Christopher   Andrews

Christopher Andrews

VP, Research Director

Chris oversees Forrester’s portfolio of evaluative research. Specifically, he manages Forrester’s Wave and New Wave research as well as Forrester’s industry-focused B2C Waves. In this role, Chris works with analysts and research directors to create Forrester’s evaluative research plan, oversees methodology considerations, and works to improve the quality and effectiveness of the entire evaluative research portfolio.

Previous Work Experience

Previously, Chris has served as research director on Forrester’s application development and delivery team and on Forrester’s sourcing and vendor management team.

Prior to his role as research director, Chris worked as a consultant and analyst at Forrester. In these roles, he focused on helping companies create innovation and growth with their third-party services providers. His research covered topics such as digital business transformation, innovation management, co-creation, new technology purchasing patterns, emerging technology management, and shifting services marketplace dynamics.

Education

Chris received his B.A., with honors, from Middlebury College and his MBA from Georgetown University.

Christopher Andrews

VP, Research Director

Chris oversees Forrester’s portfolio of evaluative research. Specifically, he manages Forrester’s Wave and New Wave research as well as Forrester’s industry-focused B2C Waves. In this role, Chris works with analysts and research directors to create Forrester’s evaluative research plan, oversees methodology considerations, and works to improve the quality and effectiveness of the entire evaluative research portfolio.

Previous Work Experience

Previously, Chris has served as research director on Forrester’s application development and delivery team and on Forrester’s sourcing and vendor management team.

Prior to his role as research director, Chris worked as a consultant and analyst at Forrester. In these roles, he focused on helping companies create innovation and growth with their third-party services providers. His research covered topics such as digital business transformation, innovation management, co-creation, new technology purchasing patterns, emerging technology management, and shifting services marketplace dynamics.

Education

Chris received his B.A., with honors, from Middlebury College and his MBA from Georgetown University.

Christopher Andrews's Research

Most RecentMost Popular
  • For CIO Professionals

    REPORT: Defining The New Vendor Management Organization

    Procurement-Based Approaches To Strategic Suppliers Won't Work In Light Of Business Technology Requirements

    April 15, 2015Marc Cecere, Christopher Andrews

    CIOs need to raise the game of vendor management. To date, they've been too focused on procurement, cost savings, and managing existing relationships. To support the need for greater innovation, speed, and customer responsiveness, vendor management needs to separate from procurement, own key processes and the sourcing strategy, guide others who engage with vendors, and consult with business users who are making technology decisions. This report describes how vendor management needs to change to support the business technology (BT) agenda.

  • For CIO Professionals

    REPORT: Market Overview: Business Transformation Consultancies

    December 12, 2014Marc Cecere, Christopher Andrews

    Business transformations consist of fundamental changes in business systems, processes, roles and culture. They are linked to — but distinct from — IT transformations, in that they focus on achieving a business objective, not a technology goal. These projects are highly complex, and most companies lack the capacity and skills to execute all aspects on their own. In recent years, the requirements for business transformations have only increased: Companies are shifting their focus away from cost reduction toward innovation and improved customer experience, a result of new age-of-the-customer requirements. To fill their own competency gaps, companies rely on consultants. Consultancies can be grouped into five categories based on their strengths and weaknesses in different phases of transformation. CIOs need to understand how these strengths and weaknesses apply to their own organizations, before making a sourcing decision.

  • For Sourcing & Vendor Management Professionals

    REPORT: The Forrester Wave™: Global BYOD Management Services, Q2 2014

    Analysis Of 13 Top Integrators And Specialists Representing The Emerging BYOD Ecosystem And How They Stack Up

    June 25, 2014Christopher Andrews

    Enterprise mobility is a top item on every organization's business and IT agenda — a reflection of the "mobile mind shift" that has already made its mark on 21st century business. Mobile bring-your-own-device (BYOD) is part of this shift, as companies empower employees by giving them more choices about the tools they use to do their job. Forrester believes that BYOD — as a trend —is an inevitable part of your workforce strategy and that companies must prepare for its spread across their organizations. BYOD management services can help you navigate and manage the growing complexity of many device formats, multiple operating systems, and a plethora of public and private cloud apps used on personal devices for work. In our 15-criteria emerging markets Forrester Wave evaluation of global BYOD management providers, we identified 13 top integrators and specialists and researched, analyzed, and scored them. This report details our findings about how well each service provider fulfills our criteria and how they help mobility services buyers select the right partner for their BYOD outsourcing needs.

  • For Sourcing & Vendor Management Professionals

    REPORT: Setting A Technology Sourcing Strategy For Digital Disruption

    November 19, 2013 Liz Herbert, Christopher Andrews

    Technology-sourcing strategists face increasing pressure to support organizational goals of innovation and disruption in a digital world. Most organizations are still in the early stages of their journey to digital — and they struggle to navigate a quickly changing landscape of technologies that require new skills. For organizations struggling with emerging technologies in a digital world (which most are, given these nascent technology markets), partnering to gain new skill sets from suppliers will be the quickest and lowest risk way forward. Yesterday's methods of lengthy business-case development and long request for proposal (RFP) cycles will not succeed in the new, digital world. Sourcing executives must approach digital initiatives through a more agile, iterative sourcing strategy that helps business executives move quickly from concept to goals to action. This report discusses how leading-edge organizations set the sourcing strategy for digital disruption and for engaging with technology and services suppliers in these initiatives.

  • For Sourcing & Vendor Management Professionals

    REPORT: A New Path For IT SVM: Bridge The Marketing-Technology Sourcing Gap

    May 23, 2013Christopher Andrews

    Your company's core relationship with its customers is being transformed by technology. In the "age of the customer," organizations that harness digital technologies to understand and engage with their customers will move faster, act smarter, and operate cheaper than their competitors. Today, most marketing technologies get sourced by marketing organizations or in a self-service manner, with limited involvement from sourcing and vendor management (SVM). As the dollar and strategic value of marketing technologies grow, however, we will see more centralization and sophistication in sourcing processes that help marketing professionals manage the costs, risks, and benefits of their major technology purchases. While sourcing professionals will be able to apply many of their traditional practices, sourcing these technologies involves a fundamental shift in the traditional SVM strategy: away from strict cost-cutting and risk mitigation and toward supporting and serving the end customer and business initiatives.

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