Posts Tagged ‘innovation insights’

Monday’s Musings: Four Elements for A #SharingEconomy Biz Model In #MatrixCommerce

Hard Times And Good Will Drive The Disownership Movement

From car sharing in the late 1990′s, to vacation rentals, to collaborative financing, the sharing economy has been inching it’s way into the forefront of the consumer’s minds.  Since the late 2000′s, thought leaders such as Rachel Botsman, Lisa Gansky, Anne-Sophie Novel, have been chronicling the forces, underlying trends, and players behind the movement. During the past five years, several poster children have emerged including AirBnB, DogVacay, Fon, GetAround, LendingClub, Liquid (Spin Lister), Lyft, Neighborgoods, Poshmark, Relay RidesSideCar, Task Rabbit, Zaarly, and ZipCar.

Also known as collaborative consumption, an April 2013 study by SunRunHomes, a solar leasing company, and Harris Interactive shows that more than half (52%) of a 2252 surveyed group of Americans, have rented, leased, or borrowed traditionally owned items in the last two years.   These items include cars, white good appliances, vacation homes, heavy tools, house hold tools, solar panels, books/textbooks, and children’s apparel (see Figure 1).  The survey reveals a uniform view that cuts across age groups and coastal biases.  In fact, the top reasons people rent, lease, or borrow traditionally owned items were saving money (53%) and cutting down on maintenance and/or storage (39%).

Figure 1. Disownership Is Now The New Normal

<iframe src=”″ width=”479″ height=”511″ frameborder=”0″ marginwidth=”0″ marginheight=”0″ scrolling=”no” style=”border:1px solid #CCC;border-width:1px 1px 0;margin-bottom:5px” allowfullscreen webkitallowfullscreen mozallowfullscreen> </iframe> <div style=”margin-bottom:5px”> <strong> <a href=”” title=”Disownership Infographic” target=”_blank”>Disownership Infographic</a> </strong> from <strong><a href=”” target=”_blank”>Sunrun</a></strong> </div>

Source: SunRunHomes and Harris Interactive Study

Future Matrix Commerce Models Must Account For New Mega Trends Such As The Sharing Economy


Monday’s Musings: Understand The Four Organizational Personas Of Disruptive Tech Adoption

Pace of Innovation Exceeds Ability To Consume

Rapid innovation, flexible deployment options, and easy consumption models create favorable conditions for the proliferation of disruptive technology.  In fact, convergence in the five pillars of enterprise disruption (i.e. social, mobile, cloud, big data, and unified communications), has led to new innovations and opportunities to apply disruptive technologies to new business models.  New business models abound at the intersection of cloud and big data, social and mobile, social and unified communications, and cloud and mobile.

Unfortunately, most organizations are awash with discovering, evaluating, and consuming disruptive technologies.  Despite IT budgets going down from 3 to 5% year over year, technology spending is up 18 to 20%.  Why?  Amidst constrained budgets, resources, and time limits, executives are willing to invest in disruptive technology to improve business outcomes.  Consequently, successful adoption is the key challenge in consuming this torrent of innovation.  This rapid pace of change and inability to consume innovation detract organizations from the realization of business value.

Organizations Fall Into Four Personas Of  Disruptive Technology Adoption

A common truism in the industry is “Culture trumps technology”.  As organizations apply methodologies such as Constellation’s DEEPR Framework in improving adoption, leaders must first determine which of the four personas best fits their organization’s appetite for consuming and innovating with disruptive technologies.

