Академический Документы
Профессиональный Документы
Культура Документы
Key Takeaways
FORRESTER.COM
Table Of Contents
Recommendations
September 8, 2015
End-to-end approach
Modular/zone standardization;
leveraging of foundational elements
like managed APIs and continuous
business services; modular design
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
FIGURE 2 Technology Trends Move Toward End-To-End Digital Investments In Three Phases
Investment
appetite
End-to-end
investment
Point solution
investment
Dawning
Awareness
Acceptance
Time
Dawning of investment
End-to-end awareness
End-to-end acceptance
Driven by a mix of
experimenting with new
inventions and innovating
on existing inventions
Delivered by individual
organizations
Delivered by a mix of
individual and ecosystemwide organizations
Increasing tech
management involvement
Significant tech
management involvement
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
FIGURE 3 In 2016, Half Of Forresters Top Technology Trends Will Be In The Awareness Phase
Investment
appetite
Slowly developing
Progressing
4
3
Accelerating
10
8 9
Point solution
investment
Dawning
End-to-end
investment
Awareness
Acceptance
Time
Trends
Essential reading
Hyperconnected hyperadopters
change the way businesses invest
10
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
Investment
appetite
Slowly developing
Progressing
Accelerating
Point solution
investment
1
Dawning
End-to-end
investment
Awareness
Acceptance
Time
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
Trend 1: A Smart, Connected World Delivers New Customer Value And Relationships
Sensor-enabled smart products are transforming the relationship between companies and buyers;
businesses and consumers expect more interactive, value-added experiences from everything they
buy. But its early in the dawning phase of the IoT, and most firms dont yet understand that smart
connected objects create ongoing customer relationships rather than one-time transactions (see Figure
5).6 Firms can no longer sell and forget. Visionary firms will disrupt industries as they create twoway relationships that offer more value and yield deeper insights into customer needs. Tesla Motors
regularly improves CX via over-the-air software updates to its Model S car. We see that:
Firms are creating smart connected products. Industrial firms like General Electric (GE) and
John Deere are making or retrofitting machinery and assets to use the IoT to improve efficiency and
reduce downtime.7 Consumer goods manufacturers such as Crock-Pot and Nest offer products
that transform the user experience with convenience and service.8
Marketing, CX, and sales seek deeper insights from device data. Early in the dawning phase
of the IoT, most front-office execs remain deeply mired in organizational issues around more basic
digital initiatives. While they vaguely sense the opportunity, they cannot imagine how to turn highvelocity device data into real-time customer insights in an effective way throughout the customer
life cycle.
Visionary firms will innovate to find new value in end-to-end IoT solutions. IoT projects can get
bogged down in operational issues with connected devices. Visionaries will solve these problems
by recognizing the potential in end-to-end solutions and making well-timed investments. For
example, Tesla will have a valuable digital asset when it learns how to use data from connected
cars to upsell at trade-in time.
EA Must Help With The Business Plan To Deal With End-To-End IoT Complexity
The market will remain in the dawning phase of this trend for the next three years, but enterprise
architects can help push their business ahead by:
Engaging with the product and operations organizations. Data and insights from devices
need to flow into enterprise systems and vice versa. EA can create insights services and add
connectivity and insight to customer support software to meet rising customer expectations.
Framing end-to-end benefits in terms of age-of-the-customer priorities. Help business leaders
justify investments in end-to-end IoT solutions by focusing on customer benefits. Use revenue,
growth, and CX improvements as levers to keep projects from stalling due to operational problems
such as unanticipated tech support needs for connected products.
Finding customer data capture and insight opportunities. Take apart your firms IoT plans and
identify points for capturing customer data and inserting insights. Use these to guide technology
decisions that take customer knowledge into account and improve CX.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
FIGURE 5 The Internet Of Things Most Important Impact Will Be Customer Relationship Changes
2017
Important technologies:
Cloud analytics platforms
IoT platforms
Wireless connectivity
Software-defined networks
Streaming analytics
2018
Late dawning phase:
Visionaries have created
new value streams with
point solutions.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
September 8, 2015
Firms now expect big data and analytics to help them serve customers . . . The firms of 40%
of global data and analytics decision-makers surveyed by Forrester will invest more than $10
million in data and analytics technology in 2015.9 Two-thirds expect to use big data analytics to
help optimize digital experiences.10
. . . but big data and analytics alone do not guarantee effective action. Only 25% of data and
analytics decision-makers say that their business intelligence (BI) efforts are improving customer
interaction and satisfaction.11 Even as firms invest in big data to improve, they see point solutions
falling short because they have no mechanisms to validate and implement insights to create
actions and do not capture learning in a cycle of continuous improvement.
