Sea Changes in the Industry – A New HP and a New Dell Face Off

Richard Fichera

The acquisition of EMC by Dell has is generating an immense amount of hype and prose, much of it looking forward at how the merged entity will try and compete in cloud, integrate and rationalize its new product line, and how Dell will pay for it (see Forrester report “Quick Take: Dell Buys EMC, Creating a New Legacy Vendor”). Interestingly not a lot has been written about the changes in the fundamental competitive faceoff between Dell and HP, both newly transformed by divestiture and by acquisition.

Yesterday the competition was straightforward and relatively easy to characterize. HP is the dominant enterprise server vendor, Dell a strong challenger, both with PCs and both with some storage IP that was good but in no sense dominant. Both have competent data center practices and embryonic cloud strategies which were still works in process. Post transformation we have a totally different picture with two very transformed companies:

  • A slimmer HP. HP is smaller (although $50B is not in any sense a small company), and bereft of its historical profit engine, the margins on its printer supplies. Free to focus on its core mandate of enterprise systems, software and services, HP Enterprise is positioning itself as a giant startup, focused and agile. Color me slightly skeptical but willing to believe that it can’t be any less agile than its precursor at twice the size. Certainly along with the margin contribution they lose the option to fight about budget allocations between enterprise and print/PC priorities.
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Secure Your Applications NOW Because Something Wicked This Way Comes

Graduate-Level I&O Course: Use Customer Experience Insights To Unshackle Employee Potential

David Johnson
Enough of the platitudes about the virtues of being customer-centric, and the feel-good mantras about listening to customers. Everyone listens to their customers, but that’s not the same thing as operating like you do. Listening and understanding are hard enough in our interrupt-driven business world, but listening, deeply understanding and doing the right things...almost every time...is nigh impossible. Yet somehow there are great companies who keep doing it, and chances are you know who they are. Maybe you’ve thought to yourself: “If I just knew what some of these great companies like Southwest Airlines or Toyota do differently, I could make a difference in my company." Well, here’s your chance, starting today, right where you sit in I&O. But first you must understand that it’s not what they do differently, but why and how they decided to do those things, because that’s their secret sauce and what you'll need to figure out for your company. Sam Stern and I offer some powerful tools to help you do that in our new report: Use Customer Experience Insights To Unshackle Employee Potential.
 
Customer experience is a product of employee behavior, and I&O shapes employee behavior
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Welcome to Forrester, Rob Stroud

Glenn O'Donnell

Good day everyone,

I bring tidings of great joy to the Forrester community, and especially to our clients! We have a new analyst on the Infrastructure & Operations Research team! It took a long time to get the right person, but we finally did. Once you meet him (and you likely already have), you will agree!

Robert Stroud CGEIT CRISCThe newest Principal Analyst on the I&O team is Robert Stroud! Rob comes to us after a long stint at the software company CA, where he was most recently the VP of Strategy and Innovation. Central to his recent work is a significant amount of evangelism about DevOps, the hot movement promoting rapid application and technology service delivery. He has been very active in the governance and service management communities for years, holding many leadership positions. He just wrapped up his tenure as the International President of ISACA and was a primary author of the last few versions of the COBIT framework. He has won several awards in this community in recognition of his many achievements – all well deserved!

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Forrester’s Server-Hosted Virtual Desktop (VDI) Wave Reveals Two Vendors Lead The Pack

David Johnson
With server-hosted virtual desktops (VDI), you take something that used to be a few centimeters from someone's fingertips - their Windows desktop - and move it sometimes thousands of miles away, and you expect them to be okay with that. It’s possible, but choose your technology vendor wisely, because the project’s success will hinge on the end user experience.
 
It’s not easy to give users an equal or better Windows desktop experience with VDI than they have with their local PC. If they rely on videoconferencing to collaborate with their colleagues, the VDI system has to work with their local webcam and it has to handle the video stream properly so they don’t get choppy voice and video. If they use a tablet, your VDI vendor’s tablet client has to be good, with intuitive touch gestures. There may need to be a way for them to install software, and they may need to use the system over a 4G/LTE network link while traveling.
 
To do all of these things and more across a wide range of work styles, devices, applications and networks requires sophisticated, expensive capabilities. If you choose your vendor primarily on cost, the solution you get may not have what you need to deliver an acceptable user experience - especially if your business needs change.
 
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In Search Of A SMO?

Eveline Oehrlich

Do you report into a SMO? Does your organization have a SMO?  Do you lead a SMO?  Send me an email as I would love to connect with you or your team - eoehrlich@forrester.com.

You don't know what a SMO is or does - report on its way - stay tuned!

Cheers.

