About Forrester
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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.
In today's cutthroat business world, enterprises struggle to respond to the changing needs of their customers while running efficient and effective operations and, at the same time, complying with an...
I have two questions I would like to pose to a Forrester BPM analyst. 1) How do you sell BPM internally to a consulting firm that sells BPM services and 2) why is there not more discussion/research...
The term "process" signifies different things to different people. At one end of the spectrum is a set of practices; at the other end, there are procedures. The term "procedure" describes a...

Business process management (BPM) attempts to alleviate problems around productivity bottlenecks, customer channel integration, cycle time reduction, and customer service improvement. But while those...
Organization: The Business Applications Playbook
This report outlines the organizational component of Forrester's solution for application development and delivery (AD&D) professionals working on business application strategy. Every firm faces a...

Vision: The EA Method Playbook
In the midst of continuing economic, political, competitive, and technological disruption over the next decade, your enterprise architecture (EA) practice will flounder unless it gains clear vision...

Policy And Procedures: The Business Process Management Playbook
This report outlines the critical methods and techniques for business process management (BPM) initiatives. It represents a key component of Forrester's solution for BPM excellence. It is designed to...
Six Steps Process Professionals And IT Need To Perform In Collaboration
Business process professionals (BPPs) often complain about IT's ability to support them in delivering the performance optimization they are expected to provide together. The problem seems rooted in...
Twelve Trends Drive Planning For Customer-Centric Process Transformation
The fundamental business needs that drive the requirement for effective and efficient customer management practices remain unchanged for 2011: acquiring new customers; building tighter bonds of...
Taming The Insurance Claim Experience
At its highest level, a business process is any activity that helps an enterprise achieve its goals. In insurance, industry-specific applications form the transactional backbone of claims processing;...

After getting started with business process management (BPM), many business process pros quickly find that they need to beef up their process skills to effectively deliver continuous improvement and...
Executive Overview: The Digital Experience Delivery Playbook
Digital customer experience has become a key business differentiator, and application development and delivery (AD&D) leaders of front-office, web, mobile, and digital development must step up to...

An Empowered Report: Empower Process HEROes With The Right Social Techniques And Tools
As business process management (BPM) adoption continues to spread, more business process professionals are tapping social techniques to extend the reach and impact of their process improvement...
Continuous Improvement: The Agile Commerce Playbook
Organizations face a number of roadblocks to executing on an agile commerce vision. Legacy technology, siloed KPIs, and a lack of understanding of how customers really use emerging touchpoints can...
A Roundtable Discussion With Forrester Analysts
Customers have more power today than ever before. They have tremendous influence and reach through social media, more options and choices of whom to buy from, and high expectations about customer...
Business change management is a top corporate challenge. Changing people's beliefs and behaviors is demanding and difficult work; succeeding in the face of resistance, decreased productivity,...
Today, enterprises swim in an endless ocean of business data used to power mission-critical business processes, executive decisions, corporate policies, and business rules. Many organizations kick...
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...
This tool is a self-test to determine how ready a company is to transform its application strategy by moving away from providing cost-effective systems of record and toward driving compelling user...