Successful firms will mesh people, processes, and technology into systems of insight. A few
digital disruptors are creating differentiating experiences by embedding insights-driven execution
into business operations. Systems of insight provide the key ingredients: insights teams, processes
to guarantee insights-to-execution, and enabling technology.
EA Must Support Insights Teams And Build An Insights Architecture
As enterprise architects become aware of this trend, they must evolve their strategy to support insights
teams and digital insights architecture by:
Making data accessible anywhere and everywhere. Theres simply too much data to fit in any
one technology solution like Hadoop. Plan to evolve from data hubs to a pluggable insights fabric
that can make data available to insights teams and serve up insight to applications on demand.12
Putting power and data into the hands of insights teams. Each insights team will want its own
set of tools for discovery, testing, and implementation. Support these needs with BI, analytics, data
preparation, collaboration, and governance technologies. Avoid rigid one-size-fits-all solutions and
favor an approach that enables the varying needs of insights teams.
Enabling feedback flows through data streaming and metadata. Accelerate the creative
process of finding, testing, and delivering insights through software with a feedback loop. Plan
architectures that tap and define available data feeds from applications, devices, and external
sources. Leverage cloud to be flexible and pay only for what you need. Enhance the learning
process with insight testing tools from vendors like Cognitive Scale.
For additional information, please read the following reports:
Digital Insights Are The New Currency Of Business
Transform Customer Experiences With Systems Of Insight
Is Your Data Management Ready For Systems Of Insight?
Its Time To Upgrade Business Intelligence To Systems Of Insight
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
10
September 8, 2015
FIGURE 6 Firms Will Turns To Systems Of Insight To Overcome Big Data Limitations
2017
Important technologies:
Predictive analytics
Big data management, data hubs
Data virtualization
APIs for insights services
Business rules engines
Streaming analytics
Visionary firms
demonstrate disruption
and drive more digital
business decisions with
real-time insight.
2018
Mid-awareness phase:
Point solutions peak as a
lack of coordination works
against enterprise strategy.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
11
September 8, 2015
Investment
appetite
Slowly developing
Progressing
End-to-end
investment
Accelerating
6
7
Point solution
investment
Dawning
3
4
5
6
7
Awareness
Acceptance
Time
What will happen by 2018?
Mainstream firms will launch
end-to-end API strategies.
Many mainstream firms will
linger in denial.
The depth of change required
will keep progress slow.
End-to-end CI and iterative
planning will be the norm.
BT will become mainstream
as IT stalwarts fail and leave.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
12
September 8, 2015
Firms feel the heat to keep customers, fend off disruptors, and become disruptors. Ninetythree percent of businesses say that they are facing disruptive competition or will soon do so.13
Customers quickly abandon one firm for another if it better integrates into their world. Firms that
can adapt quickly will have an advantage.
APIs are creating a new perspective on business strategy. APIs let firms rapidly reconfigure
business capabilities to create value for existing customers. They also let businesses plug into new
ecosystems and serve new customers. As a result, APIs have become an important strategic weapon.
The best firms will prioritize business APIs to wrap business services. Many different types
of APIs provide value. Visionaries have a clear focus on business APIs as the platform for rapid
strategic change. These APIs will serve as the point of contact between business services and
customer-facing applications and processes.
EA Must Start Framing APIs As Enablers Of Business Services
As more firms invest in point solutions and realize that they cannot serve customers across the life
cycle, enterprise architects must supercharge their API mojo by:
Showing their business savvy. Enterprise architects must be businesspeople first and
technologists second. Business leaders like the CEO of Saxo Bank understand the strategic
value of APIs but most firms will require business-savvy tech leaders to help them make the
connection. Physically colocating business architects with the business organizations they serve
helps make this happen.
Using business capabilities as a launching point for API definition. Partner with your business
domain subject-matter experts to define business capabilities and use those definitions to design
APIs. Brainstorm linkages with existing business strategies and new opportunities to play in
adjacent ecosystems. This will elevate your API strategy to a foundation for business agility.
