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Bobby   Cameron

Bobby Cameron

Vice President, Principal Analyst Serving CIO Professionals

Bobby serves CIOs. He is a leading expert on best practices for IT, including: business technology (BT), the empowered BT archetype, transformation from IT to BT, BT demand management, driving business innovation, business alignment, the business value of IT, BT strategic planning, IT governance, IT structure, IT/BT maturity, the marketing of IT, architecture and technology strategy, application development, IT operations, and serving the business.

His specialty is transformative technology use that drives business success in the emerging world of business technology (BT), like IT value creation, technology-based business innovation, and digital business networks.

While Bobby focuses his research on delivering IT excellence on the road to BT, he continues his close work with members of The CIO Group in the Forrester Leadership Boards, which he conceived and piloted in 2002. In this role, he writes CIO-targeted research, answers individual members' business and technology inquiries, and facilitates CIO Group member exchange meetings where CIOs discuss member-selected topics.

Previous Work Experience

Prior to taking on this role, Bobby's research focused on technology leadership — the impact of technology and services on organizations, budgets, and roles. Bobby previously led Forrester's research on IT services and enterprisewide applications, such as ERP, supply chain, and customer management, that can make or break a company's business performance. Bobby has also directed Forrester's software strategies service. Bobby has led Forrester's research into the transformation of IT governance, measuring IT's success, eBusiness organizations, business growth through applications, harnessing computing chaos, and distributed information infrastructures. He is also a recognized expert in many Internet/intranet technologies and client/server software issues, including packaged applications, databases, middleware, application design, decision support, software development, and security.

Before joining Forrester, Bobby spent five years as director of product management at Dun and Bradstreet Software (DBS), with responsibility for that company's client/server directions, decision support products, and tools and technologies. Bobby came to DBS from Dataquest, the San Jose, Calif.-based market research firm, where he spent two years as associate director for Northeast Research, focusing on business applications and systems. Prior to Dataquest, he spent nine years at Chase Manhattan's electronic banking business in Lexington, Mass., connecting 8,000 treasurers with 100 bank back offices worldwide. While at Chase, Bobby was MIS director and director of product management.

Education

Bobby holds a B.A. in economics from Harvard University and an M.S. in economics from the University of Tennessee, Knoxville.

Bobby Cameron

Vice President, Principal Analyst Serving CIO Professionals

Bobby serves CIOs. He is a leading expert on best practices for IT, including: business technology (BT), the empowered BT archetype, transformation from IT to BT, BT demand management, driving business innovation, business alignment, the business value of IT, BT strategic planning, IT governance, IT structure, IT/BT maturity, the marketing of IT, architecture and technology strategy, application development, IT operations, and serving the business.

His specialty is transformative technology use that drives business success in the emerging world of business technology (BT), like IT value creation, technology-based business innovation, and digital business networks.

While Bobby focuses his research on delivering IT excellence on the road to BT, he continues his close work with members of The CIO Group in the Forrester Leadership Boards, which he conceived and piloted in 2002. In this role, he writes CIO-targeted research, answers individual members' business and technology inquiries, and facilitates CIO Group member exchange meetings where CIOs discuss member-selected topics.

Previous Work Experience

Prior to taking on this role, Bobby's research focused on technology leadership — the impact of technology and services on organizations, budgets, and roles. Bobby previously led Forrester's research on IT services and enterprisewide applications, such as ERP, supply chain, and customer management, that can make or break a company's business performance. Bobby has also directed Forrester's software strategies service. Bobby has led Forrester's research into the transformation of IT governance, measuring IT's success, eBusiness organizations, business growth through applications, harnessing computing chaos, and distributed information infrastructures. He is also a recognized expert in many Internet/intranet technologies and client/server software issues, including packaged applications, databases, middleware, application design, decision support, software development, and security.

