Forrester Blogs For Technology Industry Professionals
This is a roll-up of all Forrester blogs written for Technology Industry Professionals. Role-specific blogs are listed below. Visit Forrester.com to learn how we make Technology Industry Professionals successful every day.
VMware’s Cloud Portability Promise Powered By Google
Every week the platform as a service (PaaS) market has something exciting happening. After VMware recently announced a partnership with salesforce.com to jointly develop vmforce, the virtualization expert today managed to be part of Google’s latest announcement of Google’s App Engine for Business. This is specifically important for ISVs.
Still, one of the biggest strategic concerns that ISVs have in moving their applications into the cloud is the long term safety of an investment into a single technology stack or hosted PaaS offering. Led by IBM and other major vendors (except Google) the open cloud manifesto was launched last year along with other standard efforts to make the cloud more interoperable and portable. Actually, many cloud offerings even mean a double lock-in for ISVs – into the specific new technology stack and in many cases into the single hosting service of the PaaS vendor. The history of Java and web services teaches us that the path through standard bodies can be a solid basis to avoid these vendor lock-in situations. However, the tech industry has also learned, mainly from Microsoft, that the establishment of de-facto standards, evolved out of originally proprietary approaches, can in some cases be a faster path to market share.
Earlier this week SAP acquired Sybase for $5.8 billion. Blogs from my colleagues Stefan Ried and Holger Kisker primarily address the database and business analytics components of the acquisition. However, it is important to recognize how prominently SAP emphasized Sybase’s success as a mobile middleware platform and solution provider as a key driver of the acquisition. SAP highlighted the importance of extending mobile applications to billions of mobile users worldwide over any device as a strategic imperative. Forrester’s 2010 survey of IT decision makers in nearly 2,000 North American and European enterprises highlights the critical role of mobile applications and smartphone devices in corporate strategic initiatives. When it comes to mobile applications, 45% of enterprises prioritize supporting more mobile applications for out of office users as a critical or high priority in the coming year, and 33% state that supporting more mobile applications for employees who work in the office is an important or critical priority. In addition, supporting the use of more smartphones is an important or critical priority for 44% of enterprises.
The Sybase acquisition will enable SAP to deliver mobile applications to the growing number of individuals using mobile devices and smartphones. Sybase has a suite of mobile solutions including the Sybase Unwired Platform, a mobile client development platform which supports device platforms including RIM, Google Android, and Apple iPhone. The Sybase 365 mobile messaging platform supports messages for over 700 enterprise customers, including many leading communication service providers. Mobile assets account for about one third of Sybase’s $1.2 billion revenues, and are the fastest growing segment of the business.
This just in: a very interesting case study about Sterling Commerce. The company used portfolio management to align its product strategy, and gave a revamped PM organization greater authority over that portfolio. It's another good example of how technology companies are recognizing that product managers and product marketers are a strategic resource in their organizations, and a natural ally of executives who are trying to increase alignment.
A lot of my recent research – about SaaS/PaaS, Agile tools, requirements tools, and innovating with your channel – share a common conclusion: successful technology vendors see integration as more than just a necessary evil. Here's why.
Business problems drive technology adoption You can see this principle in action in the requirements tools market, which in the last decade has grown larger and more complex. Teams use these tools to address more than one type of requirements-related challenge, so it's easy to see why the tools themselves are now as diverse as as Micro Focus (née Borland) Calibre, Atlassian JIRA, Ravenflow RAVEN, and VersionOne's Ideas Management module. If your problem is, "People don't like using our product," you might look at a visualization tool like iRise to shorten the feedback loop, leading to better design decisions. If, instead, your problem is, "We don't have a good business justification for what we build," you might look at IBM Rational DOORS to evaluate the pros and cons of alternative scenarios for what goes into the next release.
Finally, SAP Is Acquiring (At Least A Mobile) Middleware
SAP’s customers and the analyst community have been speculating about the possibility of SAP acquiring a middleware company for a while. After it had missed out on acquiring one of the heavyweights like BEA and hesitated over TIBCO and Progress Software, SAP and Sybase agreed yesterday on the $5.8 billion transaction.
Sybase used to be a database, but its database’s visibility in the market decreased so dramatically that, in a recent Forrester survey, it wasn’t considered to be a primary database choice by any application domain. A good share of the 4% of open source databases used in the ERP space are actually SAP’s open source MaxDB (based on SOFTWARE AG’s original ADABAS D), which is a default for SAP systems if a customer doesn’t provide a third-party database like Oracle or DB2. SAP is unlikely to replace this default database with Sybase. This would be an even less important database than MaxDB, which integrates well with NetWeaver. But different analysts have different opinion and you might like to look for Boris Evelson's take on the impact of Sybase's database. If SAP runs a careful post-merger process, it will recognize Sybase’s database knowledge and employ all the engineers who have already developed in-memory database capabilities to bring Hasso’s idea from the Palo Alto “garage” to full product availability. While SAP has deployed in-memory capabilities in its analytics technology stack, the in-memory capabilities for transactions are still in the lab.