Creating an API taxonomy and platform. Establish and publicize a strategic taxonomy of API
categories and types. Use it to keep development focused on business APIs while also guiding the
creation of other API types. Develop your API management and broader API platform based on
your user audiences, current infrastructure, and business plans.
For additional information, please read the following reports:
How APIs Reframe Business Strategy
Brief: Four Ways APIs Are Changing Your Business
Sizing The Market For API Management Solutions
A Developers Guide To Forresters Strategies For API Success
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
13
September 8, 2015
FIGURE 8 APIs Are No Longer Just A Technology Enabler They Enable Business Strategy
2017
Acceleration continues
as more firms use APIs to
connect solutions end to
end for customer scenarios,
process optimization,
and B2B.
2018
Early acceptance phase:
End-to-end solutions attract
investment as mainstream
firms develop end-to-end
strategies.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
14
September 8, 2015
Successful firms create agility with continuous business services (CBSes). CBSes are thin layers
of process and technology that deliver three benefits. They define how firms will evolve their business
capabilities; help maintain integrity and coherence among many independently changing customerfacing functions; and reduce political friction associated with end-to-end CX transformation.
EA Must Develop Technology Solutions That Alleviate Organizational Challenges
As firms invest in end-to-end solutions, enterprise architects must help their firm solve organizational
challenges by:
Exploiting EAs skills and knowledge for CX. Well-run EA programs create and clarify plans to
execute enterprise strategy. Select business-savvy architects, steep them in CX know-how, and
task them to deliver value, not standards. This emerging CX architect role is a critical evolution for
customer-obsessed firms.
Bringing the right people together. EA is a collaborative practice; use your skills to unify CX,
CI, and TM. Use customer journey analysis to identify high-value cross-channel and crossdepartmental pain points. Select and invite partners that understand both the line-of-business and
enterprise view of customers digital transformation.
Making cloud-first and mobile-first the watchwords for digital CX. Digital, marketing, and CX
teams are pushing ahead fast and require agile, flexible, and mobile platforms to host the solutions
they need. Architects will find enthusiasm, alignment, and funding when they embrace managed
APIs, flexible sourcing, and CBS delivery models.
For additional information, please read the following reports:
Transform Customer Processes And Systems To Improve Experiences
Elevate Omnichannel Customer Experience With Continuous Business Services
Master Business Agility With Cloud Platforms
Mobile Needs A Four-Tier Engagement Platform
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
15
September 8, 2015
FIGURE 9 Organizational Limitations Will Slow Mainstream Firms Efforts To Transform CX Through Technology
2017
Mid-awareness phase:
CX point solution investments
have peaked. There are
painful organizational issues
with end-to-end solutions.
Important technologies:
Cloud integration tools
Mobile engagement platforms
Social business applications
Analytics-as-a-service
Customer data management
platforms
API management
Organizational pain
becomes intense, but the
scope of the required
changes inhibits
mainstream firms.
2018
Late awareness phase:
Many mainstream firms
remain in denial, but
visionaries and accelerators
prosper.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
16
September 8, 2015
Embracing metrics that focus on data use and culture. Firms cant afford to view security and
privacy in terms of risk reduction, cost reduction, and regulatory compliance anymore. Leaders
view it as a competitive differentiator and aspire to monitor everything, trust nothing, and intercept
problems in real time. They also embrace cultural change by positioning security and privacy as a
corporate social responsibility.
EA Must Develop A Zero Trust Road Map
As firms move to embrace data protection as a corporate social responsibility and treat data security
and privacy as a competitive differentiator, enterprise architects must understand and prepare for the
depth of change required by:
Architecting networks based on Zero Trust concepts. Forresters Zero Trust model of
information security eliminates the idea of a trusted internal network and an untrusted external
network.14 Today, its easier to build a Zero Trust network thanks to three tech innovations: nextgeneration firewalls, virtual network infrastructure, and network orchestration solutions.15
Defining your firms sensitive data. Data-centric controls and the Zero Trust model start with the
data. You cannot expect to protect data if you dont know what data exists, where it resides, who
can use it, and what value it has to the organization. Data discovery and classification is not an
effort for EA alone its an organizationwide initiative.16
Understanding that technology and compliance alone is not enough. A firm that meets security
compliance requirements is not necessarily secure.17 Data security can exist without privacy, but
privacy cannot exist without security.18 Data governance and stewardship are just as important as
technology controls for data protection.
