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.
Our first application of Agile principles to the research process, which occurred during our study of thought leadership in the tech industry, was a very Agile-esque journey into the unknown. We learned a great deal that applies to future applications of Agile Research Development, so here's my retrospective.
You Can Be Agile Up To The Boundaries Of What You Control
Ultimately, you control only part of the value stream. This maxim holds true wherever you apply Agile, and software developers learn this principle right away. You can be the most disciplined developer imaginable, never checking in code that doesn't work, always building in tests, and still be at the mercy of your own QA team. And even if the larger team, including testers, works in blissful harmony, someone needs to deploy the code on a live system. (Which is why dev ops is receiving a lot of attention from within the Agile community these days. See Jez Humble's recent book for a good example.)
If a stream is an appropriate metaphor for value creation and delivery, then this stream always takes many twists and turns, frequently encountering dams and obstructions. The success of Agile, therefore, depends to a great extent on eliminating these kinks, navigating around them, or learning to accept them as part of the value stream's trajectory.
Believe it or not, that was a piece of "advice" that I discovered while trying to fix a problem with Google Chrome. The question was about a browser, but the answer was about an operating system. It was clearly not helpful, at least in dealing with my immediate problem.
On the other hand, pseudo-advice like that is very useful if you want to understand the state of the technology industry in 2010. It's the subject of this autobiographical psychodrama that I might entitle, Personal Computers Are Not Appliances. If you decide to read on, let me warn you: it's a terrifying tale of reasonable people at the mercy of unreasonable levels of complexity and unreliability. During this exposition, you'll encounter interesting characters like the Apple iPad, Google's business plan (of sorts), Marc Benioff, and our evil cat Kelly.
When Chrome Lost Its Shine
Yesterday morning was crunch time at stately Grant Manor. The quarter was coming to a swift end, which meant all kinds of deadlines for research documents, expense reports, client projects, and a variety of other tasks. Regular activities, such as phone calls with technology companies about their latest product and service offerings, still happen during these hyper-busy periods, when time becomes so compressed that it fails to serve its basic purpose of, in the words of Richard Feynman, preventing everything from happening all at once.
The mobility priorities of small and medium-size businesses (SMBs) are increasingly similar to those of enterprise organizations. Results from Forrester’s survey of IT decision-makers in SMB organizations with between 20 and 999 employees in North America and Europe show that 3 of the top 10 telecom initiatives in SMBs this year are related to mobility. More specifically, 43% of SMBs identify supporting more mobile devices or smartphones as a key telecom initiative. Supporting more smartphone devices includes increasing the number of employees who use smartphones for work activities, as well as broadening the types of smartphone devices and operating systems supported by the organization.
When it comes to mobile application initiatives, 44% of SMB firms identify supporting more mobile applications for employees who work out of the office as a critical priority to help these workers remain more productive while they are on the road. It is more interesting that 33% of surveyed firms identify supporting more mobile applications for employees who work in the office as a key priority. These employees are not traditionally the focus of mobile application deployment because they spend a majority of time working at their desks. However, they could benefit from productivity enhancing mobile applications such as document viewing applications, business unit reports, or access to mobile time sheet or expense applications when they are away from their desks. Examples of workers in this category include customer service employees, administrative assistants, and marketing personnel.
Nokia recently announced that it will focus on expanding its US presence by strengthening relationships with communication service providers and developing smartphones to address US customer requirements. We have heard this US market focus refrain from Nokia multiple times during the past few years. Nokia is the leading handset manufacturer in many other regions of the world, but the company has not had the same success in the US. Can Nokia succeed with its US market efforts this time around? To succeed, Nokia must address three key issues:
Consumer smartphone usage is driving US market momentum. Nokia’s strength is in developing enterprise grade smartphones; however, the US smartphone market is increasingly driven by consumer purchases. Results from Forrester’s survey of IT decision-makers in North America reinforce this trend with approximately 60% of firms in North America providing some level of support to some types of personal mobile devices.
