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Boris serves the Application Development & Delivery role. He is a leading expert in business intelligence (BI) — a set of processes, methodologies, and technologies used to transform raw data into meaningful, useful, and action-oriented enterprise information. Boris delivers strategic guidance, helping enterprises define BI strategies, governance, and architectures and identify vendors and technologies that help them put information to use in business processes and end user experiences.
Boris' current research focuses on the practical and actionable best practices for building BI infrastructure and applications, such as BI business cases, architectural options, organizational structures, and vendor selection. Boris continues to explore emerging trends in next-generation BI, such as agile BI architecture and development approaches, in-memory analytics, advanced data visualization, convergence of structured data and unstructured content analytics, process-driven and operational BI, and many others.
Boris has more than 30 years of experience with enterprise software and applications implementation, management consulting, and strategic advisory skills. Most recently, Boris was a managing partner at Textra, a boutique strategic advisory firm serving all IT constituents: users, vendors, and investors. Boris cofounded Textra after spending several years as a VP and a strategic technology advisor at JPMorgan/LabMorgan, where he led many successful internal BI initiatives, advising the bank's large enterprise software clients on enterprise adoption issues and product and marketing strategies. Prior to JPMorgan, Boris served as a senior manager of data warehousing and customer relationship management (CRM) practices at PricewaterhouseCoopers. Boris started his career at Citibank, where, among many other successful projects, he implemented the bank's first global credit risk data warehouse.
Boris holds a degree in music education from Moscow Gnessin School Of Music, Russia.
Over the last few weeks, I have had a variety of conversations with clients that have centered around the scope for the term BPM. I think we all agree that BPM is not purely a technology...
Translate Strategic Intent Into Action With Structured Language
As firms embark on their business transformation journey, business process pros find themselves discussing a wide range of topics: program initiation and governance, executive engagement, process...
Developing a BPM business case differs from a traditional IT project because of the continuous improvement approach that BPM introduces. As such, the business case must be developed and enhanced in...

Pegasystems And IBM Lead, With EMC, Appian, Singularity, And Global 360 Close Behind
In Forrester's 57-criteria evaluation of dynamic case management (DCM) vendors, Pegasystems, IBM, EMC, Appian, Singularity, and Global 360 led with the most dynamic, visionary platforms. Pegasystems...

Focus BPM Projects On The Business, Not Technology
Business process management (BPM) projects are fundamentally different from IT projects. Rather than a fixed set of software deliverables with a predetermined end state, the outcome of a BPM project...
How can your firm deliver great, loyalty-inspiring customer experience – and achieve its efficiency objectives? Firms that want to boost Return on Equity (ROE) or Return on Capital...
Even experienced executives have difficulty in deciding on the right mix of strategic investments. Business architecture leaders can assist executives in making the right decisions through the use of...
When I look at the sorts of advisory work we engage in, I am often struck by the fact that our client organizations are at very different start points on their business architecture journeys. The...
While you no doubt answered wellness, the reality is that when you look at the typical change programs in a major corporation today, Band-Aids are far more common. But that's hardly surprising...
Many business people still struggle to see the role of business processes in building better performance (i.e., business results). So I thought I would share this little hook that I developed within...
Continuous Improvement: The Customer Experience Ecosystem Playbook
Firms that seek to differentiate based on customer experience must transform the way their companies operate. Customer experience professionals have the tools required to guide this transformation,...

Should we include Be Informed in our shortlist of potential vendors?
Semantic Services Enable Better Dynamic Case Management
Netherlands-based Be Informed has developed something truly new in the business process management suites (BPMS) marketplace. At the heart of its dynamic case management (DCM) offering lies a...
Road Map: The Business Process Management Playbook
Developing an effective road map for business process management (BPM) is imperative if your initiative is to avoid a premature death. Managing processes effectively implies using processes to manage...
Business process analysis (BPA) began as a separate market run by vendors that developed specialized tools, but a combination of forces is buffeting these vendors: Their markets withered during the...
Many business process and content and collaboration professionals, and the vendors that support them, think that dynamic case management (DCM) is a newfangled marketing term to describe an old,...

Business architecture has become a bit of a watchword for organizations thinking about their future. It’s about all sorts of things – the “what” we do and “why” we...
Forrester Research is launching a limited number of discussions with business process management (BPM) thought leaders; this is the first of the series. Given that BPM suites (BPMSes) verge on a...
BA has been a difficult thing to define. Who is doing BA well? How do they define it? What are the success measures? How does it create value? How is it structured? Specifically, is it distinct from,...
Business process pros need to engage their business colleagues throughout business process management (BPM) projects; flow diagrams alone are not good enough. By understanding and adopting the...
I think we would all agree that BPM and business architecture set out to overcome the issues associated with silos. And I think we would also agree that the problems associated with silos derive from...
For long-term success, the business, rather than IT, should drive and own BPM programs (unless, of course, the processes under consideration are IT's internal processes). BPM initiatives deliver...
As with any major organizational change program, gaining BPM traction in the business relies on engagement. This includes ensuring executive support for the BPM initiative. Selecting the right...