For additional information, please read the following reports:
Top Security And Risk Priorities For The Business Technology Agenda
Three Technical Innovations Will Ignite Zero Trust
Top 11 Trends S&R Pros Should Watch: 2015
The Future Of Mobile Security: Securing The Mobile Moment
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
17
September 8, 2015
FIGURE 10 The Depth Of Change Will Slow Security And Risk Improvement Efforts
2016
Mid-awareness phase:
Breaches continue to make
headlines, reinforcing the
fact that todays solutions
are not working.
Important technologies:
Next-generation firewalls
Virtual network infrastructure
Network orchestration solutions
Big data risk solutions
Policy monitoring and
enforcement
Content and context intelligence
Investments in end-to-end
security and privacy start
to pay off. Mainstream firms
see that leaders benefit
from their investments.
2018
Late awareness phase:
The depth of cultural and
network change needed
keeps the pace slow and
within the awareness phase.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
18
September 8, 2015
Leaders will disrupt their planning and investment. As this trend progresses, firms will abandon
rigid annual planning and organizational silos to respond to changing customer needs. They will
quickly iterate on opportunities that deliver end-to-end customer value and use up-to-the-minute
CI to better understand which initiatives deliver value so they can more easily abandon the less
valuable ones.
EA Must Make Customer Insight And Agile Planning The Centerpiece Of Strategy
As businesses demand more end-to-end capabilities to participate in evolving ecosystems with deep,
rich CI, enterprise architects must flip their point of view from inside-out to outside-in by:
Mapping business capabilities to current- and future-state customer journeys. Business
capability maps are a common tool for architecture planning, but they can create inside-out
strategies. Journey maps create an outside-in view, but tend to focus on the current state. Help
your firm define future-state journey maps and use business capabilities to define enterprise gaps.
Helping extend CI across the customer life cycle. Traditional approaches to customer analytics
focus on specific inside-out objectives like marketing campaign ROI. But a new breed of CI
professionals is driving rich insights throughout the customer life cycle, shifting focus to customer
value and profitability.
Elevating portfolio management to iterative strategic business planning. Technology managers
have been managing tech investment and innovation portfolios for years. Now is the time to apply
these skills and technologies to help your business manage its end-to-end digital investments.
For additional information, please read the following reports:
The Future Of Business Is Digital
Understand The Digital Business Landscape
Revamp Strategic Planning From The Outside In
Turn Data Into Intelligence With Customer Analytics
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
19
September 8, 2015
FIGURE 11 Business Will Embrace Iterative Strategic Planning Driven By Customer Insights
2017
2018
Mid-acceptance phase:
End-to-end customer
insights are the norm. Iterative
strategic planning eclipses
annual approaches.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
20
September 8, 2015
The BT agenda provides the systems and processes for customer obsession. To win in the
age of the customer, firms must adopt new capabilities such as customer-in design, continuous
delivery, fast-cycle governance, outcome management, and business service management. These
BT agenda items will help firms respond rapidly to changing customer and market realities.
EA Must Start From The Customer And Work Back To The Architecture
As firms ability to execute the BT agenda improves, enterprise architects must learn to deliver
customer value quickly by:
Using engagement patterns to fuel innovation pipelines. Look for patterns of customer
engagement across journey maps and mobile platforms. Use your firms insight into customer
habits and translate these into ideas for testing in innovation programs.
Designing and prototyping a combination of CBSes and APIs. Prove that APIs and CBSes
can work together as a power tool to deliver customer obsession. Identify a common capability
that serves several customer engagement scenarios. Prototype the delivery of functions as a
CBS sitting atop business APIs. Show how to easily reconfigure systems of engagement without
touching core systems of record.
Using customer life cycles and journey maps to build your technology watchlist. Use your
firms customer life cycle and journey maps to identify new technologies for your BT agenda
instead of traditional IT taxonomies. Discuss opportunities to solve customer pain points or
connect experiences across journeys.