Intense competition is coming from other mobile device manufacturers with a strong presence in North America. To succeed in the US market, Nokia will face stiff competition from RIM, Apple, and Android smartphones. RIM’s BlackBerry devices are the most commonly used operating system among North American enterprises, with 73% of firms officially supporting these devices. We are also seeing a rise in enterprise support of new types of mobile operating systems to support iPhone and Android smartphones. Currently 30% of North American enterprises support iPhone devices, and 16% support Android devices. In comparison, Symbian operating system devices, which Nokia develops, are currently only supported by 4% of US firms.
Oracle’s keynotes and salesforce.com’s presentation next door have never been more confusing and contradictory for large users than they were today. Larry Ellison gave the 41,000 attendants of this year’s OpenWorld a cloud computing 101 session prior to the launch of the new EXALOGIC appliance, a machine engineered to run the Oracle Fusion Middleware stack very efficiently. After he rejected talking about the cloud for years, he swung over to the opposite end of the spectrum. Even though EXALOGIC is mainly aimed, in its first version, at private data centers, Larry simply renamed the virtualized data centers as private clouds and promised customers that they will get an elastic cloud with the help of the EXALOGIC box.
On the other side, salesforce.com’s Marc Benioff called every server on premise the “false cloud,” basically implying that something like a private cloud is simply a stupidity in itself.
Who is right or wrong in this debate? Is Larry simply doing cloud-washing at its best, or is Marc running a “false marketing” campaign, calling everything except his own cloud the “false cloud”?
Let’s understand how Forrester believes a private cloud differentiates itself from a traditional but modern and virtualized data center:
Realistically, comments will have an impact on the final document if you post them by the end of the week. After that, I'll be writing the actual document.
Also worth mention: in drafting the outline, I realized that some of our earlier work on B2B evaluation, selection, and adoption is applicable here. Expect to see a cameo appearance from some of that interesting research in this document.
In the last couple of years, an increasing number of technology companies have discovered, or rediscovered, or redefined their own portfolio. Here are a few examples of where you can see this new appreciation of portfolios:
Using the portfolio to define alignment. Recently, I wrote a profile of Sterling Commerce's efforts to deal with the inevitable misalignments that occur in any company with lots of products, particularly after making acquisitions. Their decision to use the portfolio as the instrument of realignment is by no means unique, but it wasn't as common several years ago as it is now. (And it's still not as common as it should be.) Vendors like Sterling have to take two steps for realignment to succeed: (1) define the portfolio clearly, in a way that suggests measures of misalignment; (2) enforce this standard on people who would otherwise continue moving in the same direction unless acted upon by an outside force. Not everyone has succeeded at both, or even understood that both were necessary.
Lots of sleek new touchscreen and tablet devices have launched this year. Where many information workers and consumers see nifty new devices with high-resolution screens and multiple wireless interfaces that enable Web surfing and greater ease of use, I see a new class of device. I call them collaboration devices because I believe that they are especially suited to collaboration tasks that today’s information worker must perform with increasing regularity while on the move. There is an open space in the market for these devices caused by the colliding market forces of an increasing need for employees within a company to quickly and efficiently communicate and the increasing likelihood that these employees will not be in the same location. Most companies today (approximately 60% according to Forrester’s Enterprise And SMB Software Survey, North America And Europe, Q4 2009) are adopting Web conferencing, and information workers are increasingly mobile and distributed — a device that can be on the go and connect to communications and collaboration tools easily will be highly valued. These devices feature slick, usable interfaces and unique connectivity capabilities. Many of these devices run on Android, creating an opportunity and a challenge for Android to enter the business applications market. Android-based devices will fall short of any collaboration aspiration until the marketplace offers standard enterprise Web conferencing tools — where are my Cisco WebEx, AT&T Connect, etc., clients for Android?
Informatica also added more enterprise-level connectivity and a 24x7 support to its cloud offering, thus making it more enterprise ready than ever.
Let’s have a look at these trust.platform.com sites for a minute and analyze the value of this new way of communicating availability:
It actually looks like the industry is moving away from the traditional service-level agreement (SLA) communication, with its well-defined statistical availability number of 99.9%, 99.995%, etc. I believe that this makes a lot of sense for most cloud computing platforms in the SaaS and PaaS category, as I noted in my recent blog on cloud computing taxonomy: