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MEGA named leader by Forrester for Strategic Planning for the BT agenda

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Strategic Planning

In my last post, I talked about the age of the customer and why companies need to develop systems of engagement that meet ever-changing customer demands. While this is obviously true for B2C business, it’s true for B2B as well, where consumer technology with user-friendly interfaces are now brought to the enterprise world. Because of this new paradigm, many companies are facing disruption. They need to reinvent themselves and develop new strategies to better engage with their customers through mobile, cloud and social media channels.

On this basis, companies not only need tools to develop strategic plans, but also they need tools for execution since they have to drive the change. In other words, companies need to bridge the gap between strategy planning and execution, and consequently reduce the time-to-market.

Instead of simply operating in their industry, every company’s primary focus should now be in technology with an expertise in their core activity. This is why business-centric challenges, such as corporate governance and business strategy, as well as IT-centric challenges such as digital transformation and rationalization of the IT landscape, will be more and more intertwined, with increasing overlaps. Consequently, tools addressing these challenges, such as IT Portfolio Management or Enterprise Risk Management, need to have a holistic or integrated approach that shares the same concepts and objects, creating synergies and helping coordinate efforts across divisions and departments.

Forrester conducted this research to help strategic planning roles select an appropriate tool for their strategy management process. Forrester has described the needs for strategic planning in four points:

  • Environment assessment: When undertaking a new project, companies first need to assess their environment from both an internal and an external perspective
  • Goals & objectives: Using a collaborative approach, companies have to define realistic goals as well as metrics to measure them
  • Options analysis: Companies should be able to assess various transformation plans based on value, capacity to change, and time-to-realize
  • Portfolio roadmap: Companies need to translate their strategic plan into actionable roadmaps while optimizing allocated resources

The strategic planning roles defined by Forrester are: 

  • Business Technology (BT) Strategists: they need to make informed decisions and understand the consequences of their decisions based on accurate and reliable information 
  • Enterprise Architects: they need to conduct internal assessments, manage the vision and define the roadmap
  • Portfolio Managers: they have to focus on resource and demand management, the ability to manage change and the management of the roadmap

Finally, Forrester evaluated vendors offering using three main criteria:

  • Current Offering: It was actually evaluated against eight core groups of criteria: 
    • Deployment options
    • Global support
    • Analytics – reporting and predictive 
    • Lifecycle support
    • Assessment – internal and external
    • Direction – define and manage direction
    • Choice – identify choice, decision support, feedback analysis
    • Road mapping – Define roadmap, manage roadmap, role accessibility
  • Strategy: Forrester evaluated each vendor’s product strategy and roadmap about Strategic Planning
  • Market Presence: Forrester took into account market presence including installed base and new customers.

Forrester has put their results into three charts for each of the strategic planning roles – strategists, architects, and portfolio managers – by using the three criteria defined above: Current Offering, Strategy, and Market Presence. 

In this report, MEGA has been named leader, and in particular MEGA got the highest score for Strategy. To help companies achieve their transformation, MEGA’s strategic directions for the next couple of years will focus on strengthening capabilities to depict business and technological environments, as well as enhancing reporting and collaborative workflows.

For more details, you can download the full report by clicking on this link.

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MEGA

In my last post, I talked about the age of the customer and why companies need to develop systems of engagement that meet ever-changing customer demands. While this is obviously true for B2C business, it’s true for B2B as well, where consumer technology with user-friendly interfaces are now brought to the enterprise world. Because of this new paradigm, many companies are facing disruption. They need to reinvent themselves and develop new strategies to better engage with their customers through mobile, cloud and social media channels.

On this basis, companies not only need tools to develop strategic plans, but also they need tools for execution since they have to drive the change. In other words, companies need to bridge the gap between strategy planning and execution, and consequently reduce the time-to-market.

Instead of simply operating in their industry, every company’s primary focus should now be in technology with an expertise in their core activity. This is why business-centric challenges, such as corporate governance and business strategy, as well as IT-centric challenges such as digital transformation and rationalization of the IT landscape, will be more and more intertwined, with increasing overlaps. Consequently, tools addressing these challenges, such as IT Portfolio Management or Enterprise Risk Management, need to have a holistic or integrated approach that shares the same concepts and objects, creating synergies and helping coordinate efforts across divisions and departments.

Forrester conducted this research to help strategic planning roles select an appropriate tool for their strategy management process. Forrester has described the needs for strategic planning in four points:

  • Environment assessment: When undertaking a new project, companies first need to assess their environment from both an internal and an external perspective
  • Goals & objectives: Using a collaborative approach, companies have to define realistic goals as well as metrics to measure them
  • Options analysis: Companies should be able to assess various transformation plans based on value, capacity to change, and time-to-realize
  • Portfolio roadmap: Companies need to translate their strategic plan into actionable roadmaps while optimizing allocated resources

The strategic planning roles defined by Forrester are: 

  • Business Technology (BT) Strategists: they need to make informed decisions and understand the consequences of their decisions based on accurate and reliable information 
  • Enterprise Architects: they need to conduct internal assessments, manage the vision and define the roadmap
  • Portfolio Managers: they have to focus on resource and demand management, the ability to manage change and the management of the roadmap

Finally, Forrester evaluated vendors offering using three main criteria:

  • Current Offering: It was actually evaluated against eight core groups of criteria: 
    • Deployment options
    • Global support
    • Analytics – reporting and predictive 
    • Lifecycle support
    • Assessment – internal and external
    • Direction – define and manage direction
    • Choice – identify choice, decision support, feedback analysis
    • Road mapping – Define roadmap, manage roadmap, role accessibility
  • Strategy: Forrester evaluated each vendor’s product strategy and roadmap about Strategic Planning
  • Market Presence: Forrester took into account market presence including installed base and new customers.

Forrester has put their results into three charts for each of the strategic planning roles – strategists, architects, and portfolio managers – by using the three criteria defined above: Current Offering, Strategy, and Market Presence. 

In this report, MEGA has been named leader, and in particular MEGA got the highest score for Strategy. To help companies achieve their transformation, MEGA’s strategic directions for the next couple of years will focus on strengthening capabilities to depict business and technological environments, as well as enhancing reporting and collaborative workflows.

For more details, you can download the full report by clicking on this link.