For additional information, please read the following reports:
The CIO Mandate: Engaging Customers With Business Technology
CIOs, CX, And End-To-End Tech Management
Time For Integrated Strategic Planning
Re-Architect Your Business Capabilities To Win In The Age Of The Customer
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
21
September 8, 2015
FIGURE 12 Demand For End-To-End Solutions Will Force Technology Managers To Embrace Business Technology
2017
Important technologies:
Enterprise marketing
Sales and fulfillment packages
Customer service software
Product innovation software
Mobile engagement platforms
Digital experience delivery and
management tools
2018
Early acceptance phase:
The failure of organizations
that stick to an IT model
drives mainstream
acceptance of BT.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
22
September 8, 2015
FIGURE 13 Everyone Needs To Invest In End-To-End Solutions Now For Acceptance Phase Trends
Investment
appetite
Slowly developing
Progressing
End-to-end
investment
Accelerating
10
Point solution
investment
Dawning
Awareness
Time
Acceptance
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
23
September 8, 2015
They will struggle to both manage the current state and evolve toward the future. Technology
innovation in hardware- and software-defined infrastructure promises flexibility and speed. But
rapidly evolving technology coupled with a change-resistant culture slows progress. By 2018, most
firms will overcome this resistance and a more agile infrastructure will spread quickly.
Winning firms will enable customer obsession via cloud, SDI, and integration partners.
Demands for high performance and flexibility are forcing firms to find alternatives. Leaders will
embrace cloud, SDI, and partners to help navigate the new risks.22
EA Must Embrace A Customer-Oriented Systems Approach To Infrastructure Planning
As even the most conservative firms accept this trend, enterprise architects must take a customeroriented systems approach to business service planning:
Map strategic business capabilities to technology-based services. Use capability maps
to identify infrastructure technologies that bring the most strategic value. Define infrastructure
services that help make the business parts interchangeable such as swapping out a server for
public-cloud infrastructure-as-a-service or vice versa.
Optimize complete services, not just the parts. You can only optimize CX if you optimize the
full end-to-end service. Use systems thinking to discard the haphazard development of individual
technologies. You must merge applications, on-premises infrastructure, and cloud services into an
integrated model.
Beef up governance processes that will help manage partner innovations. Service providers will
bring many new technology and process suggestions so ensure that your architecture governance
processes are ready to absorb the influx of ideas. Pursue sensible guardrails, not tight control.
For additional information, please read the following reports:
Service Design Is Your New Approach To Infrastructure
The Enterprise Network Enables Business Innovation
Organize The Chaos Of Cloud With A Realistic And Effective Strategy
Evolve Your Infrastructure Architecture For Systems Of Engagement
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
24
September 8, 2015
FIGURE 14 Overly Conservative Firms Will Sink Under The Weight Of Their Infrastructure
2017
2018
Mid-acceptance phase:
Cracks become large fissures
for firms that continue to do
it themselves on-premises.
On-premises dwindles but
cannot disappear entirely.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
25
September 8, 2015
Winners will use software to make their brands special. Software has the potential to make
your brand trusted, remarkable, unmistakable, and most importantly essential. But only if you have
the advanced software capabilities of the best firms. Digital leaders can release software 30 times a
day a huge advantage for rapidly responding to customer needs.
EA Must Plan The Foundation For Continuous Delivery And Software Excellence
As mainstream companies continue to struggle, enterprise architects must help their firms break
out. Consider:
Defining the architecture of new business paradigms. Using software to enrich your brand is
not business as usual. For example, you will need new data-centric business models and more
granularly defined processes. Use your design skills to create artifacts that describe a compelling
future state.
Using Agile-plus-Architecture for effective implementation. Development teams need both
agility and strategic alignment, but this only works if firms embed architecture practices into their
Agile processes what Forrester calls Agile-plus-Architecture. Aligning rapidly changing customer
strategies and budgets will take strong, flexible portfolio management.
Driving foundational investments in new development tools and talent. Firms that succeed
make process changes, but they also add new tooling. Low-code platforms, API management, and
Agile development tools will help your firm succeed. You will also need software talent in product
and service design.
For additional information, please read the following reports:
Software Must Enrich Your Brand
Customer Obsession Will Remake AD&D Tools And Supporting Technologies
Agile-Plus-Architecture: Embrace The Oxymoron
TechRadar: Continuous Software Delivery, Q2 2015
New Development Platforms Emerge For Customer-Facing Applications
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
26
September 8, 2015
FIGURE 15 Mainstream Firms Will Make Slow Progress As New Technologies Come On Line
2017
Important technologies:
Continuous integration
Application release automation
Life-cycle integration
Low-code platforms
API management tools
2018
Mid/late acceptance phase:
New API management, lowcode platforms, and
crowdsourcing help firms
make slow progress.