Affirming Polycom’s faith in Andrew (Andy) Miller’s strategy (he has been the public face of Polycom’s drive to develop an open collaborative ecosystem), the board announced today that he will replace Robert (Bob) Hagerty as CEO. Mr. Hagerty is also leaving his position as Chairman of the Board, where he will be replaced by lead outside director, David DeWalt, the CEO of McAfee, who has been on Polycom’s board since 2005. Bob will be retained in an advisory role by Polycom’s Board of Directors, and will support Andy in executing his strategy, but primarily he plans to pursue a more relaxed pace of business activity following his departure.
Andy Miller joined Polycom approximately 10 months ago as executive vice president of global field operations, having been a senior executive in the industry for nearly two decades. Mr. Miller held senior roles at Monster and then IPC Systems (a communications reseller/integrator) after serving TANDBERG as CEO from 2001 to 2005. Prior to joining TANDBERG as CEO, Mr. Miller had been with Cisco Systems serving in a variety of senior marketing and sales roles. Mr. Miller has been a vocal proponent of delivering video and audio communications (not just conferencing!) in the context of the open, unified communications value chain. He is the executive I believe to have been most influential in the formation of the Polycom Open Collaboration Network, and I expect to see more from him and Polycom on that topic soon!
Tomorrow, May 6, I'll be talking about the way in which product managers and product marketers in the tech industry are helping executives fix misalignments in their company. The technology goes here, the business goes there, and PM is in the thick of it.
This alliance between PM and executive management pushes PM into an increasingly strategic role. As a result, PM teams are changing their job descriptions, departmental structures, to-do lists, and objectives. Some investment is required, but the payoff is big.
Ryma Technologies is the organizer and sponsor of this webinar as part of their CxO series, scheduled from 12 to 1 EDT / 9 to 10 PDT. You'll find more information at this link. See you there.
In the tech industry, the "tell me a story" approach to product requirements – personas, user stories, use cases, visualizations, etc. – has made a bigger impact than many people may realize. Not only has this new type of content resolved many problems that existed with requirements, but it has led to a brand new way of looking at requirements. By thinking of requirements as stories, it's easier to figure out what kinds of requirements we need, and why we need them.
A tale of two mini-series
The fundamental question when writing any kind of story is, "What are you trying to convey?" I was thinking of exactly that question while I was watching the HBO mini-series The Pacific. I probably wasn't the only person to expect The Pacific to be the same kind of story as Band Of Brothers, just transplanted from the European to the Pacific theater of operations. I was wrong.
As it turns out, the new series has a very different kind of story to tell. Band Of Brothers depicted the experience of combat, in (literally) gory detail. While The Pacific does have more than enough battle scenes, it also tries to show military life beyond the battlefield. For example, one episode focused on the painful romantic choices that young people stationed in faraway lands have to make. Another episode depicted something rarely seen in war movies, the psychiatric casualties of war. Far more than Band Of Brothers, The Pacific shows more of the atrocious things that young men under brutal, terrifying conditions are capable of doing.
A combination of factors is combining to reshape and recast the IT services sector. These factors include the continued weak economic environment, the further development of a global delivery model (GDM), new uses of technology across clients’ go-to-market and supply chain ecosystems, the adoption of cloud and SaaS utility-based pricing and delivery models as well as the adoption of a selective sourcing model by buyers. Forrester asserts that these changes will have a dramatic impact on the make-up and dynamics of the IT services business just as the shift to PCs dramatically changed the minicomputer/hardware market in the late 1980s and early 1990s.
Over the past several weeks my colleague John McCarthy and I have conducted extensive research around the future of the IT services market which forms the basis of our forthcoming major research report to be published in June 2010. We talked to approximately 20 of the leading vendor strategists from both leading service provider organizations as well as other key market players like ISVs, SaaS providers and communication services firms. We now offer interested vendor strategists the unique opportunity to hear from us what the major outcome of the research was and what key implications and recommendations they draw for vendor strategists. For this we have designed a workshop format that will deal with the following key questions:
Will the emergence of cloud and SaaS impact the traditional IT services market?
When and how will that impact play out?
How will the economic slowdown and declining IT budgets impact users’ services spending?
What are the key attributes for success in the new services market?
If you are interested in such a workshop (either in person or via web conference) please let us know and we will be happy to schedule according to your needs.
Within 24 hours, InfoWorld published two seemingly unrelated articles. One covered HP's announcement of its intent to acquire Palm, which led people to speculate aloud, "What the heck were they thinking?" The first part of the article spent a couple of paragraphs musing about how this move might or might not help HP's interest in the slate computer market. The path from acquiring Palm to becoming an iPad competitor isn't very clear, however, so maybe the real point has nothing to do with slate computers. We can't get enough of talking about slate computers, but what if Palm's products have some potential connection to HP's existing portfolio? Crazy idea, I know.
Smartphones and mobile devices are becoming a nightmare for IT shops to manage, with users carrying multiple types of phones with different operating systems and expecting access to email, video-conferencing, and various types of corporate applications.
In other words, IT departments struggling with these standardization efforts might want to talk to a company that can help. Say, someone with a lot of products and services for solution areas like cloud computing, application transformation, portfolio and asset management. It'd be great if said vendor had mobile technology that factored into these larger IT infrastructure concerns.