Evaluating Cisco's Collaboration Strategy

Blog post info and actions

Blog post body

Michael Barnes

Through a combination of analyst briefings and customer events, Cisco has ramped up outbound communication and marketing of its collaboration strategy in Asia Pacific over the past several months. The foundation remains video (TelePresence), webconferencing (WebEx), and IP telephony, areas where Cisco is a leader. But Cisco understands that to drive growth and expand its customer footprint within enterprise accounts, it must move further up the stack and increasingly compete with both traditional collaboration vendors like Microsoft and IBM and cloud-based alternatives like Google and salesforce.com.

While the strategy still plays to the company’s core networking strength, I question whether Cisco can position itself as a “go-to” vendor in the traditional collaboration space. As our research shows, senior IT and business decision-makers in Asia Pacific don’t currently equate Cisco with collaboration.

To address this challenge, Cisco is pursuing multiple initiatives/approaches:

  • Leveraging its core strengths. Cisco is focused on expanding from existing unified communications (UC) initiatives within customer accounts by leveraging the combination of networking and video to drive value. Cisco is pushing “control” via intelligent networking capabilities (e.g., security, identity management, authentication, access), all delivered through Cisco networking hardware. Simultaneously, Cisco is pushing “flexibility” via device- and platform-independent collaboration capabilities like content, video, instant messaging, and social computing.
Read more

SingTel Lands Big Government Cloud Win In Singapore

Blog post info and actions

Blog post body

Manish Bahl

On May 15, 2012, the Infocomm Development Authority (IDA) of Singapore announced that it would award its much-awaited externally hosted g-cloud infrastructure five-year tender to SingTel. My colleague Jennifer Belissent and I published a report on g-cloud opportunities in Asia Pacific late last year that highlighted Singapore as one of the governments leading the way toward g-cloud adoption in the region.

Some key highlights from the Singapore g-cloud contract:

  • SingTel will be responsible for all of the capex- and opex-related costs needed to build and manage the central infrastructure from its own data center in Singapore.
  • Singtel will provide a central “G-Cloud Service Portal” to all government organizations and departments to access central g-cloud services (computing, storage, database, archiving, networking, and other basic resources) and derive revenue based on a subscription model.
  • The Singapore government has not committed to any particular minimum g-cloud usage level.
  • SingTel will provide the required training to government departments on g-cloud functioning.
Read more

From Jugaad To Reverse Innovation

Blog post info and actions

Blog post body

Fred Giron

Next month, I will be relocating to Singapore after two years in India. These two years have been an amazing learning experience for me, both from a personal and professional point of view. A very intense experience too! Of the few Hindi words I learned during my stint in India, there is one that I am particularly fond of: “jugaad,” which can be translated as “making things work.” This is one way to summarize what India is all about — and why India works as an economy, in spite of the gods and despite all of the challenges that India currently faces as a society.

This concept has taken on a lot more importance on the global scene in recent years from an innovation management point of view. A former Forrester colleague has recently coauthored a book about the concept and how it could “reignite American ingenuity.” The economic and ecological crises that we have been through over the past few years call for new ways of approaching economic development and growth. And the “jugaad” concept could bring interesting solutions to our modern societies.

Read more

BI Adoption Trends In Asia Pacific: High Priority, Poor Execution

Blog post info and actions

Blog post body

Michael Barnes

Demand for business intelligence (BI) tools, technologies, and approaches is increasing across Asia Pacific (AP). Competitive pressures are driving investments in reporting and decision support to improve operational insights and efficiency. Widespread adoption of mobile technology and social computing has driven interest in visualization capabilities and real-time analytics. Finally, rapidly changing data privacy laws and regulations have forced organizations to implement more stringent information governance capabilities and processes.

Despite growing demand, BI strategies and execution remain immature — poorly implemented and poorly managed — across most of AP. This extends well beyond BI projects to include broader analytics-related investments in areas like information management, data warehousing (DW), and decision support. But while the ROI of BI is consistently underwhelming and the technology often delivers less value to the business than expected, BI-related spending is still set to increase across the region.