27
September 8, 2015
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
28
September 8, 2015
2017
Important technologies:
Enterprise social
Cloud knowledge, document
management, and enterprise
content management services
Workforce productivity apps
Search and knowledge discovery
Device and service management
(on-premises and cloud)
Investing in end-to-end
employee enablement
solutions pays off; increasing
connectivity takes it further.
2018
End of trend: Business
leaders demand that their
firms use only end-to-end
solutions to empower
employees.
Recommendations
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
29
September 8, 2015
Deliver platforms that enable end-to-end integration. Standards must emerge even as you build
the foundation for end-to-end integration like managed APIs and new data insight strategies
through revised master data management. Design and delivery methodologies must respond to
specific solution needs like fast-cycle changes in systems of engagement and systems of insight
or more measured changes in systems of record.
What It Means
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
30
September 8, 2015
Analyst Advisory
Supplemental Material
Survey Methodology
Forresters Global Business Technographics Data And Analytics Survey, 2015
We conducted Forresters Global Business Technographics Data And Analytics Survey, 2015, in
January through March 2015 of 3,005 business and technology decision-makers located in Australia,
Brazil, Canada, China, France, Germany, India, New Zealand, the UK, and the US from companies with
100 or more employees.
Forresters Business Technographics Global Data And Analytics Survey, 2014
Forresters Business Technographics Global Data And Analytics Survey, 2014, was fielded to 1,658
business and technology decision-makers located in Australia, Brazil, Canada, China, France,
Germany, India, New Zealand, the UK, and the US from SMB and enterprise companies with 100
or more employees. This survey is part of Forresters Business Technographics and was fielded
from January 2014 to March 2014. Research Now fielded this survey on behalf of Forrester. Survey
respondent incentives include points redeemable for gift certificates. We have provided exact sample
sizes in this report on a question-by-question basis.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
31
September 8, 2015
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
32
September 8, 2015
MIT
KPMG
Sogeti
John R. Rymer
Andras Cser
Jost Hoppermann
Andre Kindness
Julie A. Ask
Boris Evelson
Kate Leggett
Christopher Mines
Kurt Bittner
Clay Richardson
Kyle McNabb
Craig Le Clair
Margo Visitacion
Dan Bieler
Martin Gill
David K. Johnson
Martha Bennett
Deanna Laufer
Michael Facemire
Diego Lo Giudice
Michele Goetz
Duncan Jones
Michele Pelino
Fatemeh Khatibloo
Mike Gualtieri
Frank E. Gillett
Nate Elliott
Glenn ODonnell
Nick Hayes
Gordon Barnett
Nigel Fenwick
Heidi Shey
Noel Yuhanna
Ian Jacobs
Peter Burris
Jeffrey Hammond
Richard Fichera
Randy Heffner
Srividya Sridharan
John C. McCarthy
Stephen Powers
John Kindervag
Sucharita Mulpuru
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
33
September 8, 2015
Ted Schadler
Tyler McDaniel
Tony Costa
Tyler Shields
Endnotes
Forrester has described the fourth wave of IT as IT everywhere and projected innovation and growth between 2008
and 2016, followed by a refinement and design period between 2016 and 2024. See the The Top 15 Technology
Trends EA Should Watch Forrester report.
Forrester estimates a 10.3% spending increase in 2015 on BT: technology that helps firms win, serve, and retain
customers. This is more than double the overall US tech spending increase of 5%. Forrester projects that BT spending
will grow by 9.5% in 2016. See the US Tech Market Outlook For 2015 And 2016: The BT Agenda Powers Steady
Expansion Forrester report.
Forrester further defines end-to-end solutions as those that are omnichannel, insight-driven, and consistent across
customer journeys. The easiest way to understand the difference between traditional and end-to-end solutions: The
latter starts with the customer and works back into the required integration and insights. See the CIOs, CX, And EndTo-End Tech Management Forrester report.
For more on the previous top technologies and technology trends, see the The Top 15 Technology Trends EA Should
Watch Forrester report, see the The Top 15 Technology Trends EA Should Watch: 2011 To 2013 Forrester report,
see the The Top 10 Technology Trends EA Should Watch: 2012 To 2014 Forrester report, see the The Top 10
Business Technology Trends EA Should Watch: 2012 To 2014 Forrester report, and see the Top Technology Trends
To Watch: 2014 To 2016 Forrester report.