The personas of disruptive technology adoption assess organizational culture in two key axes (see Figure 1).  The first is how incremental or transformational an organization looks at applying disruptive technology to business models.  The second assesses how proactive or reactive an organization is in carrying out new initiatives.  Based on these dimensions, the four personas include:

  1. Market leaders. Market leaders prefer to drive transformational innovation.  They look at technologies as enablers in disrupting business models.  They see competitive differentiation in delivering outcomes to customers. Market leaders accept failure as part of the innovation process.  They fail fast and move on.
  2. Fast followers. Fast followers prefer to react to the success of market leaders and their experiments.  When they sense success, they tend to jump in.  Fast followers do not like to fail and rapidly apply lessons learned from market leaders into their road maps.  Fast followers tend to deliver scale in the markets as a counter balance to arriving later in the market.
  3. Cautious adopters. Cautious adopters proactively deliver incremental innovation.  They tend to take a more measured approach and spend more time studying how they can improve an existing success than creating a transformational change.  Cautious adopters often come from regulated industries where security and safety are paramount objectives.
  4. Laggards. Laggards tend to procrastinate on applying innovations to their business models.  They prefer not be bothered by trends and will only react when the trends have moved beyond mainstream.  They see value in waiting as prices will drop over time as success rates increase over time.  Laggards enjoy waiting.

During the interviews and discussions with the 2012 Constellation SuperNova award participants, key questions emerged in the decision process on whether to adopt or pass on a disruptive technologies.  These questions aligned well with the four personas of disruptive technology adoption.

Figure 1.  Organizations Should Understand Which Persona Of Disruptive Tech Adoption Describes Them Best


Monday’s Musings: Why Are Innovative CIO’s Betting Less On Cloud And Virtualization?

Innovative CIO’s Betting On Disruptive Technologies That Impact Enterprise Business Value

In the Four Personas of the Next Gen CIO published March 3, 2012, four personas of the CIO were identified: Chief Infrastructure Officer, Chief Integration Officer, Chief Intelligence Officer, and Chief Innovation Officer (see Figure 1).  This research of 79 progressive CIO’s identified the key projects for each of the personas.  As part of the survey, respondents were asked what key disruptive technologies would make an impact in the enterprise in the next year.

Figure 1. The Four Personas Of The Next Generation CIO

Source: Constellation Research, Inc.

In Constellation’s latest update (to be published May 2012), 105 innovative CIOs participated in the survey.  The results indicate a shift away from cloud  (56.4%-2012) and virtualization (29.6% – 2012) to mobile (60.2%-2012) and big data and analytics (48.7%-2012) (see Figure 2).  Despite being the top projects in 2011, the drop in priority of virtualization (51.9%-2011) and cloud (69.6%-2011) doesn’t reflect the lack of interest.  In fact, these projects have matured and innovative CIOs have now prioritized the next wave of innovation.


Press Release: Twenty-nine Protostars Recognized In The Constellation SuperNova Awards

First Inaugural Awards Designed to Celebrate the Explorers, Pioneers, and Unsung Heroes Who Successfully Put Technology to Work

SAN FRANCISCO, CA, September 20, 2011—Constellation Research, Inc., announces 29 Protostar winners, representing the 2011 SuperNova award semifinalists.  Chosen from a pool of more than 70 applicants, these individuals are recognized as among the few that have overcome the odds in successfully applying emerging and disruptive technologies within their organizations. SuperNova finalists will be recognized at a gala dinner on October 28, 2011 in Scottsdale, Arizona hosted by Constellation Research.

The Process of Picking Protostars

Most award programs recognize technology suppliers for advancements in the market. Few programs recognize individuals for their courage in battling the odds to effect change in their organization. The Constellation SuperNova Awards celebrate the explorers, the pioneers, and the unsung heroes who successfully put new technologies to work. Most importantly, these leaders have created disruptions in their market.

An allstar cast of judges have identified and selected applicants who embody the human spirit to innovate, overcome adversity, and successfully deliver market changing approaches. Applicants were subjected to a vigorous set of criteria that reflect real-world and pragmatic experience. The Protostar semifinalists were selected in five categories: social business, mobile enterprise, cloud computing, advanced analytics, and emerging technologies.

