Christopher   Mines

Christopher Mines

Senior Vice President, Research Director Serving Application Development & Delivery Professionals

Chris leads a team of Forrester analysts focused on the future of software development. Since software is both the platform and portal for customer engagement, speed and continuous improvement of software applications and systems are essential for business success in any industry. His team's research and advisory work identify the platforms, tools, methodologies, and skills that help companies put modern software at the center of their business.

Chris has a 17-year tenure as a Forrester analyst and research leader. He has worked across the organization, including leading the firm's US research organization from 2002 to 2006. His ongoing research interests include technology-driven business transformation, the connected world, and the economics and business models of technology suppliers.

Previous Work Experience

Prior to joining Forrester, Chris was a principal at GeoPartners Research, doing strategy consulting for leading technology companies. During the 1980s, he was with the investment bank Cowen & Company, heading its research coverage of the networking industry. He also worked at The Yankee Group as a telecom industry analyst. He began his career as a member of technical staff at IBM's network software labs.

Education

Chris holds degrees from Harvard's Kennedy School of Government and the University of Pennsylvania.

Christopher Mines

Senior Vice President, Research Director Serving Application Development & Delivery Professionals

Chris leads a team of Forrester analysts focused on the future of software development. Since software is both the platform and portal for customer engagement, speed and continuous improvement of software applications and systems are essential for business success in any industry. His team's research and advisory work identify the platforms, tools, methodologies, and skills that help companies put modern software at the center of their business.

Chris has a 17-year tenure as a Forrester analyst and research leader. He has worked across the organization, including leading the firm's US research organization from 2002 to 2006. His ongoing research interests include technology-driven business transformation, the connected world, and the economics and business models of technology suppliers.

Previous Work Experience

Prior to joining Forrester, Chris was a principal at GeoPartners Research, doing strategy consulting for leading technology companies. During the 1980s, he was with the investment bank Cowen & Company, heading its research coverage of the networking industry. He also worked at The Yankee Group as a telecom industry analyst. He began his career as a member of technical staff at IBM's network software labs.

Education

Chris holds degrees from Harvard's Kennedy School of Government and the University of Pennsylvania.

Christopher Mines's Research

Most RecentMost Popular
  • For CIO Professionals

    REPORT: Maximize Business Value With Fast, Connected Technology

    The Vision Report In The IT Transformation Playbook

    June 22, 2018 Matthew Guarini, Sharyn Leaver, Christopher Mines, Glenn O'Donnell

    The age of the customer has shifted into high gear. Compelling experiences, delivered digitally, separate winners from laggards in this new era. The pervasive need for digital experiences exposes old systems, static organizations, and, especially, outmoded cultures that cannot deliver at the speed of the customer. This report outlines a vision for the fast, connected technology organization that companies need to maximize technology's contribution to business value. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy. We're updating it now to incorporate new research, data, and market trends.

  • For CIO Professionals

    REPORT: Use Technology To Drive Business Value

    The Executive Overview For The IT Transformation Playbook

    February 1, 2018 Matthew Guarini, Christopher Mines, Glenn O'Donnell

    CIOs and CTOs have a mandate to improve the technology foundations and innovations required to win, serve, and retain customers — what Forrester calls business technology (BT). For most, it will require IT transformation and embarking on a journey to transform the underlying governance, people, and processes required to deliver that transformation. This report provides an overview of Forrester's framework for how to complete this journey successfully: the IT transformation playbook. This IT transformation playbook helps you win in an unforgiving market.

  • For Enterprise Architecture Professionals

    REPORT: The Forrester Wave™: BPM Service Providers, Q4 2016

    The 12 Providers That Matter Most And How They Stack Up

    November 22, 2016Christopher Mines, Clay Richardson

    In our 21-criteria evaluation of business process management (BPM) service providers, we identified the 12 most significant ones and researched, analyzed, and scored them. This report shows how each provider measures up and helps application development and delivery professionals make the right choice.

  • For CIO Professionals

    REPORT: Delivering Software For Customer Obsession

    Build-Or-Buy Is Now Build-Compose-Outsource-Or-Buy

    July 1, 2016Christopher Mines, Duncan Jones

    Customer-obsessed organizations need great software to differentiate themselves from their competitors. But where to find that great software? What combination of buy, reuse, assemble, and build-from-scratch is appropriate to create a portfolio of software that supports a customer-obsessed operating model? This report details a modern approach to sourcing software, and details best practices CIOs should adopt when implementing that approach.

  • For CMO Professionals

    REPORT: Delivering Software For Customer Obsession

    Build-Or-Buy Is Now Build-Compose-Outsource-Or-Buy

    June 30, 2016Christopher Mines, Duncan Jones

    Customer-obsessed organizations need great software to differentiate themselves from their competitors. But where to find that great software? What combination of buy, reuse, assemble, and build-from-scratch is appropriate to create a portfolio of software that supports a customer-obsessed operating model? This report details a modern approach to sourcing software, and details best practices CMOs should adopt when collaborating with their CIOs to implement that approach.

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