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: Four Critical Steps To Create A Culture Of Innovation

    December 4, 2017Bobby Cameron

    Innovation sits at the top of CIOs' priorities, but it will be ineffective if the principles of innovation are not embedded in your team's DNA. The challenge is twofold. First, many technology organizations don't have an innovation mindset due to the historical mandate and approach of the team. Second, changing culture is never easy. CIOs must design and then actively work to change the culture. CIOs must implement four sets of activities: make innovation everyone's job; break down traditional organizational silos while exploiting an ecosystem of partners; provide supporting roles and processes; and use client focus to drive innovation.

  • For CIO Professionals

    REPORT: The Top 10 Technology Trends To Watch: 2018 To 2020

    Ten Trends Will Help You Maximize The Value Of Business Technology

    October 19, 2017 Brian Hopkins, Bobby Cameron, Ted Schadler, Rusty Warner

    Maximizing the value of your business technology investments requires an understanding of trends — not just as interesting reading but as vital clues to your firm's future success and, possibly, even survival. CIOs must demand trend analysis that goes deeper than trite statements about artificial intelligence, digital platforms, or meshes. Our 2018 to 2020 trends do exactly that. Read this report to understand the top 10 trends and how they will change the nature of your business.

  • For CIO Professionals

    REPORT: Gauge Your Technology Leadership Maturity

    Assessment: The Technology Leadership Playbook

    September 25, 2017Bobby Cameron, Sharyn Leaver, Laura Koetzle

    The age of the customer sets the context for technology-based transformation. But what specific steps will advance the business value of technology? How can you use technology to win, serve, and retain customers? The answer varies by your firm's current level of technology leadership maturity and the demands the tech organization faces to help your firm move to the next stage. This report provides CIOs with a self-assessment tool that will help set a strategy to maximize technology value.

  • For CIO Professionals

    REPORT: Maximize Business Value With Fast, Connected Technology

    The Vision Report In The Technology Leadership Playbook

    July 5, 2017 Matthew Guarini, Laura Koetzle, Christopher Mines, Glenn O'Donnell, Bobby Cameron

    The age of the customer is shifting into high gear. Compelling experiences, delivered digitally, separate winners from laggards in this new era. This brings new prominence to technology's role, but also new pressures on technology leaders. 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.

  • For CIO Professionals

    REPORT: Navigate Trump-Era Uncertainty With The Compass Of Customer Obsession

    Respond To New Policy And Regulatory Environments With Customer-Led, Insights-Driven, Fast, And Connected Strategies

    June 8, 2017Bobby Cameron, Melissa Parrish, Rick Parrish

    US president Donald Trump is heralding or taking actions that will redefine the environment for US-based and global businesses. The administration could fundamentally alter policy, regulations, and treaties in domains like trade and immigration — creating real uncertainty and exacerbating firms' ongoing scramble to become customer-obsessed and fend off digital insurgents. This report provides a macro view of the changing policy domains likely to affect business strategies and identifies actions customer-obsessed firms should take to anticipate and respond to new challenges and opportunities.

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Webinar: Innovation Trends For 2018: Where Should You Focus Your Innovation Spend?

Date: December 18, 2017
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