As firms intensify their focus on CX, CIOs are increasingly drawn into the heart of a key CX challenge: how to add
digital to the CX mix. CX investments in systems of engagement have been expanding beyond mobile apps and
websites to include systems of record and systems of insight. This expansion to end-to-end CX is shaping decisions
across the enterprise and its partners. It demands the design, delivery, and operations skills that the tech management
team brings to the table, and its the CIOs job to see that these demands are met. See the CIOs, CX, And End-ToEnd Tech Management Forrester report.
Designers are building sensors and software control into products large and small, enabling radical new ways for
their companies to win, serve, and retain customers. IoT technologies enable firms to strengthen eight dimensions
of engagement and retention across the customer life cycle. Putting IoT systems into action in service of customers
will require CIOs to work in new ways across the company, partnering with teams in product engineering, operations,
marketing, and support. See the Brief: The Internet Of Things Will Transform Customer Engagement Forrester report.
A technology revolution is brewing that uses sensors, networks, and analytics software to connect physical objects
and infrastructure to computing systems, providing an unprecedented view into the status, location, and activities of
products, assets, and people. By understanding the landscape of the connected world, business technology leaders
can prepare their firms for the implications positive and negative of optimizing assets, differentiating products and
services, and transforming customer relationships. See the Mapping The Connected World Forrester report.
After decades of poorly executed home automation systems and gadgets, startups are taking advantage of mobile
tech advances to deliver slick smart home devices that support a wide range of activities in the home. These products
will shake up large established markets and customer relationships in home insurance, food and grocery, healthcare,
energy, and water utilities. This report outlines how the smart home will emerge, what the 13 core activities of the
smart home are, and how the battle between web giants, startups, and incumbents will play out for control of the
customer relationship. We outline five actions that CIOs need to take to prepare for the long-awaited arrival of the
smart home. See the The Smart Home Finally Blossoms Forrester report.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
34
September 8, 2015
Source: Forresters Global Business Technographics Data And Analytics Survey, 2015.
Source: Forresters Global Business Technographics Data And Analytics Survey, 2014.
10
Source: Forresters Global Business Technographics Data And Analytics Survey, 2015.
11
Enterprises face growing challenges in bridging disparate sources of data to fuel analytics, predictive analytics, realtime insights, and applications. The data explosion is also exacerbating integration, security, performance, quality,
and availability issues. Business users need reliable information fast (in real time) to make business decisions, while
IT needs to lower costs, minimize complexity, and improve operational efficiency. Eight years ago, Forrester invented
the category of data virtualization with our vision of the information fabric; these solutions continue to evolve to
address the pressing problem of delivering comprehensive capabilities to enable dynamic, real-time data services. In
updating our information fabric reference architecture to version 3.0, we reflect these new business requirements to
accommodate new technology enhancements supporting big data, cloud, mobility, distributed in-memory caching,
and dynamic services. Use information fabric 3.0 to inform and guide your data virtualization strategy. See the
Information Fabric 3.0 Forrester report.
12
13
Three concepts underpin Zero Trust: 1) Verify and secure all resources regardless of location; 2) limit and strictly
enforce access control across all user populations, devices/channels, and hosting models; and 3) log and inspect all
traffic, both internal and external.
14
In just a few short years, Zero Trust has grown from conceptual theory to implemented reality as vendors have
developed technologies that make adopting a Zero Trust architecture more and more feasible and available to almost
all organizations. Vendors have even banded together to create partnerships which essentially offer off-the-shelf Zero
Trust solutions. See the Three Technical Innovations Will Ignite Zero Trust Forrester report.
15
Defining data via data discovery and classification is an often overlooked, yet critical, component of data security and
control. This report outlines processes, best practices, and approaches to defining your data. See the Rethinking
Data Discovery And Data Classification Forrester report.
16
This is evident in the data breaches that we see today. For example, Sony Pictures was SOX-, PCI-, and ISO
27000-compliant and had a long-standing risk management program. When you implement SOX, PCI, or even ISO
27000, you can do so in a very limited scope, creating what is essentially a checklist approach to securing your data. See
the Quick Take: Sony Breach A Sad Tale Of Epic Failure That Could Have Been Avoided Forrester report.
