About Forrester
Forrester Research, Inc. is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology.

Ted serves CIOs. He has 24 years of experience in the technology industry, focusing on the effects of disruptive technologies on the workforce and workforce productivity. His research focuses on workforce technologies and the programs that support them, including smartphones, tablets, and their impact on productivity; social business and collaboration tools; cloud email and collaboration tools; and the consumerization of IT.
Ted is the co-author of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business (Harvard Business Review Press, September 2010). Social, mobile, video, and cloud Internet services give consumers and business customers more information power than ever before. To win customer trust and business, companies must empower their employees to directly engage with and solve the problems of empowered customers using these same technologies.
It is through this empowered lens that the consumerization of IT makes sense: employees solving customer and business problems using readily available technology that they master first at home — social, mobile, video, and cloud. This management book helps CIOs and IT organizations engage directly with business managers and employees to build an empowered strategy: understanding which employees are workforce "HEROes" — highly empowered and resourceful operatives — implementing empowering collaboration and innovation programs, creating a new empowered security architecture, and supporting HEROes with the right technology platforms.
In 2009, Ted launched Forrester's Workforce Technology Assessment, the industry's first benchmark survey of workforce technology adoption. This quantitative approach helps professionals and the teams they work with have a fact-based conversation about employees' technology adoption and requirements.
Prior to joining Forrester in April 1997, Ted was a cofounder of Phios, an MIT spinoff. Before that, Ted worked for eight years as CTO and director of engineering for a software company serving the healthcare industry. Early in his career, Ted was a singer and bass player for Crash Davenport, a successful Maryland-based rock-and-roll band.
Ted has a master's degree in management from the MIT Sloan School of Management. He also holds an M.S. in computer science from the University of Maryland and a B.A. with honors in physics from Swarthmore College.
Organization: The Customer Experience Ecosystem Playbook
Forrester collected and analyzed data about chief customer officers (CCOs) to understand who they are, where they came from, what companies appoint them, and what they do for their firms. This year,...

Building A Customer-Centric Culture
Changing from a product-centric company to a customer-centric company requires a cultural transformation. This is no small task. That's because transformation involves changing the beliefs and...

Listening to customers through a well-established voice of the customer (VOC) program is critical. However, without a customer experience strategy rooted in a company strategy, it’s easy for a...
I’m delighted to return to Forrester and its Customer Experience team after eight years of running my own business and technology strategy consulting practice. I’m returning...
The way that firms can deliver value to clients has massively changed. Firms can interact with customers in the context of using products (e.g., think Rosetta Stone and language coaches). In fact,...
What is the right customer experience strategy? My new report on customer experience strategy investigates this question. To give it some context, consider customers’ expectations of...
One of my favorite customer experience graphics here at Forrester speaks to companies “making promises” through marketing and branding channels, while “keeping promises” by...
Decision-makers at firms with low Customer Experience Index (CxPi) scores are more likely to say that they have insufficient budgets and lack executive support as well as less likely to say that they...
Road Map: The Customer Experience Ecosystem Playbook
Nearly 75% of customer experience leaders say their firms' goal is to differentiate on the basis of customer experience. Despite that aspiration, only 3% of companies succeed in delivering an...
Strategic Plan: The Customer Experience Ecosystem Playbook
Most companies lack a customer experience strategy. As a result, their leaders struggle with decisions about funding and prioritizing projects meant to improve customer experience at the enterprise...
Even companies that make customer experience a strategic priority struggle to implement major long-lasting improvements. That's because they fail to connect behind-the-scenes activities to...
“Customer experience (CX) maturity” was the topic of Forrester’s recent chief customer officer (CCO) roundtable meeting. Based on a recent report by Megan Burns called...
Firms struggle when their customer experience strategy lacks critical details and fails to provide clear direction. The result: inconsistent execution and wasted effort. To orchestrate a consistent...

“Customer experience is everyone’s business” is a mantra that I often hear from customer experience leaders. Of course, it’s true. The entire purpose of a company as an entity...
Organization: The Experience-Driven Organization Playbook
This report outlines common models of organization used by customer experience professionals seeking to act and transform their company into an experience-driven organization. To update our research...

I came across a recent Fortune article describing the activities behind Trader Joe’s experience, which illustrate well many aspects I talk about for Cost Leaders in my latest customer...
Roei Ganzarski was appointed as the chief customer officer for Boeing's training and flight services in March 2007. Forrester interviewed Roei as part of an ongoing series to understand the role of a...