Over the past year, Forrester surveys and client conversations — across all industries and roles — have pointed to the ever-increasing importance of business intelligence (BI) as a key corporate asset. BI has become the secret weapon that advanced enterprises use to compete and differentiate themselves from the competition. Clearly, BI is no longer just a back-office tool. It is, however, still frequently beset with IT-related delays and complex infrastructure requirements. Many Forrester clients tell us that they depend heavily on IT for satisfying BI requests — often with unsatisfying results and long delays. To be competitive, business cannot wait until someone from IT develops a new report. As a result, Forrester has seen an emergence of so called “complementary” self-service BI tools that business users procure, install, and use on their own — without IT assistance. Is this the right answer in the long term, given such BI tools may jeopardize corporate “single version of the truth” data? How can business stakeholders get the information on the right data at the right time and place, while using secure, controlled, and well-managed environments, without jeopardizing information quality? In this complimentary breakfast presentation:

• Forrester delivers the findings from a recent study on managed self-service BI, analyzes corporate requirements, and discusses specific use cases.
• You’ll also hear from BI experts from Accenture and SAP BusinessObjects as they describe the benefits and usage of new exploration tools that address the need for self-service BI.

Lean is not a new business concept — but it is enduring. By embracing Lean years ago, Toyota reached No. 1, while rivals GM and Chrysler collapsed into wards of the state. In its broadest sense, Lean seeks to better satisfy customer needs, improve process and information flows, support continuous improvement, and reduce waste. Today’s recession is a clarion call for businesses and government to reexamine and reapply Lean thinking across people, processes, and technology. When maintenance eats 80% to 90% of IT budgets, it’s beyond time to examine Lean approaches — like process frameworks, cloud computing, SaaS, Agile methodologies, open source, or other fresh ideas. And when the sheer complexity of technology overwhelms information workers, it’s time to simplify and understand what workers really need to get their jobs done. And by focusing on Lean now, your organization will be positioned to power out of the recession and move quickly into the next new era of IT: business technology — where business is technology and technology is business. Don’t let this opportunity go to waste. Key takeaways include how to:

• Embrace Lean in innovative ways during this economic downturn
• Use Lean Software to deliver better results that are more cost-effective and fit-to-purpose
• Position your organization to move into a new era of IT/business fusion

A CIO is responsible for translating the vision for IT’s progress from strictly IT to a business technology (BT) model and overseeing the vision’s execution. In today’s environment, this CIO is a fast-evolving role that needs to take into account the cultural, maturity, and implementation issues facing his or her organization while at the same time keeping an eye on efficiencies and emerging technologies to help the organization become more Lean. Drawing from his experiences with governmental and the private sector, Tom Hughes, a former CIO, will share his perspective on the role of the CIO in driving Lean initiatives. He will shed light on:

• The function of the CIO to drive Lean BT initiatives
• Lessons learned from governmental and private sector
• Best practices for the CIO and IT professionals moving forward

By applying Lean IT strategies that eliminate waste, promote business agility, optimize productivity, and improve the customer experience, businesses are positioning themselves to maximize on growth opportunities as the economy rebounds. At the same time, businesses must prepare themselves for a wave of new disruptive technologies such as virtualization and cloud computing that promise to provide significant benefits but need to be efficiently, effectively, and securely managed. In this session, CA CEO John Swainson and TransUnion Chief Technology Officer John Parkinson will discuss how CIOs, by working in tandem with the business, can ensure that IT delivers the services that help drive business growth. Mr. Swainson also will discuss how new disruptive technologies such as cloud computing will affect the data center of the future and how these technologies can be leveraged as part of an overall Lean IT strategy.

The focus of the past 12 months has been “reduction” as organizations have wrestled with the financial meltdown. With luck, the next 12 months will instead focus on innovation and change, as organizations look at how they can grow and expand as the economy stabilizes. IT decision-makers want to realize the opportunity of change while navigating the risks associated with that change, but how do you do it? In this keynote, we describe an innovative approach being followed by a number of organizations: eliminating waste and increasing value with Lean Thinking. They have used these strategies to fuse business and IT groups around a common purpose, with integrated tactics and constructive measurement. During the keynote, we interview agents of change from Boeing and others, and hear firsthand their experiences with using Lean to:

• Support innovation
• Reduce waste
• Deliver an integrated business and IT approach

This luncheon features opening remarks from Connie Moore, Vice President and Research Director, Forrester Research followed by a BPM case study presented by Tom Higgins, CIO of Australia’s Territory Insurance Office, sharing how TIO leveraged a lean BPM approach to transform its business and increase competitive advantage. Mr. Higgins will highlight key BPM success elements including:

• Building the BPM business case and securing strong involvement from a Business Sponsor and steering committee
• Managing BPM deployment risk by establishing a “start small, think big” methodology, highlighting risk areas early, and addressing via regular releases
• Selecting the right technology partner to facilitate knowledge transfer and help the business attain BPM self-sufficiency

Preview the content. BP&A Senior Analyst Clay Richardson interviews Tom Higgins: Podcast: Developing Your Lean Process Improvement Game Plan

One CIO’s Perspective On Where BPM Fits

The process of relocating to a new city can be complex. Learn how SIRVA uses business process management (BPM) to simplify the relocation experience for individual consumers and about half the Fortune 500. Hear Erik Keller, CIO of SIRVA, discuss the company’s corporate initiative to drive improvement and change in the core business. You will get a detailed view of how SIRVA uses BPM as a mission-critical technology and practical insight to help you determine if BPM is a fit for your business challenges.