 Specific BI drivers vary by country, vertical, and organization size in AP, but some drivers are consistent across the region. Users are increasingly demanding the ability to make informed decisions, and there’s a growing understanding across AP that companies need to measure and value assets, processes, and decisions analytically and infuse business processes with added insight, often in real time. With clear, consistent demand, why do most organizations still struggle to deliver value from BI-related investments?

Read more

2012 Huawei Global Analyst Summit: Consumer Device Strategy Will Indirectly Benefit Core Business

Blog post info and actions

Blog post body

Huawei hosted about 160 industry and financial analysts at its ninth annual analyst summit in Shenzhen, China in April 2012. The main takeaway for its consumer devices business was that consumer devices complete the end-to-end pitch for Huawei. Huawei showcased its growing capabilities across the wireless industry value chain. Most notably, Huawei made a foray into the smart devices domain with its own brand of smartphones and tablets. In 2011, Huawei shipped 20 million smartphones and 60 million mobile broadband devices like dongles. The smartphone market is already overcrowded with heavyweights such as Apple, Samsung, Nokia, and Motorola; thus, it might seem that Huawei may not be able to make a very profitable business from selling these devices. However, we believe that this move will bring indirect benefits to Huawei’s core Carrier Network division in the following two ways:

  • It spurs the uptake of smart mobile devices. Among all companies, Huawei is best suited to leverage manufacturing capabilities in its homeland, China, to mass-produce smart devices. Moreover, as it can manufacture processors in-house through its HiSilicon subsidiary, it can control and reduce the overall price of these devices. As price is a major buying criterion for consumers in regions like China, India, and the Southeast Asian countries, Huawei will be able to expedite the uptake of devices in these countries. Subsequently, the demand for data will increase and telecom operators in these countries will need to upgrade or roll out new technologies and networks (HSPA+, TD-LTE, FDD-LTE, dual-mode networks, etc.). This is where Huawei will benefit, as it will be able to position itself as an end-to-end supplier for telecom operators including hardware, professional and managed services, security solutions, servers, and storage.
Read more

2012 Huawei Global Analyst Summit: Carrier Networks' Business Is Shifting From Hardware To Software

Blog post info and actions

Blog post body

Huawei hosted about 160 industry and financial analysts at its ninth annual analyst summit in Shenzhen, China in April 2012. The event showed us that Huawei’s carrier network activities are becoming increasingly software-focused. Huawei is building up its network software and professional services capabilities. This drive is reflected in its SoftCom solution, driven by the cloud computing delivery model in the network space. Huawei is well aware of the role software will play for future distributed and virtualized network infrastructure and network-centric solutions, where the data center is effectively becoming the phone switch for ICT solutions. In fact, Huawei goes as far as to say that hardware will be fairly commoditized and that differentiation will be based on software. Huawei is a member of more than 130 industry standard-defining bodies; as such, it influences the development of industry standards. Huawei maintains its own silicon chip fabrication capabilities (HiSilicon), which help deliver opex reductions and greater energy efficiency as part of its networking solutions for wired and wireless (WiFi, WiMAX, and LTE) environments. Huawei has been designing and assembling servers for a decade and offers blade and rack configurations designed to support cloud and virtualization environments. Huawei’s security solutions, greatly enhanced by Huawei buying the remaining 49% stake in its Huawei Symantec joint venture recently, include firewall, VPNs, intrusion detection, application gateways, and unified threat management. Huawei also works with other leading ICT vendors to deliver solutions according to customer requirements. Huawei’s GalaX Cloud operating system delivers large scale virtualization capability for compute and storage resources in a cloud deployment. Huawei assists carriers and enterprise customers with design implementation and operation of deployments through its SmartCare Services solution, which monitors and ensures the

Read more

Looking Through The Cloud

Blog post info and actions

Blog post body

Holger Kisker

SaaS vendors must collect customer insights for innovation and compliance.

As of the end of last year, about 30% of companies from our Forrsights Software Survey, Q4 2011, were using some software-as-a-service (SaaS) solution; that number will grow to 45% by the end of 2012 and 60% by the end of 2013. The public cloud market for SaaS is the biggest and fastest-growing of all of the cloud markets ($33 billion in 2012, growing to $78 billion by the end of 2015).

