Using Google Glass In Patient-Facing Healthcare Scenarios

JP Gownder

Google Glass is finally being explicitly positioned for enterprise usage -- a concession to the great interest found in many vertical industries (and also among developers who sell to those industries) for using Glass to attract, retain, and serve customers. We'd predicted this trend and have been helping clients in a variety of contexts to design their own enterprise wearables strategies.

For the healthcare vertical, SAP posted a video that has been little seen -- but which deserves more attention -- that helps illustrate some of the detailed usage cases for Google Glass in a hospital context. SAP's HANA platform (about which you can read more via my colleagues Andrew Bartels and Paul Hammerman here or Noel Yuhanna here) empowers a nurse to complete all the tasks in her rounds:

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Use Technology To Drive In-Store Customer Engagement

JP Gownder

Hot on the heels of our recent report Infrastructure Will Drive The Retail Store Experiences Of The Future, I've just released some follow-up research: Brief: Using Technology To Drive In-Store Customer Engagement

The I&O role continues to notably evolve from a mere IT role to becoming a BT -- Business Technology -- role. This means taking an increasingly role in empowering customer-facing technologies. And as I&O pros shift toward becoming customer enablers, you should begin to closely track -- and to pilot -- a number of emerging technologies that can help your company attract, retain, and serve customers. Currently, myriad solutions exist; as one start-up vendor told me, "there are so many new technologies out there, it's hard for buyers to decide where to place their bets, so we just try to get our products into trial to prove the value." While the number of these technologies (and their vendors) is great, they tend to share one or more of the following characteristics. As you read the list, ask yourself the question associated with each factor:

  • Hyper-local. Are you experimenting with technologies that engage customers on a highly geographic (e.g. within 1 foot) basis? (Example: iBeacon)
  • Targeted. Are you piloting any technologies that can customize customer engagement based on who they are or what they feel? (Example: Facial Recognition)
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iPhone Up, iPad Down: What Apple's Device Mix Says About Mobile Devices

JP Gownder

Apple's reported earnings revealed a strong product mix contrast: iPhone sales increased 17% in units and 14% in revenues, while iPad sales decreased 16% in units and 13% in revenues. What accounts for this contrast? Is the iPad's growth trajectory broken?

Simply put, the iPhone's addressable market has only continued to increase with Apple's continued international expansion. Only recently, for example, has Apple broken out in Japan (still the world's third-largest economy); only a few months after releasing the 5S and 5C across all three of Japan's largest carriers, iPhone models made up 9 of the top 10 phones sold. And for iPhone, unlike iPad, the route to sales comes through carrier relationships -- of which Apple has landed more recently.

By contrast, the iPad's year-over-year results lagged because:

  • Price competition in tablets has been fierce. With Android tablets under $200 now commonplace -- including Samsung's Galaxy Tab 3 and Amazon Kindle Fire HDX -- Apple's premium pricing is catching up to it. 
  • Replacement rates are lower than expected. Why are prices catching up to iPad now? Because replacement rates haven't been as quick as with iPhone. The pace at which people purchase smartphones is quicker than that of iPads, even among the Apple faithful. This means that Apple is seeking an ever expanding market -- people without tablets. For later adopters, who didn't see the big deal early on, price matters more than for earlier adopters.
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Why Infrastructure Will Drive The Retail Store Experiences Of The Future

JP Gownder

The Infrastructure and Operations (I&O) role is changing significantly: I&O pros are increasingly helping to drive business strategies with the technologies they choose and implement. Business leaders tell Forrester that technology is too important to leave to technology managers alone; they are pushing their I&O colleagues to explore the business value associated with the technologies they choose, implement, and manage. I&O pros, in turn, tell us that their jobs are changing. As one I&O pro put it, “I’ve been an infrastructure manager for 15 years, but only in the past 3 have I been asked to construct a business plan and be part of the business planning team.”

Figure: Burberry's Technology-Powered Flagship Store In London

For I&O pros in retail and related verticals like hospitality (or for anyone involved in creating in-person experiences), we’ve just released a report to help aid this transition. Along with my co-author Michele Pelino, we’ve just released the report “Infrastructure Will Drive The Retail Store Experiences Of The Future.” The report asserts that I&O pros have an important role to play in helping their companies engage shoppers in experiences that will drive loyalty and spending.

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Google Makes Glass Visible To The Enterprise

JP Gownder

Up until this week, Google had remained reticent about speaking of Google Glass as an enterprise tool. Google is a mass-market consumer company whose main revenue streams derive from huge scale; its aspirations for Glass are, presumably, both ambitious and far-reaching. In consequence, Google's leaders want Google Glass on the faces of as many consumers as possible. Enterprise represents, at best, a bit of a diversion from that mass-market ambition.

Nevertheless, as I pointed out in January, Google has begun to tell stories about how Glass can create value in an enterprise setting. Their videos of public safety officials using Glass for firefighting tugged at the heart-strings, even as the NYPD pilots the device as well. But April has seen a flurry of enterprise-related Glass news, including an explicit posting on Google+ about enterprise.

In addition to all those consumer Glass Explorers, "Something we've also noticed and are very excited about is how Explorers are using Glass to drive their businesses forward," Google wrote. "A number of companies have already teamed up with enterprise software developers to create new ways to serve their customers and reach their business goals."

