About Forrester
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J.P. serves Infrastructure & Operation Professionals in predicting and quantifying IT disruptions. J.P.'s expertise is in the IT management software and IT operations market, and his research examines the shifting industry dynamics caused by economic pressures and the impact of new technologies such as virtualization on the IT organization.
J.P. has several decades of experience as an IT technology designer and marketer and also as a client of IT technology. He has broad experience in designing advanced technology solutions in industrial and commercial applications and bringing them to market. He has written extensively on technology for several business publications. J.P. is often a featured speaker at vendor-sponsored events and webinars.
J.P. came to Forrester through the acquisition of Giga Information Group, where he was the research director of the computing infrastructure group. J.P. started his IT career in early 1968 as a software engineer working on the automation of nuclear power plants in France. J.P. then joined Bull General Electric in Paris (subsequently Honeywell Bull), where he was a designer and project leader of very large network infrastructures in France, Scandinavia, and the US. At Bull, J.P. occupied several positions in engineering, marketing, and sales. J.P. moved to the US in 1984 and filled several engineering and marketing positions with Bull Information Systems. In 1994, J.P. created Epitome Technology Corporation, a middleware software company focused on manufacturing execution systems. Prior to joining Giga, J.P. worked as an IT management consultant for several large financial institutions in the US.
J.P. graduated from Ecole Superieure d'Electricite (Supelec) in Paris (M.S. in computer science). J.P. is a US citizen based in Naples, Fla., and speaks French fluently.
Build/Buy Capabilities: The Innovation Playbook
Few firms have the resources and wherewithal to go it alone in the face of the current climate of almost continual business disruption. Just as a firm may look to partners and suppliers to complement...
I had an interesting conversation with a Forrester client in response to an inquiry about the definition of “time to value” for technology solutions. When I received the...
"Innovate or die" is not just a catchy slogan. It’s the way that businesses need to operate in this market-driven world. And, as technology underpins more and more products, services,...

Business Impact: The Innovation Playbook
A Self-Assessment Framework To Focus And Accelerate Your Transformation
Many CIOs struggle to answer two deceptively simple questions: 1) How are we doing, and 2) what should I prioritize? These questions invite a host of complexities, raising questions about the role of...
Business capabilities define what your organization does to execute its mission or support its position in the marketplace. These capabilities, such as "customer management," "product development,"...
Many organizations have seen large swings over the past two years in IT spending on technology, business spending on technology, and the way that IT and business interact to best manage business...
This self-assessment workbook will help IT leaders assess the current state of their BT portfolio management leadership maturity and will serve as a tool to guide the organization’s development...
Technology Trends That Will Change The Way Government Operates
The US government, with its almost $80 billion annual IT budget, is one of the largest consumers of IT goods and services in the world. It is therefore not surprising that the same technological...
A Road Map For CIOs To Succeed In An Empowered World
Many pundits are writing the CIO's obituary. Your employees and the business are no longer relying on IT to provision and deliver technology. They are using technologies like social, mobile, cloud,...

I have. During the holiday break, I had the opportunity to spend a week on the beach in the Turks and Caicos islands (but that's another story). One of the books I brought with me and...
The Future IT Organization And Its Implications For CIOs
The empowered era has brought about a paradigm shift for IT organizations. Employees and customers are no longer relying on IT to provision and manage technology. They are using social, mobile,...

The role of today's CIO is less that of a technology steward and more that of an investment portfolio manager — trusted with the management of a considerable portion of an enterprise's funds to...
Measure Expectations As Well As Satisfaction
Although spending on IT may be up a bit from past years, there is by no means any money to waste. CIOs must carefully prioritize initiatives and allocate scarce monetary and human resources to...
I am periodically asked whether a business case should be required for those projects that fall into the "must do" category - projects such as those required to meet regulatory or auditing needs,...
I'll leave it to the political pundits to read the tea leaves on the yes/no/how long of sequester-driven cuts to US government spending. What I will say is that a climate of cut-over-growth will...
Business Impact: The Innovation Playbook
"Innovate or die" is not just a catchy slogan — it's the nature of business today. Shortened business cycles, competitors entering and establishing market presence overnight, and social...

Benchmarks: The Innovation Playbook
While innovation is a hot topic among most of the organizations we work with, our recent survey of IT leaders indicates that a minority of firms have formalized their practices and processes. Only...

I recently had the distinct pleasure of moderating a panel discussion on innovation at Forrester’s Forum For CIOs, where I was able to share the stage with Lawrence Lee, Sr. Director of...
Portfolio Management: The Innovation Playbook
While many organizations believe that they can generate innovative ideas, few have defined processes to empirically evaluate the ideas and make the proper funding decisions on a case-by-case basis....

The IT portfolio represents the collection of projects, expenditures, and existing technology investments. IT portfolio management includes oversight, management, and control of the current and...

CIOs consistently tell us that they want to exploit new technologies to drive innovation in the business. While many CIOs have groups chartered with R&D or new technology research, and most...
Budgets, Planning, And Measurement Of Customer Satisfaction Reside Outside Of IT Today
In today's technology-fueled marketplace, CIOs must provide the underlying systems, processes, and communications channels for interacting and engaging with the company's customers. CIOs that...

CIOs Expect 20% To 50% ROI For Investments
There never seems to be enough money to fund all of management's desired initiatives. Different departments jockey for funds within the corporate budget, and individual projects vie for pieces of the...