About Forrester
Forrester Research, Inc. is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology.

Connie is a member of Forrester's Business Technology Futures team, which serves CIOs and their business partners by predicting the long-term business impact of information technology. Her research focus is on smart computing and analytics.
Connie came to Forrester through its acquisition of Giga Information Group in 2003. She has more than 25 years of experience in the IT industry and has been an analyst for 19 years. Most of her research focuses on business process management and business optimization. Prior to joining Giga, Connie managed BIS Strategic Decisions' European IT consulting group, headquartered in the UK. Before then, Connie was vice president of product marketing at TDC (now part of BancTec), a manufacturer of high-end document capture systems. She was also a manager with Andersen Consulting (now Accenture), specializing in document management, document imaging, and end user computing. Earlier, Connie was with Wang Laboratories, where she managed Wang's technical support resources for the US Department of Defense and intelligence agencies. She began her career in IT and management at Mathematica Policy Research.
Connie was the co-champion of Forrester's 2009 Business Technology Forum, with its theme of "Lean: The New Business Technology Imperative." Connie also co-championed Forrester's 2007 Technology Leadership Forum, with the theme of "Design for People, Build for Change," and Forrester's 2008 Technology Leadership Forum, themed as "Embrace Technology Chaos, Deliver Business Results." Connie is a widely sought speaker. She has keynoted at many industry events, chaired 10 business process and workflow conferences in Europe and the US, and co-chaired Giga's "Leveraging Knowledge" conference. Connie also served as a director of AIIM International, the premier association for the content management industry, and is a member of the Association of Business Process Management Professionals.
Connie attended the University of North Carolina at Chapel Hill and holds a B.A. in political science and history from East Carolina University and an M.B.A. in information systems from George Washington University.
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Despite Some Operational Barriers, SVM Is Moving Ahead
Forrester fielded its second annual Global Sourcing and Vendor Management Priorities Online Survey in Q3 2011 to 156 sourcing and vendor management (SVM) professionals. The survey highlighted some...

The Forrester SVMO Maturity Model is designed to provide SVM professionals with a brief self-assessment tool that enables SVM organizations to evaluate their program maturity, articulate the...
Focus On A Supplier's Market Performance, Not Just Its Delivery Performance
The increasing importance of innovation and strong vendor management to most sourcing and vendor management (SVM) professionals is having a major effect on the dynamics of sourcing strategy. In...
Executive Overview: The SVM Practice Playbook
Rapid changes in technology offerings, along with growing demand for technology-driven innovation, are forcing companies to rely much more heavily on their suppliers. More and more companies are...

Aligning Key Stakeholders With Sourcing Process Increases Value
Forrester defines different generations of outsourcing capabilities within firms based on the level of experience. Companies starting on their outsourcing initiatives are defined as "first...

Hi everybody. I'd like to get your opinion on the discussion about RfP versus RfS (Request for Solution). How do you see the difference? I am always using the term RfP for the activities to...
This Report Is The First In A Series On Vendor Viability
Today, third-party spend accounts for more than 70% of the total budget — everything except personnel costs. Sourcing and vendor management (SVM) professionals must make sure that they spend...

Very few IT organizations have complete control over the corporatewide IT investments that are spent with external services providers. In Forrester's Forrsights Budget And Priorities Tracker Survey,...
Most of my clients today monitor at least their key suppliers to mitigate risk. But the criteria they look at are mostly limited to the contractual ("Do I get what I pay for?") and financial...
How do you transition services to a third party, and what is the impact on both the retained organization managing the service in the future and the IT organization that will receive the service? How...
What tools should I use for IT Outsourcing Governance?
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Many sourcing and vendor management (SVM) clients struggle to define the core process responsibilities of their job — and that's no surprise given the number of activities that SVM is...

Sourcing and vendor management (SVM) organizations are the professional link between the internal business demand and the external supply resources. SVM professionals have to engage with business...

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This report outlines the assessment framework to help sourcing and vendor management (SVM) professionals working on the SVM practice build a high-performance organization or discipline within their...

Strategic Plan: The SVM Practice Playbook
As more and more companies rely on external suppliers to facilitate core business operations, the need for a clearly defined sourcing strategy is more important than ever. Successful companies have...

What are the dos and don'ts in setting up a vendor management office (VMO)?
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Vision: The SVM Practice Playbook
Over the next years, Forrester expects IT organizations as we know them today to change dramatically, a result of a new wave of emerging technologies and a shift in the way employees use technology....

In the realm of IT services sourcing, the strategic decisions and vendor selection process for your company's applications and infrastructures are perhaps the most important. Your service...

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Professional sourcing and vendor management organizations (SVMOs) have the potential to become one of the most important organizations in their enterprises, due in large part to their core...
As market pressures and changing customer expectations force firms to utilize more supplier-based solutions, the need to professionally manage this supply becomes vital. Whereas in the past,...