App stores are the embodiment of public cloud services ranging from consumerized mobile apps to software- and infrastructure-as-a-service in the enterprise context. A great and simplified user experience drove mass adoption with consumers.
Will these cloud app stores simply evolve to meet the demand of corporate processes and compliance? Private clouds and software distribution to corporate laptops and desktops so far have not been able to catch up to the same level. So, there is definitely demand to bring the consumer innovation into corporates.
But don't forget the the modern IT management software (ITMS) suites, which offer some self-service functionality, a coherent, end-to-end self-service experience across all types of users, assets, and already multiple deployment targets. Nevertheless the user experience and cost transparence is still far away from the consumer world.
The situation in real enterprises is even worse. It is not only the absense of a good employee engagement around IT-service self service and user experience. It's more the fact that IT departments deliver traditionally many services that employees don't want any more. We've seen employees that haven't stored a single document on the corporate Sharepoint installation, but use box.net instead; or employees that haven't created a single Excel spreadsheet for a while and use for example Google Apps instead; or employees who would love to downgrade their personal ERP profile to what they really need, if they get the saved money back. Once you create cost transparency and offer them to "un-subscribe" from tradtional software and subscribe to new (cloud) service instead - you embrace modern technology mangement and could drive the next wave of cost savings. This can be an essential milestone in the a business technology agenda.
In “Unleash Your Digital Business”, I highlight the need for all companies to embrace digital business as a new business model – one in which the nature of the value exchange with customers is fundamentally changed. Since then, CIOs frequently asked me what they should be doing to help their firms become a digital business.
The answers lies in the difference between Business Technology (BT) and Information Technology (IT). BT focuses on the systems, technologies, and processes to win, serve, and retain customers. Whereas IT focuses on the systems, technologies, and processes to support and transform an organization’s internal operations. To become a digital business CIOs must adopt the BT agenda.
Our research on digital business highlights the need for the organization to focus on six core digital strategies that drive digital customer experience and digital operational excellencein support of customers. Each of these strategies is an integral component of the CIOs BT agenda:
Digitize the end-to-end customer experience
Digitize products and services inside the customer’s value ecosystem
Create trusted machines
Digitize for agility over efficiency
Drive rapid customer centric innovation
Source enhanced operational capabilities within a dynamic ecosystem
During the past 18 months or so, we have seen the emergence of innovative endpoint security solutions. The list is long; it is hard to keep track of all the solutions in the space. In no particular order, here is a sampling: Bromium, Invincea, IBM Trusteer, Cylance, Palo Alto Networks Next-Gen Endpoint Protection (Cyvera), Microsoft Enhanced Mitigation Experience Toolkit (EMET), Bit9/ Carbon Black, Confer, CounterTack Sentinel, Cyberreason, Crowdstrike Falcon Host, Guidance Software Cyber Security, Hexis HawkEye G, FireEye HX, Triumfant, Tanium, and Verdasys Digital Guardian.
I take many briefings from these types of vendors (primarily the ones I cover in Forrester’s Endpoint Visibility and Control category) and within the first five minutes of the conversation, the vendor mentions that their solution has a “small footprint.” The use of this phrase is the equivalent of nails scratching their way across a chalkboard for me. When was the last time you heard anyone say that they have a “large footprint?” Please provide more information: Do you run in user or kernel land? What are the impacts to utilization? Even if a vendor truly has a “small footprint,” when that new agent is deployed to a host that already has 4 or 5 agents running, the collective footprint is far from small.
I recently “overheard” a member of our market research online community (MROC) say, “I treat my smartphone like my child and carry it everywhere I go.” It’s official: Smartphones have replaced children. Not really, but the statement speaks to the way that consumers have changed their thinking and behavior because of mobile devices. The rapid adoption and dominant presence of mobile devices speaks to their importance in consumers' daily lives.
As part of our effort to develop forward-thinking research using innovative approaches, Forrester is collecting behavioral data by tracking consumers' activities on smartphones and tablets. By using a passive tracking technology, we now have a detailed, inside look into what consumers are doing on their smartphones and tablets and when they're doing it. Preliminary results have shown some surprising (and not so surprising) data insights.
Facebook's steely revenue march is fueled by mobile ads: 62% of Facebook's Q2 2014 advertising revenue came from mobile ads, up from 41% just a year ago. This ad revenue may still just be a paper castle waiting to fall -- my colleage Nate Elliott's analysis that Facebook is still failing marketers suggests that. But right now over a billion people around the world -- 81% of its entire member base -- access Facebook on mobile devices every month, twice as many as did just two years ago (see Figure 1). And they are seeing ads.
I see three important conclusions stemming from Facebook's results:
The mobile mind shift is hitting critical mass around the world. People increasingly engage with people, information, and services on their mobile devices first. Forrester forecasts that 2.4 billion will have smartphones by 2017, twice the number as in 2012. So if your customer isn't mobile today, they will be soon -- across every generation. Firms must serve their increasingly impatient mobile customers with great mobile experiences. It's what our book, The Mobile Mind Shift, is about. Facebook is both driving and benefiting from the mobile mind shift as it delivers ever-more services on the devices people crave.