The ProtoStar Winners:


• Imrana Ghani, Sales Operations Manager – ITS

• Mike O’Neill, CEO – Preferred Unlimited



• Charles (C.J.) Wehlage, VP Supply Chain Solutions – Sony Electronics

• Chris McLatcher, Director of Business Intelligence – Ultimate Software (NASDAQ: ULTI)

• Vernon Meyer, The Social Business Team for IT – AMP Pty Ltd



• Anthony L. Chirchirillo, CEO – Chirch Global Manufacturing

• Ben Doyle, Director of IT – Enterasys

• Christopher Johansen, Senior Marketing Communications Manager – Christiana Care Health System

• Daniel E. Retzer, Managing Director & Chief Technology Officer – XSP

• David Smoley, Senior Vice President & CIO – Flextronics

• Dennis Hodges, CIO – Inteva Producds

• Joe Drouin, SVP & CIO – Kelly Services

• Joe Palmer, CIO – Jefferson County Colorado

• Molly Hunting, Director of IT- Shape Corporation

• Phillip Tomczak, Vice President – Bordine’s

• Rick Parker, Cloud Architect, Activision (formerly IT Director, Fetch Technologies)

• Zahid Afzal, CIO, Huntington Bank



• Chris Perret, CEO – Nukona



• Henry Ho, Partner – CORE4 Research

• Jeff Koski, Senior Director of IT – API Healthcare

• Joe Robens, IT Account Manager – Aristocrat

• John Quinn, VP of Engineering – Gilt

• Jonathan Brayshaw & Lee Hunt – Global Leader Digital Communications and Social Business & Digital Strategy Manager – Psion

• Liz Bullock & Amy Tennison, Dell Social Media Director & Dell Social Media & Community University – Dell Computer

• Matthew Ladin, Community Manager – Texas Instruments

• Scott Moore, Senior Manager College and University Initiatives – AICPA

• Vernon Meyer, The Social Business Team for IT – AMP Pty Ltd.

• Vincent Boon, Head of Community- giftgaff

“The judges have spoken and these are the best of the best among the 70 submissions”, noted R “Ray” Wang, Principal Analyst and CEO, Constellation Research, Inc., “The competition was fierce and the Protostars selected have what it takes to be the next stage – SuperNova.. Both judges and the general public will have a chance to vote and we look forward to recognizing the Finalists.”


All Protostars will be awarded a 16th month membership in Constellation’s SuperNova Community for early adopters and innovators. In addition, Protostars will be invited to attend Constellation’s Connected Enterprise 2011 (#CCE2011), an invitation only innovation event in Scottsdale, Arizona from October 28th to 30th, 2011.

#CCE2011 is a three-day executive retreat will include mind expanding keynotes from visionaries and futurists, interactive best practices panels, The Constellation SuperNova Awards event, a golf outing, and an experiential spousal/partner program.

A select group of semi-finalists will be chosen to present on one of five best practice panels at the event. The panelists will receive one innovation retreat invitation and one spousal/partner experiential invitation.

SuperNovas (Finalists) in each category will win a one -year subscription to Constellation’s Research Library and complimentary tickets to the Connected Enterprise 2012 event, an estimated value of $120,000 per winner.


Constellation Research (@ConstellationRG) is a research and advisory firm focused on disruptive and emerging technologies. This renowned group is a collection of prestigious analysts that bring real world experience, independence, and objectivity client solutions to span cross-role, cross-functional, and cross-industry points of view. Supporting a dizzying array of disruptive business models and technologies for middleware to software to services, the Constellation Research team advices the entire ecosystem of buyers, partners, solution providers and vendor clients. For more information about Constellation Research, please visit


Constellation Research, Constellation SuperNova Awards and the Constellation Research logo are trademarks of Constellation Research, Inc. All other products and services listed herein are trademarks of their respective companies.

