SWZ: How did the presentation go this morning?
John Rakowski: Well, I thought. I managed to cover a lot of points across as to the commercial importance of technology based business services and the need for appropriate technology monitoring strategies.
What were the main points you were trying to get across?
Mostly the points were connected to what Forrester terms “the age of the customer” – a 20 year business cycle in which successful enterprises will systemically reinvent themselves to understand and serve increasingly powerful customers. Technology is a catalyst for commercial success and technology monitoring is important to the whole commercial process. The role and development of the technology management professionals in organisations is crucial. Responsibilities will change but the role is key to the success of the company from a commercial perspective.
Could you just describe the main thrust of your company’s activity in the actual context?
Forrester focuses on technology management professionals so as to identify strategies, technologies and processes which which will benefit the all-round performance of the company both internally and also externally, i.e. towards the market place and customer.
And your role in all this?
My main role as an analyst is to examine the role of IT technology in overall company performance and in particular the monitoring aspects so as to assure a real and effective return on investment.
How have you developed such a specialisation?
Well, from over a decade of working in consultancy companies and being aware that only lip service was being applied to monitoring IT performance and its relationship with commercial performance. In a way it has become something of a mission of mine to bring about a change in approach and emphasis.
What would you say makes you stand out in terms of quality and innovation?
Very much the outside-in focus we have in regards to technology adoption. Firstly you need to understand the business challenge or need, before then moving ahead with a technology strategy.
And what’s the next step in the development of your model? Do you in part need to foresee trends and technology innovation or is that asking too much?
Yes, the rapid pace of technology innovation means that I am always looking to refine my views and recommendations in regards to technology monitoring. For example, today I talk about monitoring mobile applications, smartphones and tablets but in the near future I will also need to include wearable technologies.
I guess we are talking about the competitiveness of businesses. Can you give an example or two of the difference your approach can make?
Technology based business services are critical to commercial success. More and more mobile applications are being used to interact and delight customers, which means that an appropriate technology monitoring strategy is now more important than ever. Monitoring strategy should provide the organization the right level of situational awareness, not just to ensure availability and performance of business services, but to provide information which can used to help the organization plan its commercial strategy.
You place great emphasis on the fact that technology is not all about technical services and internal impact but that it can make a difference to sales and effective external communications. Is that so?
Yes, exactly so, quite simply technology fuels commercial success.
What happens if this external aspect to the market is not considered?
If you are investing in technology, so applications, systems, associated processes and people, and you don’t consider the business value first then there is a clear danger that you will not be able to achieve return on investment.
One thing I need an explanation on is that you talk about customer obsession rather than customer orientation in IT. Can you elaborate on the difference?
Quite simply, companies will say they are “customer-centric” but when you look a bit deeper than this is not the case. That’s why we talk about customer obsession – in the age of the customer, you have to make sure that your organization is truly focused on understanding needs and delighting customers with products and services.
Is your thinking relevant to small medium size enterprises and even family run concerns as in South Tyrol or are you just concerned with the big guys?
It is the same for all enterprises, big and small, as it’s the technology choices made which promote sales performance and strengthen relationships with customers.
Which are the obstacles you face in getting your message across? Are they financial considerations or more deep rooted behavioural patterns?
There is still a tendency to regard IT as just a cost and not a commercial investment and an attitude exists whereby if it is functioning it will suffice without looking at the greater utility.
What benefits of this type of knowledge conference strike you and come to mind?
It is a great opportunity for IT professionals to meet like-minded people who are facing the same challenges when it comes to monitoring and IT strategy in general. I find that these types of conferences are great to discuss ideas which you might have and to learn from other IT professionals about what has worked well for them.
I imagine that in times of recession there is some reluctance to invest in consultancy and implement changes. True or not?
For those organizations who only see IT as a cost, then yes, this is true. For those organizations who understand that technology is key to business success then I don’t see this reluctance.
Can you give me a point on which you would like to conclude?
I would like to conclude with my initial observation that we are in the age of the customer, an age in which technology is central to commercial success.
Well, thank you very much for your time and hope you have the chance to enjoy a bit of the countryside here before you fly home.
