Marc   Cecere

Marc Cecere

Vice President, Principal Analyst Serving CIO Professionals

Marc primarily contributes to Forrester's offerings for the CIOs. As an analyst, he is a leading expert in the design of IT organizations, focusing on their structures, processes, governance, and culture, and has helped redesign more than 120 IT shops. In addition, Marc tracks how services firms help transform IT organizations and businesses. The scope of Marc's research includes the design of IT organizations, governance and processes, IT planning, metrics, management consultancies, organizational change management, and M&A. Marc has been with Forrester for 12 years.

Previous Work Experience

Marc came to Forrester through the acquisition of Giga Information Group, where he was a manager and analyst with his groups focusing on IT management and IT services.

Marc has more than 20 years of IT management experience. Prior to joining Giga, he was director of IT at Sun Life of Canada, where he was responsible for the project office, executing a Y2K readiness plan and technology strategy. At Harvard Pilgrim Health Care (HPHC), Marc was director of MIS, responsible for the introduction of new information technologies, including groupware, object-oriented development, the Web, and videoconferencing. Before joining HPHC, he was at CSC Consulting, where he performed numerous re-engineering projects.

Education

Marc earned a B.S. in electrical engineering from the State University of New York at Stony Brook and an M.B.A. from Babson College, where he is an adjunct professor.

Marc Cecere

Vice President, Principal Analyst Serving CIO Professionals

Marc primarily contributes to Forrester's offerings for the CIOs. As an analyst, he is a leading expert in the design of IT organizations, focusing on their structures, processes, governance, and culture, and has helped redesign more than 120 IT shops. In addition, Marc tracks how services firms help transform IT organizations and businesses. The scope of Marc's research includes the design of IT organizations, governance and processes, IT planning, metrics, management consultancies, organizational change management, and M&A. Marc has been with Forrester for 12 years.

Previous Work Experience

Marc came to Forrester through the acquisition of Giga Information Group, where he was a manager and analyst with his groups focusing on IT management and IT services.

Marc has more than 20 years of IT management experience. Prior to joining Giga, he was director of IT at Sun Life of Canada, where he was responsible for the project office, executing a Y2K readiness plan and technology strategy. At Harvard Pilgrim Health Care (HPHC), Marc was director of MIS, responsible for the introduction of new information technologies, including groupware, object-oriented development, the Web, and videoconferencing. Before joining HPHC, he was at CSC Consulting, where he performed numerous re-engineering projects.

Education

Marc earned a B.S. in electrical engineering from the State University of New York at Stony Brook and an M.B.A. from Babson College, where he is an adjunct professor.

Marc Cecere's Research

Most RecentMost Popular
  • For CIO Professionals

    REPORT: The Forrester Wave™: Business Transformation Consultancies, Q3 2017

    The 10 Leading Global Transformation Consultancies And How They Stack Up

    September 26, 2017Marc Cecere

    In our 19-criteria evaluation of business transformation consultancies, we identified 10 of the world's top consultancies — Accenture, Capgemini, Cognizant, Deloitte, EY, IBM, KPMG, PwC, SapientRazorfish, and Tata Consulting (TCS) — and researched, analyzed, and scored them. This report shows how each provider measures up and helps CIOs and business leaders make the right choice of consulting partner.

  • For CIO Professionals

    REPORT: As Tech Management Structures Change, Roles Become More Strategic And Externally Focused

    How Key Roles In The CIO's Organization Will Change Over The Next Five To Seven Years

    May 18, 2017Marc Cecere

    The age of the customer (AoC) and business technology (BT) are driving technology organizations to speed up and meet the needs of external customers. CIOs are responding by redesigning their organizations, which Forrester calls technology management (TM). With new structures comes the need to define roles. The combined forces of AoC and BT are changing some roles, creating new ones, and removing others. This report is a follow-up to "The Future Tech Organization: Smaller, Faster, And More Specialized" and identifies how roles within TM are changing and what CIOs should do about it.

  • For CIO Professionals

    REPORT: The Future Tech Organization: Smaller, Faster, And More Specialized

    How The CIO's Team Will Change Over The Next Five To Seven Years

    March 27, 2017Marc Cecere

    The accelerating dynamics of the age of the customer (AoC) and business technology (BT) are driving the redesign of the CIO's organization, which Forrester calls technology management (TM). Specifically, the empowerment of external customers and business users, external services, new methodologies, automation, and cognitive technologies will dramatically change the size, shape, and mandate of this organization. These forces will automate functions, increase role specialization, and shift focus from internal capabilities to external services. This report provides suggestions for how CIOs can prepare for the tech organizations of the future.

  • For CIO Professionals

    REPORT: Brief: Business Relationship Managers Are The Key Link To Delivering Customer Obsession

    November 3, 2016Marc Cecere

    Business relationship managers (BRMs) in most organizations are not delivering on their potential. They could be advocates for external customers and advise business leaders on the direction of technology, but instead they are usually relegated to solving tactical problems. This report describes how they operate today, how technology and the age of the customer are changing their world, and what CIOs should do about it.

  • For CIO Professionals

    REPORT: Use ThinkTank To Overcome Group Problem-Solving Limits

    CIOs Can Learn From Consultancies To Use Collaboration Tools To Great Effect

    October 21, 2016Marc Cecere

    Large, geographically distributed consulting projects incur high coordination and administrative costs and limit the number of clients who can actively participate. Furthermore, dysfunctional behaviors associated with groupthink often prevent the sharing of candid information. Several consultancies are using a software tool, ThinkTank, to overcome these limitations. Our research has shown that this technology combined with well-tested methodologies and learnings from behavioral science can greatly benefit both consultancies and CIOs.

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