendees’ lips was ---horse dung! That’s right, the concern was that in 50 years time cities such as London would ‘disappear’ due to nine feet of manure being generated by the horses used to transport people around the city. Well, we all know that did not happen and I am happily sitting in the comfort of Forrester’s London office –dung free. Our savior was the automobile and experts did not account for this technological innovation.
Ok, John, so what has this got to do with the future of I&O executive skills?
I guess I should have expected this (but alas I didn’t) – the Capita ITIL, the IT service management best practice framework, joint venture with the UK government wasn’t big news. If anything, the story made ripples rather than waves; and from a UK government “finances” rather than IT service management (ITSM) best practice perspective.
It’s interesting to consider why – particularly when enterprises are so adamant on requesting ITIL-alignment in ITSM tool selection RFPs. But first a few links:
In the original ‘Jurassic Park’ movie (which will be 20 years old this June), the young girl Lex Murphy (played by Ariana Richards) asks Dr. Alan Grant (played by Sam Neill) what happened to the dinosaurs. Dr. Grant replies with the thesis from his academic works (as quoted here):
Many scientists believe the dinosaurs never really died out 65 million years ago. These scientists believe dinosaurs live on today -- as birds. The dinosaurs were too large and their food supply is too small, so the dinosaurs became a likely example of natural selection -- in short, they were forced to adapt or perish.
The personal computer already experienced a large tectonic shift, evolving from velociraptor to sparrow in just a few years. Back in 2007, end user computing looked very different from today: It was a simpler world of form factors, operating systems, and ecosystems. Even so, in 2007 we predicted:
By 2012, the industry won't include just two form factors, laptops and desktops, but five or more form factors that are universally viewed as differentiated products.
We were correct, and computing “biodiversity” bloomed: smartphones, tablets, laptops, desktops, eReaders, phablets, or adding in form factors that peaked and fell quickly (like netbooks). In fact, we are living in an era of unprecedented experimentation – a flowering of myriad computing form factors attempting to carve out their own evolutionary pathways. The descendants of the velociraptor include a wide array of connected devices, each blazing its own trail.
Information workers in organizations across Asia Pacific (AP) are increasingly using personal mobile devices, applications, and public cloud services for work. Forrester defines this as the bring-your-own-technology (BYOT) trend. This behavior is more prevalent among employees above the director-level (C-level executives, presidents, and vice presidents) than those below that level (individual worker, contractor or consultant and manager/supervisor). Data from Forrester’s Forrsight Workforce survey, Q4 2012 corroborates this trend in AP.
We believe that the BYOT trend will strengthen over the next two years in AP, primarily fueled by employees below the director level. Increasing options, quality and affordability of devices, apps, and wireless connectivity, coverage, and capacity will contribute to this expansion. In order to secure corporate data, organizations will need to:
Develop Corporate Mobile Policies: Organizations must build cross-functional teams to plan their mobile strategies. This should include representatives from different LOBs like finance, HR, legal and sourcing. Moreover, the policy must clearly define guardrails to provide flexibility to employees but within boundaries and in compliance with local regulations.
Identify Technologies To Secure Corporate Data: 29% of business-decision makers in AP report that the rising expectations of younger workers require businesses to push enterprise IT to keep technology current. This is why it is critical to identify both back-end and front-end technologies and suppliers that can optimize mobile device and application management in a secure manner. Focus should be on networking layer security and mobile device management solutions.
I’ve noticed a growing trend among Asia Pacific organizations over the past 6-12 months: complete IT resistance to SaaS has steadily given way to more pragmatic discussions, even if IT has come to the table grudgingly. Over the next two years I expect this trend to accelerate. In fact, I believe that many SaaS solutions, particularly those that cross business and functional boundaries, will be rapidly subsumed within the broader IT portfolio, even if they were originally sourced outside IT.
Many SaaS vendors report already seeing more IT involvement in procurement, requirements definition, RFP creation, and negotiations. The clear procurement guidelines published by the IT department of the Australian Government Information Management Office (AGIMO) is one high profile example. Don’t get me wrong, in most instances business decision-makers will still lead, particularly in identifying the required business processes and determining how best to consume SaaS-based services. But IT decision-makers are getting more involved, particularly around integration.
Some areas to consider as you look to work more closely with business decision-makers to evaluate and negotiate SaaS and other public cloud deals:
My father was never one to use profanity, with one exception. In those instances when I was taking just too long to make a decision or show progress, he'd say, "Rob, it's time to ... or get off the pot!" We're pretty much at that point with Enterprise Social.
In 2012 Forrester embarked on an extensive research project to determine the business value of collaboration and enterprise social initiatives. The backdrop was straightforward; overall adoption was not at the levels projected by the organizations that had made the investment. Just about half had made the investment in some form, and just about half were waiting for more evidence of true business value.
Through extensive interviews, we discovered that the value was indeed emerging, albeit somewhat slowly. If that's the case, then the question changes from "is there value?" to "how do we accelerate time to value?" The research indicated that when enterprise social solutions and tenets are applied to known business processes with an eye toward increasing the quality through better access to content and expertise, the results are demonstrable. Additional benefits came from removing human latency from processes by applying not only social, but mobile as well. How do you find the low-hanging fruit in your organization? The more case studies there are, the better chance of finding on that would resonate for you. To that end, Forrester has assembled an all-star cast of vendors to discuss specific use cases within their customer bases. The goal of the panel is to discuss business, not products.
A few weeks ago, I shared results from Forrester’s Forrsights Software Survey Q4 2012, spotlighting the fact that strengthening customer relationships and driving revenue growth are the top prioritiesof senior business leaders today. This is playing out in the technology market where the leaders of key customer-facing functions have become driving forces behind technology spending.
In our survey of 2200 software decision-makers, the number one ranked department for investment was Sales (42%). Customer service was tied for the second most important priority (36%), followed by Field Service (27%), and Marketing (25%).
Investment priorities for mobile technologies show a similar pattern. The Sales department tops the list in priority 48%. The next most important priority departments for mobile investment are Field Service (42%), Customer Service (34%), and Marketing (34%).