However, most of this growth is based on the cannibalization of the on-premises software market; software companies need to build their cloud strategy or risk getting stuck in the much slower-growing traditional application market and falling behind the competition. This is no easy task, however. Implementing a cloud strategy involves a lot of changes for a software company in terms of products, processes, and people.

A successful SaaS strategy requires an open architecture (note: multitenancy is not a prerequisite for a SaaS solution from a definition point of view but is highly recommended for vendors for better scale) and a flexible business model that includes the appropriate sales incentive structure that will bring the momentum to the street. For the purposes of this post, I’d like to highlight the challenge that software vendors need to solve for sustainable growth in the SaaS market: maintaining and increasing customer insights.

Read more

Telcos And SIs Are Best Suited To Capitalize On The Growing Indian Enterprise Mobility Market

Blog post info and actions

Blog post body

I have recently published a report on enterprise mobility in India. Improving mobility infrastructure, including networks and devices, and business and workforce demand are fueling the growth of mobility within organizations. Mobility is being used not only to connect with customers, but also to connect with suppliers, partners, and employees. A few key takeaways from the report are that:

  • Interest in advanced mobile-enabled applications is increasing. There is a great impetus among enterprises in India to move beyond only mobile-enabling basic applications such as email, IM, contacts, and calendar. Twenty percent of enterprises plan to mobile-enable advanced applications like location-based services in the coming 12 to 24 months, while 37% of enterprises want to mobile-enable customer relationship management.
  • Mobility is among the top enterprise priorities for 2012 and investment is set to rise. For business decision-makers at enterprises and SMBs in India, provisioning mobility is one of the top three priorities in 2012. As a result, investment in all aspects of mobility — such as mobile devices, applications, middleware, and services — will increase.
  • The workforce wants employers to support mobility at work. The consumerization of smart mobility devices like smartphones and tablets is beginning to have an impact on the enterprise front. More than 60% of employees want to use smartphones at work.
Read more

IT Service Providers Will Soon Face Operating Model Mayhem

Blog post info and actions

Blog post body

Fred Giron

Several recent Forrester reports, including “Mobile Is The New Face Of Engagement,” have shown how new business success imperatives are pushing clients to change the way they leverage IT solutions. In my report “The Move To An Asset-Based Services Play,” I describe how IT service providers will have to adapt to these new rules of engagement if they want to stay relevant to their clients in the long run. In particular, the increased focus on business innovation will push service providers to invest more in the development of software assets — or solution accelerators (SAs) — that provide strong business value to multiple clients.

The move to asset-based services will force service providers to invest in new operating models that differ significantly from their traditional models and are closer to the ones leveraged by software providers. In my next report, I will cover some of the associated best practices in terms of the organization, people, processes, and tools that IT services firms need to implement to make this shift happen internally. Service providers will need, among others, to recruit new skills such as product and portfolio managers, incentivize the creation of software assets, fund and incubate the creation of solution accelerators, and overhaul their partnership management processes.

Read more

Client Site Visits Need To Showcase Innovation, Experience, And Flexibility; Innovation Is At The Heart Of The Process

Blog post info and actions

Blog post body

Seepij Gupta

Over the past decade, delivery center visits — or client site visits — have been a great sales tool for IT services vendors. I believe that new client requirements and changing client/vendor engagement models will increasingly push vendors to transform their client site visit processes. These visits need to focus much more on a customized and intimate client experience, as opposed to just showcasing technological capabilities.

Vendors must move away from presenting delivery capability showcases and instead send three strong messages to their clients and prospects around innovation, experience, and flexibility that evoke a more customized and intimate relationship. Showcasing innovation should be at the heart of the site visit process, as it resonates with what clients believe will give them a significant competitive advantage. I believe that highlighting experience, flexibility, and strong innovation capabilities throughout the visit process creates the best foundation for an effective site visit.

I recently had the chance to interact with Uniken, a technology firm that specializes in developing products in the field of security, computing, and communications. I was impressed to experience some of their innovations around “Net banking solutions.” With its TranSafe solution (a secure private platform on the Internet), I believe that Uniken proposes an innovative approach to Net banking. Uniken has researched, developed, and commercialized this technology at its Innovation Centre in Pune, India. Innovations like these are what today’s clients want to see when they visit vendors’ R&D/delivery centers. I see three areas where IT services vendors need to innovate today:

Read more