23 May 2006
Few IT organizations have expertise integrating IT after mergers and acquisitions (M&A) activity, yet business success is dependent upon IT's successful integration. Without a well-thought-out and effectively managed plan, IT risks an incomplete integration, business frustration with its capability, loss of critical staff, higher costs, and an unnecessarily complex environment. Successful IT integration starts before the merger or acquisition, with CIO involvement in due diligence and with assessing IT's own capabilities. Due diligence must be used to develop an integration strategy, plan, and team that will give the CIO confidence. CIOs with M&A experience identify key decisions around which applications, infrastructure, and IT processes can go forward and key actions to create the new IT organization after the merger or acquisition.
The Forrester Wave™: Governance, Risk, And Compliance Platforms, Q1 2006
Faced with mandates for tighter corporate governance and enterprise risk management and barraged by compliance regulations, organizations are adopting platforms that are focused on enterprise governance, risk, and compliance (GRC) management. To assess the state of the GRC platform market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top vendors across 99 criteria. This report includes an interactive vendor comparison tool that provides detailed product evaluations and customizable rankings.
Transforming R&D Culture
The industrial era corporate R&D model -- with its insular and unresponsive culture -- is dead. To win in today's globally networked and volatile economy, firms must transform their R&D culture to drive not just technical innovations, but also business model innovations that cannot be replicated by competitors. Today's digital era firms need a flexible, market-focused, corporate R&D function anchored by partner-friendly processes that span corporate and geographic boundaries. Growth-seeking CEOs can learn from pioneers like BT, Eli Lilly, Intel, and Whirlpool about new governance structures, processes, skills, and tools that they must invest in to seed and nurture a dynamic R&D culture.
The Forrester Wave™: Project Portfolio Management, Q1 2006
Project portfolio management (PPM) is a critical enabler for IT work delivery. For successful delivery, IT organizations must be able to visualize the requirements to meet objectives, determine the best combinations of new projects and existing systems to achieve the correct resource balance, and control unnecessary investments. To assess the state of the market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top PPM vendors across 94 criteria. Included in this report is an interactive vendor comparison tool that provides detailed product evaluations and customizable rankings.
The Shortage Of Legacy Programmers -- The Reality, The Hype, And What You Can Do About It
The looming shortage of COBOL programmers is a common topic in the IT industry trade press. Some pundits fuel the shortage concerns with fuzzy mathematical equations that prove that the entire population of people with legacy skills will soon be extinct. It is true that some geographic areas have trouble today finding qualified people to fill their staff vacancies, while COBOL programmers in other areas can't find suitable employment. It is also true that if nothing is done about the problem, then several years from now, a number of factors will combine to create a crisis that currently does not exist. However, the pundits don't tell you that firms can take steps to virtually eliminate the problem before it ever becomes serious.
COBIT 4.0 Is A Strong Governance Platform
The IT Governance Institute (ITGI), author of control objectives for information and related technology (COBIT), released version 4.0 of its governance framework in December 2005. While this version is billed as an incremental update, it is a significant improvement on its predecessor, version 3.0, and forms the foundation for a strong IT governance framework. Clients in the midst of building or strengthening their IT governance should adopt in whole or in part the substance of COBIT 4.0.
Integrating eCommerce Across The Firm
Companies have built standalone eCommerce teams for good reasons -- to address cross-organizational opportunities, enable rapid growth, and support multiple brands. But most companies have disbanded these standalone groups and have integrated the marketing and IT skills back into the existing marketing and IT organizations. To make this integration successful, companies must create responsive, cross-unit governance models that continue to meet their eCommerce needs.
Navigating IT Management: An Overview
Forrester takes a broad view of IT management, not only covering the traditional roles and responsibilities of the IT organization, but also recognizing IT's role in driving business innovation; managing governance, risk, and compliance across the enterprise; and facilitating new business models that focus on shared specialized services. This document is a primer on Forrester's coverage of IT management trends, concerns, and advice.
Forrester's IT Management Research Encompasses Three Perspectives
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