Videoconferencing infrastructure connects videoconferencing endpoints — the conference-room-based systems, desktop clients, and mobile apps people use to join meetings. By prioritizing solutions that make the technology available to all employees with a simplified guest access model for partners and customers, organizations can make the case that video enhances collaboration and improves business outcomes.
Our Wave evaluation of videoconferencing infrastructure and cloud services vendors includes the 10 most significant OEMs: Acano, AGT, Avaya, Blue Jeans Network, Cisco Systems, Lifesize, Pexip, Polycom, Videxio, and Vidyo. The vast majority of systems integrators, telcos, and conferencing specialists with video offerings actually resell, white-label, or stand up their own services based on these evaluated vendors' products.
A key tenet of the evaluation was to include BOTH vendors that sell infrastructure and vendors that focus only on the cloud. It’s important to compare both camps because large enterprises want to know which vendors can help them extend or replace their existing investments in infrastructure on premises. A key finding from our research is that there are indeed many large enterprises logging 1 million minutes or more of videoconferencing from cloud services per month, and some replacing their large deployments of infrastructure with cloud services entirely. Alternatively, some are setting up their own "private cloud" environments with virtualized infrastructure.
Cross-channel sales -- also known as web-influenced sales or transactions that touch a digital medium, but are not completed on the Internet -- are now more than four times larger than online sales alone and will reach $1.8 trillion by 2018. This is according to Forrester's just released five-year US cross-channel retail sales forecast. Offline sales -- primarily web-influenced offline sales -- will comprise nearly 75% of the $475 billion in US retail growth anticipated between 2014 and 2018. This growth in cross-channel sales can be attributed to US online consumers increasingly using their phones in retail stores to research products online. Retailers would be wise to see this growing trend as the new normal; if this is the first you’ve heard about your customers’ in-store mobile behavior, you’re already late to the game.
Despite frequent in-store research on the mobile device, the number of actual mobile transactions remains low. Consumers are more interested in using their phone in the “pre-shop” phase, be it searching for a product’s location, comparing prices, or checking online inventory. Many retailers, such as Target, have found it worthwhile to invest more in mobile services that meet customers’ needs in their pre-shop context rather than at the point of sale. Target has helped customers find specific items in its stores via its mobile app: A customer can create a shopping list within the app, which then maps that list onto the floor map of the customer’s Target store location, guiding them through the aisles from one item to the next.
I showed up at a business meeting in Singapore today and each member of the company within the meeting was wearing a Jawbone. I thought, "Wow, that's unusual ... and statistically very unlikely." Turns out, the company gave the devices to the employees. And ... added some teeth to the program. Approximately one week's compensation each month is linked to the employee's BMI. The formula is a bit more complicated than that, but that is the general idea.
This offers one powerful example of the new business models that mobile enables. (See my research report from this winter that outlines the possiblities.)
Despite the links between wellness and productivity at work, there are many reasons why this model wouldn't fly in the US - at least at a public company. Studies show that healthy employees are more productive, have higher energy levels, etc. However, there are always nuances, pre-existing conditions and laws in the US that protect employees from employers increasing or decreasing compensation based on their perceived health. Genetics come into play. Healthy - fresh, organic, slow cooked, local - foods can be expensive and beyond the research of the average family in the US.
Insurance companies in the US are piloting programs to reward members for good behavior (e.g., exercise, eating healthy foods, sleeping well). Rewarding members with discounts on premiums or vouchers for goods is very different though that linking compensation to an employee's BMI.
I had the opportunity and privilege to get an early look at the new Amazon Fire phone. It delights in many ways, but I’ll focus on the shopping experience enabled through Firefly.
For those who may not remember, Amazon put a dedicated physical button on the left hand side of the phone that launches directly into image recognition. If the image is recognized, then a web-based mCommerce experience launches. The user can then buy the product or it on a wish list, among other things. From there, the experience is more ‘traditional Amazon.’ The ‘new’ is the image, email, URL, etc. recognition.
Why is selling mobile phones important for Amazon? mCommerce in the US alone will add up to nearly $100M by the end of 2014. The new battleground for retailers is in the mobile moment – the point in time and space when a consumer pulls out her phone to get something she needs immediately and in context. Amazon’s FireFly service facilitates two core types of mobile sales moments:
Impulse Sales Moments – these are often flash sales (e.g., WTSO.com, SteepAndCheap, etc.) or spontaneous purchases (e.g., Groupon). The opportunity for Amazon here is in minimizing the friction between consumers seeing something they want, and enabling them to buy it before they forget about it, or find it later in a store nearby.
Replenishment Sales Moments – the phone (or something like an Amazon Dash) is with me when I realize a shampoo bottle or milk is empty or I need more toothpaste.