17
Security is just one of the components of privacy. The Organisation for Economic Co-operation and Development
(OECD), a group focused on economic data and social policy, has divided privacy into eight internationally accepted
principles. See the Identify And Influence Data Security And Privacy Stakeholders Forrester report.
18
Luciano Floridi argues that explosive developments in information and communication technologies are changing the
answers to fundamental questions about who are we and how we relate to each other. This change spills over into how
business will succeed in the future. Forrester saw this shift and named it the age of the customer in 2010. Source:
Luciano Floridi, The 4th Revolution: How the Infosphere is Reshaping Human Reality, Oxford University Press, 2014.
19
Forty-five percent of global data and analytics decision-makers say their firms run customer intelligence separate from
their other BI capabilities; a further 11% dont know. Source: Forresters Business Technographics Global Data And
Analytics Survey, 2014.
20
Forrester has addressed the high-level revolution in infrastructure development. Systems engineering will prevail to
optimize the entire service rather than individual components. See the Service Design Is Your New Approach To
Infrastructure Forrester report.
21
Forrester has outlined how cloud is fueling a new economy of services, allowing cloud consumers to also become
cloud service providers. See the Cloud Evolves From Point Solution To Strategic Enabler Of The New Connected
Economy Forrester report.
22
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
35
September 8, 2015
Business execs we surveyed said that improving CX was their top priority in 2015. Source: Forresters Business
Technographics Global Priorities And Journey Survey, 2015.
23
Source: Forresters Global Business Technographics Telecommunications And Mobility Workforce Survey, 2015.
24
Source: Ted Schadler, Josh Bernoff, and Julie Ask, The Mobile Mind Shift: Engineer Your Business to Win in the Mobile
Moment, Groundswell Press, 2014.
25
According to Jeanne Ross, director and principal research scientist at the MIT Center for Information Systems
Research, Digital capabilities accrue to those that are focused and clear about what theyre doing.
26
Improving delivery speed requires not only automating your delivery pipeline, but also changing the way you engage
the business and customers, charter initiatives, and manage workflow. Once the business realizes it can deliver
faster, direct feedback from your customers lays the foundation for continuous delivery and continuous improvement.
Forresters framework for continuous delivery improvement and accompanying assessment tool frames the essential
questions you need to ask yourself to improve your ability to deliver business value through software. See the Use
Forresters Continuous Delivery Assessment Model To Increase Delivery Speed Forrester report.
27
Low-code platforms are an important strategy to speed delivery of software to win, serve, and retain customers.
Because application development and delivery professionals adopt low-code platforms by starting small and then
growing, the question of whether these platforms will scale to support large apps and high numbers of apps is crucial.
Low-code platforms will scale up as vendors architect them to do so. Look for product architectures designed to
support high scale, features to coordinate the efforts of multiple development teams, fully expressive tools, support
for governing large portfolios of applications, and flexible pricing models. See the Low-Code Platforms Deliver
Customer-Facing Apps Fast, But Will They Scale Up? Forrester report.
28
Enterprise architects, in particular business process architects, face a new frontier for driving process change.
Business process management (BPM) has always focused on improving and automating business operations. But
customer expectations and the accelerating pace of competition is forcing a sea change in how enterprise architects
adopt and implement BPM into their change strategies. Delivering better customer experiences demands greater
process flexibility and contextual awareness, placing a bright spotlight on the need for unstructured business
processes and dynamic case management, as well as the need to support mobile solutions. See the Prepare For
2015s Shifting BPM Landscape Forrester report.
2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.
Citations@forrester.com or +1 866-367-7378
36
Technology Management
Professionals
CIO
Application Development
& Delivery
Enterprise Architecture
Infrastructure & Operations
Security & Risk
Sourcing & Vendor
Management
Technology Industry
Professionals
Analyst Relations
CLIENT SUPPORT
For information on hard-copy or electronic reprints, please contact Client Support at
+1 866-367-7378, +1 617-613-5730, or clientsupport@forrester.com. We offer quantity
discounts and special pricing for academic and nonprofit institutions.
Forrester Research (Nasdaq: FORR) is one of the most influential research and advisory firms in the world. We work with
business and technology leaders to develop customer-obsessed strategies that drive growth. Through proprietary
research, data, custom consulting, exclusive executive peer groups, and events, the Forrester experience is about a
singular and powerful purpose: to challenge the thinking of our clients to help them lead change in their organizations.
120075
For more information, visit forrester.com.