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Martin   Gill

Martin Gill

VP, Research Director Serving eBusiness & Channel Strategy Professionals

Martin serves digital business professionals. He leads the development of Forrester's digital business transformation playbook, focusing on how firms must rethink their business strategies to compete in the digital age. His research covers digital maturity, helping digital business leaders understand how to evolve their culture, organization structures, and staffing; their approach to technology investments; and their success metrics to advance their digital sophistication. He is based in the UK and covers global trends.

Previous Work Experience

Martin's background spans both business and IT roles. He joined Forrester from the retail industry, having worked at Boots, a major European health and beauty retailer, for a number of years. His role there was to establish and develop a business-aligned enterprise architecture function, delivering transformational strategies for a number of key retail areas, including boots.com, the Advantage Card loyalty scheme, and the retail and pharmacy store systems. Prior to that, he worked in a variety of roles at Egg.com, Europe's largest pure-play digital bank, ranging from mergers and acquisitions to new product development for both Egg and PruDirect.

Education

Martin holds a first degree in manufacturing engineering and operations management from Nottingham University and a Master of Philosophy from Newcastle University by research covering the simulation of commercial systems.

Martin Gill

VP, Research Director Serving eBusiness & Channel Strategy Professionals

Martin serves digital business professionals. He leads the development of Forrester's digital business transformation playbook, focusing on how firms must rethink their business strategies to compete in the digital age. His research covers digital maturity, helping digital business leaders understand how to evolve their culture, organization structures, and staffing; their approach to technology investments; and their success metrics to advance their digital sophistication. He is based in the UK and covers global trends.

Previous Work Experience

Martin's background spans both business and IT roles. He joined Forrester from the retail industry, having worked at Boots, a major European health and beauty retailer, for a number of years. His role there was to establish and develop a business-aligned enterprise architecture function, delivering transformational strategies for a number of key retail areas, including boots.com, the Advantage Card loyalty scheme, and the retail and pharmacy store systems. Prior to that, he worked in a variety of roles at Egg.com, Europe's largest pure-play digital bank, ranging from mergers and acquisitions to new product development for both Egg and PruDirect.

Education

Martin holds a first degree in manufacturing engineering and operations management from Nottingham University and a Master of Philosophy from Newcastle University by research covering the simulation of commercial systems.

Martin Gill's Research

Most RecentMost Popular
  • For CIO Professionals

    REPORT: Gauge Your Digital Business Maturity

    The Assessment Report In The Digital Business Playbook

    September 25, 2017 Pascal Matzke, Martin Gill

    Digital business transformation is a journey, not a destination. And every journey has a starting point. This report guides you through Forrester's digital business maturity assessment so you can gauge where your firm is on its journey and discover which core competencies you need to strengthen or develop.

  • For eBusiness & Channel Strategy Professionals

    REPORT: Learn To Innovate From Digital Transformation Leaders

    Digital Innovators At Forrester's Digital Transformation Forum 2017 Apply The New Rules Of Digital Business

    June 22, 2017 Amanda LeClair, Danielle Jessee, Martin Gill

    Digital transformation means business transformation. Forrester's Digital Transformation Forum 2017 brought digital business leaders to the main stage to share their unique journeys to and through the transformation. This report provides the lessons learned from digital business pros for applying the new rules of what it means to be a digital business.

  • For eBusiness & Channel Strategy Professionals

    REPORT: Trends 2017: Staffing And Hiring For Digital Business

    Headcount Jumps As The Hard Work Of Digital Transformation Kicks In

    March 8, 2017Martin Gill, Danielle Jessee

    Findings from Forrester's annual organizational and staffing survey of digital business professionals foreshadow a substantial shift in how firms operate to drive digital transformation. The average headcount for digital business teams is up 19% from 2015, and federated organizational models get the popular vote for the ideal operating state. Iterative development, cross-functional teams led by product owners, and flexible workspaces are all on the agenda. This report outlines the key organizational trends for digital teams in 2017.

  • For eBusiness & Channel Strategy Professionals

    REPORT: Digitize Your Business Strategy

    Executive Overview: The Digital Business Transformation Playbook

    January 12, 2017Martin Gill, Ted Schadler

    To compete in the age of the customer, your firm must become a digital business. As a digital business leader, it's your job to shape how. You must enhance your digital customer experience while also driving agility and efficiency through digital operational excellence. This is a tough challenge. Few firms have made the transformation, and many more will stumble along the way. This playbook shows you how to drive digital business transformation in your firm. This is an update of a previously published report; Forrester reviews and updates it periodically for continued relevance and accuracy.

  • For CIO Professionals

    REPORT: Quick Take: UK Firms Must Drive Innovation In The Age Of The Customer, Despite Brexit

    June 24, 2016 Benjamin Ensor, Martin Gill, Laura Koetzle, Pascal Matzke, Christopher McClean

    Yesterday, UK citizens voted to leave the European Union ("Brexit"). The agreements that legislators hammer out over the next two years will determine the long-term political, social, global trade, and business implications. However, the short-term uncertainties and unintended consequences will make it harder for UK businesses to keep customers and attract talent. This quick take explains how CIOs whose firms do business in the UK can prepare for these problems and help their firms win, serve, and retain customers despite the constraints.

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