David K.  Johnson

David K. Johnson

Principal Analyst Serving Infrastructure & Operations Professionals

David serves leaders responsible for employee experience and workforce productivity. His passion is helping companies create workplaces that engage people and enable them to do their best work. He is an expert in the way technology affects motivation and performance as well as how it shapes organizations’ employee experience. David also speaks publicly about how organizations can use psychological and organizational behavior research to guide their technology strategy and set better priorities.

Previous Work Experience

David is a former software executive with 15 years of industry experience focused on client management and related operational processes and tools. He has taken new products from zero to $100 million in revenues; he has also managed mature product lines and portfolios through all parts of the value chain — from vision, through execution and marketing, to successful selling. More importantly, David has worked directly with dozens of global organizations to understand how they function and how they use technologies most effectively.

Prior to Forrester, David was the VP of global marketing for Matrix42, a client management company based in Frankfurt, Germany; there, he worked with organizations to understand and develop solutions for their desktop transformation initiatives and coached sales teams to position and sell them effectively. In addition, David led product management and strategy for BMC Software's configuration automation for clients, cloud life-cycle management, and data center automation product lines. He also spent five years at Altiris/Symantec leading product management and marketing for the service desk and IT asset management product lines.

David K. Johnson

Principal Analyst Serving Infrastructure & Operations Professionals

David serves leaders responsible for employee experience and workforce productivity. His passion is helping companies create workplaces that engage people and enable them to do their best work. He is an expert in the way technology affects motivation and performance as well as how it shapes organizations’ employee experience. David also speaks publicly about how organizations can use psychological and organizational behavior research to guide their technology strategy and set better priorities.

Previous Work Experience

David is a former software executive with 15 years of industry experience focused on client management and related operational processes and tools. He has taken new products from zero to $100 million in revenues; he has also managed mature product lines and portfolios through all parts of the value chain — from vision, through execution and marketing, to successful selling. More importantly, David has worked directly with dozens of global organizations to understand how they function and how they use technologies most effectively.

Prior to Forrester, David was the VP of global marketing for Matrix42, a client management company based in Frankfurt, Germany; there, he worked with organizations to understand and develop solutions for their desktop transformation initiatives and coached sales teams to position and sell them effectively. In addition, David led product management and strategy for BMC Software's configuration automation for clients, cloud life-cycle management, and data center automation product lines. He also spent five years at Altiris/Symantec leading product management and marketing for the service desk and IT asset management product lines.

David K. Johnson's Research

Most RecentMost Popular
  • For Infrastructure & Operations Professionals

    REPORT: Quantifying Your Company's Workforce: Customers Benefit When Employees Do, Too

    Performance Management: The Employee Experience Playbook

    August 3, 2018David K. Johnson, J. P. Gownder, Andrew Hewitt

    A new class of technologies has joined those available in HR management system platforms, making it easier for organizations to collect data on their employees' productivity and experiences. Employees are also equipping themselves with wearables and apps to track and improve their productivity. Forrester collectively calls this trend "the quantified workforce" — but how to effectively interpret the data and where to draw the lines for employee privacy are the defining questions in this area. To help I&O pros guide their business peers, this report explains the technologies, the limitations, and what companies are learning. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy.

  • For Infrastructure & Operations Professionals

    REPORT: Improve Skills And Staffing For A Better Employee Experience

    Organization: The Employee Experience Playbook

    July 17, 2018David K. Johnson, Michele Pelino

    Enterprises have a growing awareness of how technology affects employee productivity, turnover, customer experience (CX), and financial performance. To lead, infrastructure and operations (I&O) organizations must realign their skills and staffing, equipping themselves with more soft skills such as empathy. This report helps I&O professionals and their firms identify the skill sets and qualities necessary to lead an employee experience (EX) transformation through technology within their own organizations. This is an update of a previously published report; Forrester reviews and updates it periodically for continued relevance and accuracy.

  • For Infrastructure & Operations Professionals

    REPORT: Focus On Employees' Daily Journeys To Improve Employee Experience

    Continuous Improvement: The Employee Experience Playbook

    April 20, 2018David K. Johnson, Samuel Stern

    You've rolled out Microsoft Office 365, SharePoint, and a host of mobile apps for employees, but adoption and satisfaction are both stubbornly low. What's missing? Often, organizations have an insufficient understanding of how employees use technologies in their daily work, leading to inappropriate decisions about the choice of technology and how to implement it so employees will find it useful. In this report, we offer infrastructure and operations (I&O) professionals a solution to this problem, grounded in psychological and organizational behavior research. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy.

  • For Infrastructure & Operations Professionals

    REPORT: Assess Your Workforce Maturity To Deliver A Better Employee Experience

    Assessment: The Employee Experience Playbook

    April 13, 2018David K. Johnson

    Infrastructure and operations (I&O) leaders responsible for employee technology often seek ways to improve their services and mature their organizations, but they may be relying on traditional technology and process-centric approaches that don't guide them toward creating a better employee experience (EX). We've identified 18 practices that correlate well with positive EX to help I&O professionals embrace an employee- and customer-centric approach. 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 help I&O leaders assess how well they understand their workforce's needs and their ability to deliver services that help employees win, serve, and retain customers.

  • For CIO Professionals

    REPORT: The Best Tech Leaders Develop Creative People For Customer Obsession

    Advanced Level: People Practices For IT Transformation

    February 20, 2018David K. Johnson, Chris Gardner, Marc Cecere

    Companies that are advanced in their IT transformation operate well, but they often innovate and execute inconsistently, with high rates of project failure. The underlying problem is an incomplete understanding of the psychology of creativity, and the solution is to focus on establishing the conditions for creativity to grow and become self-sustaining. That means tech leaders should understand creativity's catalysts and inhibitors, aligning the priorities and operating habits of their organizations toward promoting the catalysts and removing the inhibitors.

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