Eveline 

Robots Will Soon Be Parking Your Car

JP Gownder

During our research for the Forrester Big Idea report The Future of Jobs, 2025: Working Side-by-Side with Robots, we spoke with not one, but two different vendors that automate parking garages, Boomerang and Serva Transport Systems. Rather than explain, I'd invite you to watch a few seconds of the following video, which depicts how Serva TS robots park cars -- all cars -- at the Dusseldorf airport in Germany:

Looks a bit like sci-fi, right? But it's happening right now. Two vendors, one in the US, one in Europe, take somewhat different approaches to robotic parking:

  • Boomerang positions its offering as RoboticValet, a service that serves two customers. For property owners (developers, real estate investment trusts), Boomering solves a key problem: The high price of real estate in places like Miami, Chicago, or San Francisco. Robotic valets can save significant space, allowing developers to build more profitable buildings. And for consumers -- that is, buyers of the condominimums -- Boomerang's service is a luxury amenity: A 24/7 valet service that drops their car off to the same spot every time.
  • Serva TS can retrofit existing garages to 'expand' usable space. Serva TS reports gaining 40% capacity in an existing garage space, making it a less disruptive and expensive solution for garage expansion. For customers, there's a smartphone app: As soon as your flight lands, you can summon your car, which a robot will bring to the designated spot.
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Differentiate Your Digital Business With A Device Innovation Lab

JP Gownder

I've just released a significant new report, How To Build The Device Innovation Lab That Differentiates Your Digital Business. Innovation is a huge topic – just ask my colleague Martin Gill, who leads Forrester's digital business transformation research. But I&O leaders have their own role to play in innovation: Specifically, the use of devices and similar technologies to drive business results.

I interviewed companies from a variety of verticals – travel, retail, energy, clothing, financial services – and spoke to thought leaders in innovation theory to help I&O leaders solve a series of problems: How can we innovate using customer-facing interaction technologies such as mobile devices, robotics, digital signage, and virtual reality (VR)? How can we establish a device innovation lab (DIL) to help technology and business leaders at our company develop technology-infused, customer-obsessed strategies? And what are the success factors for DILs – from mission statement to staffing to key performance indicators?

In the context of my report, a device innovation lab is an a in-house space for designing, experimenting, piloting, and deploying device-based innovation projects. Done right, a DIL can differentiate your business's digital business efforts in impressive ways. Take, for example, Lowes' robotic retail associate, OSHBot.

Lowes' OSHBot Redefines Retail Customer Service

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The Proliferation Of Cloud Services Is Creating The Need For Cloud Orchestration Solutions

Naveen  Chhabra

Ubiquitous public cloud services are making stronger strides into the world of business technology, and enterprises are increasingly looking to cloud services to help them succeed. Cloud services stretch across the business value chain, including ideation, prototyping, product development, business planning, go-to-market strategy, marketing, finance, and strategic growth. Consumption patterns vary by service. For the past few years, the businesses has owned certain services, in some cases without keeping their technology management teams in loop — AKA “shadow IT”. Every business unit engages in this behavior, each one sourcing the various services they use from multiple providers. As a result, today’s businesses face a complex array of cloud services, each with their own business functions and requirements. The emerging cloud landscape does not provide a “single pane of glass” for the tech management team and lacks a standard governance model across services. Finally, it does not allow firms to compare costs for a standard service, which could result in suboptimal spending. This situation is creating a need for what we call “cloud orchestration solutions”. Such a solution would provide:

  • A single window on all cloud services. It merges all required and approved service types from multiple cloud service providers into a single portal, much like the ITSM service portals that offered services built within an organization.
  • Information on the service provider most suited to a given workload.
  • Comparison of services across service providers.
  • Consistent governance models across services.
  • Control over service life cycles and thus service cost.
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New Announcements Foreshadow Fundamental Changes in Server and Storage Architectures

Richard Fichera

My colleague Henry Baltazar and I have been watching the development of new systems and storage technology for years now, and each of us has been trumpeting in our own way the future potential of new non-volatile memory technology (NVM) to not only provide a major leap for current flash-based storage technology but to trigger a major transformation in how servers and storage are architected and deployed and eventually in how software looks at persistent versus nonpersistent storage.

All well and good, but up until very recently we were limited to vague prognostications about which flavor of NVM would finally belly up to the bar for mass production, and how the resultant systems could be architected. In the last 30 days, two major technology developments, Intel’s further disclosure of its future joint-venture NVM technology, now known as 3D XPoint™ Technology, and Diablo Technologies introduction of Memory1, have allowed us to sharpen the focus on the potential outcomes and routes to market for this next wave of infrastructure transformation.

Intel/Micron Technology 3D XPoint Technology

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