Before joining Forrester, Bobby spent five years as director of product management at Dun and Bradstreet Software (DBS), with responsibility for that company's client/server directions, decision support products, and tools and technologies. Bobby came to DBS from Dataquest, the San Jose, Calif.-based market research firm, where he spent two years as associate director for Northeast Research, focusing on business applications and systems. Prior to Dataquest, he spent nine years at Chase Manhattan's electronic banking business in Lexington, Mass., connecting 8,000 treasurers with 100 bank back offices worldwide. While at Chase, Bobby was MIS director and director of product management.

Education

Bobby holds a B.A. in economics from Harvard University and an M.S. in economics from the University of Tennessee, Knoxville.

Bobby Cameron's Research

Most RecentMost Popular
  • For CIO Professionals

    REPORT: Your Definition Of Future Work Should Shape Your Operating Structure

    Classify Your Future Work For Successful Delivery In The Long Run

    June 4, 2020 Gordon Barnett, Bobby Cameron

    As firms become more customer obsessed, the CIO mandate becomes richer and more complex — and that shapes the work that IT organizations must do. To succeed in this ever-changing environment, CIOs must learn to build an adaptive IT operating model around the right work. Read this report to understand how the future definition of work is the foundation that drives the design of your adaptive IT structure. This report is one in a series of four reports covering the structure within an adaptive IT operating model.

  • For CIO Professionals

    REPORT: Where To Adjust Tech Budgets In The Pandemic Recession

    Our Checklist For Where Companies With Different Degrees Of Stress Should Look For Tech Savings And Investment Opportunities

    May 19, 2020 Andrew Bartels, Bobby Cameron

    Businesses around the world are facing the worst economic downturn since the Great Depression of the 1930s. CIOs and their business partners will be expected to make bigger cuts to tech budgets than they have ever faced in the past. But not all firms face the same dire prospects. While some will struggle for survival, others will face the challenge of cutting in some areas but preserving or expanding in others. And some will have the financial resources and/or increased demand to expand tech budgets. To help companies in each of these situations, Forrester analysts have identified strategies for where and how much to cut (or expand) every part of your tech budget.

  • For CIO Professionals

    REPORT: Don't Hinder Effective Business Execution With Rigid Reporting Lines

    Power Your Firm's Customer Obsession — Evolve From Functional To Adaptive Structures

    May 12, 2020 Gordon Barnett, Bobby Cameron

    As firms become more customer obsessed, the CIO mandate becomes richer and more complex — customer led, insights driven, fast, and connected. Succeeding in this ever-changing environment means CIOs must learn to have an adaptive IT operating model. CIOs who adhere to a stagnant model will struggle. Instead, they should design reporting lines that can adapt to match changing business needs. Read this report to understand how to overcome one of the biggest issues facing the structure of an operating model: misaligned and unresponsive reporting lines.

  • For CIO Professionals

    REPORT: Reset Technology Governance To Innovate And Drive Value

    Beginner Level: Tech Governance Practices For IT Transformation

    February 26, 2020Bobby Cameron

    To innovate with technology in the service of customer obsession, tech leaders must develop a solid foundation for technology governance. Technology governance — the policies, frameworks, and processes that facilitate funding and resource allocation, risk management, and measurement of progress — plays a critical yet often overlooked role in maximizing the business value that technology delivers. This report examines the actions tech leaders must take to lay the foundations for effective tech governance.

  • For CIO Professionals

    REPORT: Gauge Your IT Maturity To Chart Your Transformational Technology Course

    Assessment: The IT Transformation Playbook

    February 20, 2020Bobby Cameron

    The age of the customer sets the context for technology-based transformation. But what specific steps will help you harness customer insights and technology-driven innovation to win, serve, and retain customers? The answer varies by your firm's current level of maturity and the demands the technology organization faces to help your firm move to the next stage. This report provides CIOs with a self-assessment tool that will help set priorities for making their transformation real. This is an update of a previously published report, titled "Gauge Your IT Maturity"; Forrester reviews and revises it periodically for continued relevance and accuracy.

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