Research Report: Constellation’s Research Outlook For 2011

Organizations Seek Measurable Results In Disruptive Tech, Next Gen Business, And Legacy Optimization Projects For 2011

Credits: Hugh MacLeod

Enterprise leaders seek pragmatic, creative, and disruptive solutions that achieve both profitability and market differentiation.  Cutting through the hype and buzz of the latest consumer tech innovations and disruptive technologies, Constellation Research expects business value to reemerge as the common operating principle that resonates among leading marketing, technology, operations, human resource, and finance executives.  As a result, Constellation expects organizations to face three main challenges: (see Figure 1.):

  • Navigating disruptive technologies. Innovative leaders must quickly assess which disruptive technologies show promise for their organizations.  The link back to business strategy will drive what to adopt, when to adopt, why to adopt, and how to adopt.  Expect leading organizations to reinvest in research budgets and internal processes that inform, disseminate, and prepare their organizations for an increasing pace in technology adoption.
  • Designing next generation business models. Disruptive technologies on their own will not provide the market leading advantages required for success. Leaders must identify where these technologies can create differentiation through new business models, grow new profit pools via new experiences, and deliver market efficiencies that save money and time.  Organizations will also have to learn how to fail fast, and move on to the next set of emerging ideas.
  • Funding innovation through legacy optimization. Leaders can expect budgets to remain from flat to incremental growth in 2011. As a result, much of the disruptive technology and next generation business models must be funded through optimizing existing investments. Leaders not only must reduce the cost of existing investments, but also, leverage existing infrastructure to achieve the greatest amount of business value.


Research Report: The 18 Use Cases of Social CRM – The New Rules of Relationship Management

Analyzing The Demand For Use Cases In Social CRM

Since joining Altimeter Group, I’ve had the pleasure of collaborating with my colleague Jeremiah Owyang on Social CRM.  On a daily basis, the requests for Social CRM strategies escalated from all parts of the organization. In fact, requests reflected all facets of CRM including the usual sales, marketing, service and support to advanced areas such as innovation, collaboration, and customer experience.  Who’s been asking?  Well it’s our clients, blog readers, and prospects.  They represent the line of business guys, the IT teams, the marketing gurus, and the board members who have told their executives that they need to do something social.

So why all this fuss and urgency?  Customers continue to adopt social technologies at a blinding speed and organizations are unable to keep up.  Social technologies continue to proliferate.  Because the conversations about organizations increasingly occur outside of the organization’s control in social channels, organizations need to:

  1. Discover where the conversations are happening in this new social world.
  2. Identify who’s influential and if they are customers or not.
  3. Assess friend or foe status and their willingness to engage
  4. Determine a tiered approach to engagement or re-engagement.
  5. Tie social channels to business value and objectives
  6. Bring the social channel back to existing CRM systems.
  7. Reallocate resources to support Social CRM efforts

This is the basis for the groundswell in Social CRM.  But keep in mind, Social CRM does not replace existing CRM efforts – instead it brings more value to existing efforts and should complement the uber CRM strategy.

Behind The Scenes In Social CRM – A Holistic Approach to 18 Use Cases That Show Business How To Finally Put Customers First

Social CRM reflects the new world of disruptive technologies and the related business models, processes, and organizational requirements we live in.  Hence the multi-disciplinary approach to this research.  We’ve paired Jeremiah’s expertise in social technologies and customer strategies with my background in CRM, enterprise applications, master data management, and order management.   Our goal – take a holistic approach across multiple business departments, roles, and processes.

Given the newness of this topic, we also went out to the community to collaborate and define the use case framework.  We started with the “godfather of CRM” – Paul Greenberg and worked with 11 other gurus in a concerted fashion and with some level of serendipity.  Thanks go out to the individuals below and the for putting up with endless revisions, late night skype chats, and debates about client demand and technology maturity (see Figure 1).

Figure 1.  Influencer Input


From there, we validated the framework with over a 100 Social CRM pioneers.  As a final process, we then tested out the framework with 30 vendors in the space for a sanity check (see Figure 2).  The result – 18 Use Cases of Social CRM with input from 100 pioneers and 42 influencers in the market.

