Well, it’s finally here! After weeks of anticipation, Apple Pay launched on Monday. Apple also unveiled the iPad Air 2 and iPad mini 3, both with Touch ID sensors and an embedded secure element, which means Apple Pay can be used for in-app payments on those devices as well as the iPhone 6 and 6 Plus. Apple Pay launches at a time when the US payments marketplace is in turmoil: The frequency and scale of security breaches are on the rise, issuers are beginning their migration to chip-enabled cards, and mobile payments are still quite nascent — even after significant investment and a range of competitors that have come and gone. Enter Apple Pay.
Just as new products and services from Apple have reshaped other industries, Apple Pay will reshape and set a new benchmark in consumer payments. There are many well-designed aspects in the initial version of Apple Pay — these are the Apple Pay “hits.” They include a context-aware, streamlined user experience; a breakthrough approach to security; unprecedented payments ecosystem cooperation; and great timing.
Although there is a lot to like about Apple Pay, this ship has holes. If not addressed, these “misses” — such as an inability to scale in-person payments, limited consumer and merchant value, and reduced consumer insight for marketers — will derail Apple Pay's ability to reach the mainstream, become the undisputed commerce platform of choice, and achieve Tim Cook’s vision of replacing the wallet.
As we predicted in May 2012, user directories are moving into the cloud. Cloud workloads require that users who are authorized to access them are stored near the cloud workload and not just on-premise. While this offering announced now by AWS is not necessary technically groundbreaking (Cloud IAM vendors and Microsoft Azure have been offering AD integration for a relatively long time). Obviously this announcement is relevant because of AWS's broad presence in IaaS. We urge Forrester's clients that plan to use AWS AD service to ask AWS the following questions:
1. What safeguards are there to protect information (user, computer, etc.) in AWS AD?
2. How does AWS integrate in real time with on-premise AD and shared folder infrastructures?
3. What types of true Identity Management (access governance and provisioning) services does AWS offer to complement this new AD service?
Check AWS's blog entry at http://aws.amazon.com/blogs/aws/new-aws-directory-service/ for more details.
I've been on the road all month talking about business technology speed. The age of the customer is all about speed. Faster time to market, more frequent software releases, automated server deployments, instant cloud scaling…anything that removes friction from the app dev process is hot as we move into 2015.
Docker, the container management juggernaut, has generated some of the most breathless buzz in cloud-land this year. And for once, all the buzz is justified, for a few reasons. Docker's new, but containers are not. Docker makes containers easier to use, so more companies can get the benefits some of the big cloud providers already enjoy. Those include near-instantaneous app launch, rapid scale-out, and server efficiencies much better than traditional virtualization.
Were you surprised by HP's decision to acquire Eucalyptus last month? You weren't alone. HP's move to snap up one of the first open source cloud platform projects left many scratching their heads, especially since Eucalyptus had lost much of its momentum in the last 5 years.
Now that OpenStack has effectively won the battle to be the open source alternative to Amazon Web Services, why would HP, already a major contributor to and vendor of a public cloud platform built on OpenStack, want Eucalyptus? It's not the technology. We think the value lies in the company's AWS API experience, Marten Mickos' open source credibility, and the depth of engineering skill.
Are you ahead of the cloud curve or falling behind your peers?
We are definitely in the hypergrowth phase of cloud computing, and 2015 will be a critical year: spending will jump, platforms will mature and consolidate, and cloud will enter the formal IT portfolio, whether IT likes it or not. Where are you on your journey to cloud?
Over the last decade, the colocation market has expanded and flourished – with more customers looking to outsource new facilities and more vendors emerging and expanding to meet this demand.
Colocation providers now offer a myriad of services beyond the expected physical space. Infrastructure is now table stakes, including enhanced power efficiency and physical security. The more impressive solutions offer a full portfolio of managed services to cloud, or host and steward a marketplace of third party services, offering close proximity to business partners and primary communications services. By “close” we mean VERY close, as in the same building, sometimes only meters away. Depending on the use case, proximity like this can make the difference between success or failure of a business function – financial trading is an obvious example but there are many more.