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A Nice Example Of Applying Desktop Virtualization To Improve Customer Experience

David Johnson

When I was maybe 2 years old, my mother lost track of me in a Toys-R-Us store. After a dozen stressful minutes, she finally found me - holding a Fisher-Price airplane. And so began my love affair with airplanes and aviation. So as I looked through the break-out schedule while attending NVIDIA’s GPU conference two weeks ago in San Jose, California, Gulfstream Aero’s session on transforming manufacturing and field service with desktop virtualization caught my eye. It didn’t disappoint.

There are 2 reasons why I liked this session so much and why I think it’s worth sharing with you:

  1. It’s a nice example of technology that makes the work easier for employees, and helps them improve the customer experience directly.
  2. It’s also an example of how a technology that’s not necessarily a money saver (in this case, VDI) shines when it enables workers do something that would be difficult or impossible any other way.
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Telefónica Leadership Event 2014 Highlights Plans To Lead The Digital Telco Parade

Michele Pelino

With Brownlee Thomas, Ph.D., Forrester Research

Forrester recently attended the Telefónica Leadership Conference 2014, its annual global customer event that brought together more than 600 customers, partners and its Global Solutions leadership team. This year’s event was an exemplary mix of Telefónica and external content, including a keynote live video interview with former US President Bill Clinton on day one, and also a keynote speech by Sebastián Piñera, President of Chile 2010-2014 on day two. Additionally, well known academics presented research findings related to how cloud and social are changing marketing (Jonathan Zittrain, Harvard), and how multigenerational workforces are reshaping business – from how they use technology to interact, and also to learn and transfer skills (Dr. Paul Redmond,  University of Liverpool).

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Internal and hosted private cloud adoption in 2013

Lauren Nelson

Over the past couple months, I've published adoption profiles on both internal and hosted private cloud in North America and Europe. If you haven't read them, they can be found at the following links: 

 

Keeping this short and sweet, here's my top takeaways on internal private cloud: 

  1. Private cloud adoption and interest continues to rise. 
  2. Europe is starting to get serious about private cloud with a large spike in adoption and interest in 2013.
  3. Despite increased adoption, private clouds are still falling short of basic definition. 
  4. Improved IT management is still the focus which shows a mix of enhanced virtualization centric private clouds and early stages of transformational cloud
  5. Most popular vendor in Europe? IBM.
  6. Most popular vendor in the US? VMware.
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Cisco UCS at Five Years – Successful Disruption and a New Status-Quo

Richard Fichera

March Madness – Five Years Ago

It was five years ago, March 2009, when Cisco formally announced  “Project California,” its (possibly intentionally) worst-kept secret, as Cisco Unified Computing System. At the time, I was working at Hewlett Packard, and our collective feelings as we realized that Cisco really did intend to challenge us in the server market were a mixed bag. Some of us were amused at their presumption, others were concerned that there might be something there, since we had odd bits and pieces of intelligence about the former Nuova, the Cisco spin-out/spin-in that developed UCS. Most of us were convinced that they would have trouble running a server business at margins we knew would be substantially lower than their margins in their core switch business. Sitting on top of our shiny, still relatively new HP c-Class BladeSystem, which had overtaken IBM’s BladeCenter as the leading blade product, we were collectively unconcerned, as well as puzzled about Cisco’s decision to upset a nice stable arrangement where IBM, HP and Dell sold possibly a Billion dollars’ worth of Cisco gear between them.

Fast Forward

Five years later, HP is still number one in blade server units and revenue, but Cisco appears to be now number two in blades, and closing in on number three world-wide in server sales as well. The numbers are impressive:

·         32,000 net new customers in five years, with 14,000 repeat customers

·         Claimed $2 Billion+ annual run-rate

·         Order growth rate claimed in “mid-30s” range, probably about three times the growth rate of any competing product line.

Lessons Learned

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The Flash Blindness Caused By SDN Hype Keeps Many From Seeing Cisco's Growth Path

Andre Kindness

Cisco released its 1st quarter financial statement last week, and the numbers weren’t pretty. But this shouldn’t surprise too many, since the company warned the financial community that the revenue growth was going to be below their expectations. Unlike most, I see this as more of an inflection point in an undulation that swings back into a growth mode that comes with a change in strategy than a parabolic upside-down curve. While there are multiple transformations starting to occur in the networking domain, the Cisco Doomsday-ers seem to solely focus on software-defined networking and the creation of cloud infrastructures; they assume the data center of the future will look like Google’s data centers, even though no one truly, outside of Google, knows how it really runs or what the components are.

For argument’s sake, let’s assume every data center (private or XaaS platforms) will be a Google data center full of white-box components and Cisco’s high margin/feature switches will disappear. Does this mean Cisco becomes irrelevant or loses its position as the 800 lb. gorilla in the networking industry? Heck no. What clearly is being missed by most of the world is the incredible transformation starting to materialize outside the data center. And no, it isn’t the presence of mobile devices. That is today’s transformation that changed the consumer. The business will catch up. Tomorrow’s emergence of Internet of Things (IoT) will enable the business to meet its consumers’ desirers, and Cisco sees it already. Cisco could lose every port in the data centers and still be ahead if you look at where the amount of port growth and network revenue will come over the next 10 years.

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