Delivering Enterprise Value With BPM And Business Rules At Rabobank International

This case study presentation focuses on how business process management and business rules can assist with the challenges that global organizations face in financial services. This session will cover:

• The challenge — creating consistent and timely financial reporting for a global trading institution.
• Handling the complexity of accounting today and addressing fair value, structured products, and complex securitization.
• Enabling the business to define the rules.
• Delivering solutions that handle millions of transactions every hour.

How ESI Rapidly Visualized Business Optimization Opportunities Through Innovative Process Analysis

ESI continues to look to improve their opportunity to production cycle, as a way of meeting customer requirements while driving down the cost of inventory. Fujitsu's Automated Process Discovery & Visualization (APD) offering was used to quickly and accurately document and measure ESI’s processes — based on evidence rather than perception. Mr. Mueller will discuss how the Project resulted in a significant number of areas for enhancement for both short term and long term ROI.

In today's world, the techniques of the past won't necessarily deliver the needed value for the future. Strategic companies are not digging in and waiting for the economy to return — they are taking advantage of this time to position themselves for future growth. IT should be no different, and at Harley-Davidson, we are redefining IT. There are three fundamental areas of focus that are driving us forward: 1) aligning ourselves with the business’ strategic direction and positioning our initiatives as enablers to those strategies; 2) running IT like a business — managing our resources, running our environment with a service mentality, and delivering solutions that hit the mark; and 3) organizing ourselves to maximize and exploit our most crucial asset — people. The mantra within IT at Harley-Davidson through all of these focus areas is "Common . . . Simple . . . Integrated" solutions. To that end, we take the spirit of Lean and apply it to everything we do. We are simplifying and integrating business capabilities and consolidating and virtualizing IT infrastructure, and the IT organization is globalizing and organizing around capabilities. Do these well, and you will always deliver and be a crucial partner to the business. So, learn how Harley-Davidson is redefining IT by focusing on:

• Aligning and embedding our work within the business strategic initiatives.
• Running IT like a business; we also have our own strategic initiatives.
• Aligning our resources to drive maximum value for the business.

Building Your Personal Brand

Moderator: Jeanne Strepacki, Director of Product Management, Forrester Research

Panelists include:

• Julie Meringer, Managing Director, IT, Forrester Research
• Connie Moore, Research Director and Vice President, Forrester Research

Over the past several months, our Forrester Research teams have been interviewing our clients about key issues that face their IT Organizations. One theme that resonated in particular is the challenge women executives are facing in terms of building their own unique identity as part of their career aspirations. The “Building Your Personal Brand” panel discussion will focused on this very theme by bringing together both Forrester executives and Industry leaders who can share their knowledge, experiences and vision about what “personal brand” means to them. Some questions may include:

• What is a personal brand and why does it benefit you?
• What challenges could you/have you faced in building your career and identity within IT?
• What are some best practices learned in building your own brand?

Steve Villari will discuss some of the general business problems Royal Bank of Scotland has faced and how the bank solved those problems using business process management, workflow, and imaging. He will describe how RBS overcame challenges in technology, people, organization, and process and the benefits that the solutions brought.

Let’s face it, executives continue to see continuous improvement projects and business process management tools as bloated and expensive approaches to improving mission-critical business processes. But at the same time, business leaders are being pushed to boost productivity, reduce costs, and streamline operational processes — already a tall order before throwing in slashed budgets. To meet these demands, smart organizations are adopting Lean strategies that deliver the bang of continual process improvement without the bust of misaligned process roles, endless modeling exercises, overly complicated suites, and costly consensus deadlocks. In this session, we share data from our Lean Process Improvement survey and success stories from the frontlines to help you develop your game plan for delivering Lean process improvement throughout your organization. Attendees will leave with answers to questions like:

• What are the essential roles and skill sets required for Lean process improvement?
• How can organizations combine Agile development with continual process improvement to dramatically reduce time-to-value?
• Which tools and frameworks are ideally suited to support Lean process improvement initiatives?

Lean Software requires new approaches to application development, and new platforms for Lean application development are emerging based on multitenancy, cloud computing, and configuration. Behind the scenes, the same market forces that have driven software market consolidation in the past are at work in this market and accelerated due to the unique requirements of Lean applications. This presentation will review:

• The forces driving consolidation in the Lean Software application market from point solutions into multi-application platforms
• The distinct types of platforms that are emerging for developing data-centric, content-centric, and collaborative Lean applications — and when to use each
• What organizations should be doing to make the most of this trend — and avoid excess cost and mistakes
• Case studies of organizations deploying Lean application platforms for multidepartmental automation

As globalization continues to establish itself as one of today’s most pervasive business trends, it is important now more than ever to inspire frequent, meaningful, and effective communication between dispersed teams. Mr. Jouret will describe how Cisco has made collaboration a top company priority in order to have more face-to-face meetings, minimize information overload, encourage employee mobility, and reduce travel. In this session, you will learn how to:

• Deliver rich, reliable interactions.
• Connect the right people and information.
• Accelerate team execution.
• Deliver investment protection.
• Use video as a key enabler to effective collaboration.

Provisioning your workforce with the right technology is crucial to the success of any business. But which technology? And which segments of the workforce? Which groups will embrace Enterprise 2.0 and iPhones for business innovation? Which groups will resist? Who are your “alpha collaborators,” and how can you find and exploit their energy? Do Millennials really behave differently at work than other generations? To answer these and other nagging questions, Forrester has harnessed its experience in consumer market research to conduct the industry’s first Workforce Technology Benchmark study. This data-driven research gives you a new tool to analyze, profile, and benchmark your workforce to optimize IT expenditures and maximize business technology success. Participants in this keynote session will be able to answer these questions:

• What do information workers really need from technology, and how satisfied are they with the services IT provides?
• Introducing Forrester’s workforce personas: Which groups will be first to adopt a new technology? Which will resist and why?
• How can you use workforce personas to optimize your technology programs and expenditures?