To get better acquainted with this ever expanding landscape of vendors and solutions, about this time last year I began a lengthy exercise to investigate and analyze the US colocation market. After three months, I identified 430 organizations through search engines and public profile sites. I then weeded out 112 firms that had inactive websites, were acquired, or did not clearly provide retail or wholesale colocation. Over the subsequent 3 months, I attempted to quantify the footprint of all qualifying facilities. Some key findings from this research include:
There are over 1430 data center facilities in more than 330 cities across the US, but53% of vendors surveyed operated only 1 facility.
There is over 68 million square feet of reported data center space, and an estimated 90-120 million square feet in total. This projection includes a fair amount of assumptions as many vendors did not provide facility sizes.
Today, my co-author Rusty Warner and I published the first-ever Forrester Wave: Enterprise Marketing Software Suites, Q4 2014. Or, as they are popularly referred to, the “marketing clouds.” The evaluation looked at the eight vendors vying to convince marketers of their ability to provide an integrated portfolio of products that span all of marketing’s needs. Integration is increasingly important to marketers in their efforts to understand the full customer life-cycle and be able to execute across all interactions.
Forrester defines an enterprise marketing software suite (EMSS) as: an integrated portfolio of marketing technology products that provide analytics, automation, and orchestration of insight-driven customer interactions to support inbound and outbound marketing.
In a new report, we lay out how I&O leaders can leverage wearables as a source of customer-centric innovation as they build their BT Agenda. As we have written, today the I&O role is changing, as business imperatives now shape technology choices and I&O pros are judged on business outcomes. You can only add value and achieve relevancy if you reframe your organization's goals and objectives.
Want an example from a real-life I&O leader? Tim Graham is the IT Innovation Manager for Virgin Atlantic and the driving force behind the Google Glass pilot in Virgin's Upper Class Lounges at Heathrow. His job, as he described it at a recent wearables conference where we were both speakers: "To use technology to reshape both customer experiences and operational efficiency." Here’s a video to show how he led Virgin Atlantic’s efforts to deploy Google Glass and Sony smartwatches in the Upper Class Lounge at Heathrow Airport:
To do your job the way Tim does his, you need to take a holistic view of how technology can help your organization. For wearables, there are four essential choices:
Company-owned devices that make workers more effective. They’ll serve customers more efficiently and effectively with wearables. In the age of the customer, this can mean reengineering customer service interactions, as Virgin Atlantic has done.
Employee-owned devices that make workers individually productive. As more people buy wearables, they’ll become BYO devices that I&O must accommodate.
Each year, Forrester Research and the Disaster Recovery Journal team up to launch a study examining the state of business resiliency. Each year, we focus on a particular resiliency domain: business continuity, IT disaster recovery, crisis communications, or overall enterprise risk management. The studies provide BC and other risk managers an understanding of how they compare to the overall industry and to their peers. While each organization is unique due to its size, industry, long-term business objectives, and tolerance for risk, it's helpful to see where the industry is trending, and I’ve found that peer comparisons are always helpful when you need to understand if you’re in line with industry best practices and/or you need to convince skeptical executives that change is necessary.
This year’s study will focus on business continuity. We’ll examine the overall state of BC maturity, particularly in process maturity (business impact analysis, risks assessment, plan development, testing, maintenance etc.) but we’ll also examine how social, mobile, analytics and cloud trends are positively and negatively affecting BC preparedness. In the last BC survey, one of the statistics that disturbed me the most was that very few firms assessed the BC preparedness of their strategic partners beyond asking for a copy of their BC plan. And we all know plans are always up to date, tested and specific enough to address the risk scenarios that the partner is most likely to experience (please note the tone of sarcasm in this sentence). I hope this year’s survey shows an improvement; otherwise, most of the industry is in mucho trouble.