Figure 2.  Vendor Input


With all this in place, additional thanks go out to Christine Tran our researcher who helped us tremendously on the production of this report and Charlene Li for her edits!

Taking The 20,000 Feet View

While we’ve taken a comprehensive assessment of the use cases,  keep in mind, the high level points of the report start with:

  • Customers have moved. Organizations are Falling Behind
  • Social CRM Reconnects Organizations Back to Customers
  • Avoid the Hype – Deploy Social CRM for Business Value
  • Get Value: Adopt the 18 Social CRM Use Cases
  • All Use Cases Start with Listening

Applying The 18 Use Cases

The 18 Social CRM use cases and the seven areas of business value can be summarized as (see Figure 3):

  1. Social Customer Insights Form the Foundation for All Social CRM Use Cases
  2. Social Marketing Seeks to Achieve Customer Advocacy
  3. Social Sales Enables Seamless Lead Opportunities
  4. Social Support and Service Drives Sustainable Customer Satisfaction
  5. Social Innovation Streamlines Complex Ideation
  6. Collaboration Reduces Organizational Friction and Stimulates Ecosystem
  7. Seamless Customer Experience Sustains Advocacy Programs

Figure 3.  18 Use Cases Show Businesses How To Finally Put Customers First
Framework:  The 18 Use Case of Social CRM

At a high level, we’ve prioritized the use cases into 4 categories by market demand and technology maturity (see Figure 4).

  • Evangelizables. This category represents market demand that is less than 16 months and technology maturity between beta ready technologies and those with critical mass.
  • Near Tipping Points. This category represents market demand that is more than 16 months and technology maturity between beta ready technologies and those with critical mass.
  • Early Movers. This category represents market demand that is less than 16 months and technology maturity between vaporware and beta ready technologies.
  • Early Adoptions. This category represents market demand that is more than 16 months and technology maturity between vaporware and beta ready technologies.

Figure 4.  Ranking The 18 Social CRM Use Cases

Social CRM Use Case Maturity:  Not all of the 18 use cases are market ready

The Report: The 18 Use Cases of Social CRM – The New Rules of Relationship Management

The Bottom Line – Take Action Today!

  1. Sign up for the webinar series. This is a deep topic, and the report is only the tip of the iceberg.  As with other disruptive topics, we’re going to offer a series of free webinars to explore each of the use cases in detail.  Sign up for the webinar now, as we can only have 1000 attendees per webinar, as our last webinar had over 1100 registrants.
  2. Read, then spread this report. As with open source, the Altimeter Group believes in open research.  We want our ideas to grow, and others to take advantage of it.  So if you found the report helpful, please forward the report to internal constituents, partners, vendors, clients, and blog it.  Use it in your presentations, business plans, and road maps.  The final report is embedded below, and there are download features for your own use.
  3. Have an internal discussion. Evaluate your current situation at your company, then draw up which business needs need to be tackled first, use the use cases as a roadmap by mapping out which phase comes first, and which phase comes second.  Keep business value in mind at all times!
  4. Learn more and join the community of pioneers. This is new territory, we don’t have all the answers, so we’ve created at group in which pioneers can learn from each other.  It’s free, and the conversation has started already, jump into the group, and learn together.

The Customer Strategists’ POV

You can read Jeremiah’s POV.

Your POV.

So ready to put the framework to use?  Any use cases we should add in the future?  We encourage you to let us know what else you see out there.   We know there’s more than 18 out there and we’re already revising this report to include new use cases!  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity or better yet, join the community!

Please let us know if you need help with your Social CRM efforts.  Here’s how we can help:

  • Assessing social CRM readiness
  • Developing your social CRM  strategy
  • Vendor selection
  • Implementation partner selection
  • Connecting with other pioneers
  • Sharing best practices


This report was entirely funded by the Altimeter Group. Client list disclosures are available on the Altimeter Group Website, providing clients give us permission approve.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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