1 For: CIOs The Retail CIO Agenda 2015: Secure And Innovate by George Lawrie, February 19, 2015 Key Takeaways Security And Governance Are Top Priorities For Retail CIOs Retail CIOs understandably prioritize data security, given the high-profile breaches in the past year and the proliferation of new technologies and mobile apps that their business colleagues want to introduce. Retail CIOs look for structures to exercise appropriate governance and thrift while fostering innovation to create business value. Resource Constraints Drive Retail CIOs To Tap Existing Investments For Innovation Retail CIOs must manage a mounting burden of maintenance to keep their legacy portfolios running. Moreover, tight budgets and resources mean they must use existing investments to deliver compelling guest experiences. They agree on the objective and definition of omnichannel retailing but are still developing a clear path to implementation. Modern Retail CIOs Manage Portfolios Rather Than Projects Retail CIOs are reinventing themselves as managers of portfolios of partnerships, services, and applications while balancing risk, costs, and rewards to deliver on their firms brand promises to the most demanding of highly empowered customers. Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA USA Tel: Fax:
2 February 19, 2015 The Retail CIO Agenda 2015: Secure And Innovate by George Lawrie with Sharyn Leaver and Victoria Boutan Why Read This Report In December 2014, Forrester partnered with the National Retail Federation (NRF) for its annual survey of retail CIOs to understand their most important challenges and opportunities for the upcoming year. Additionally, this study explores the efforts of retail CIOs to support an all-touchpoint, unified, and differentiated customer experience that delivers on their brand promise to highly empowered consumers while managing the increasingly sophisticated security threats of a digital world. This report outlines the results of the survey, together with the NRF CIO Council discussion at its January meeting and the retail CIO panel session at the 2015 NRF BIG Show, and compares these results with similar data from the 2013 and 2014 studies. The study also illuminates the development of a new style of retail CIO, one who successfully collaborates with other C-suite executives to drive growth and skillfully manages technology partnerships and costs while defending the organization from sophisticated cyberthreats. Table Of Contents CIOs Balance The Dual Priorities Of Security And Digital Innovation Security And Governance Are The Most Urgent Concerns Top-Line And Margin Responsibilities Fuel Innovation Priorities Omnichannel Priorities Focus On Execution What It Means Retail CIOs Pursue A Shared Agenda Supplemental Material Notes & Resources Forrester surveyed and interviewed 84 members of the National Retail Federation s CIO Council. Related Research Documents Predictions 2015: Systems Of Engagement Will Shape The Retail And CPG Application Landscape November 19, 2014 Brick And Mortar Retail Fights Back May 1, 2014 Prioritize Retail Technology Management Investments To Stay Competitive February 6, , Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please For additional information, go to
3 The Retail CIO Agenda 2015: Secure And Innovate 2 CIOs Balance The Dual Priorities Of Security And Digital Innovation In December 2014, Forrester partnered with the National Retail Federation to survey 84 top retail CIOs about their priorities for We also reviewed the survey results with the NRF CIO Council at a private session and conducted a public panel discussion at the NRF BIG Show in January Not surprisingly, there is intense concern about data security, but retail CIOs also expressed a strong and equally compelling need to work closely with their line-of-business colleagues to create more business value and foster innovation. Driving the practical execution of omnichannel strategies to support the customer s choice of shopping experience is top of mind for retail CIOs. Security And Governance Are The Most Urgent Concerns Almost a third of CIOs (30%) expect their budget to be flat for 2015, and just slightly more (34%) expect an increase of less than 10% to their budget (see Figure 1). With most retail CIOs working with flat or modest budget increases in 2015, they must choose their priorities wisely. Topping the list are intense concerns around: Data security. With last year s data breaches in mind, retail CIOs are acutely conscious of the increasing threat to security by sophisticated cybercriminals. 1 As expected, almost all IT executives surveyed (97%) consider managing data security to be one of their top five considerations in 2015 (see Figure 2). Retail CIOs know that data is an asset yielding high value to legitimate analysis, but they are equally aware that confidential data about their customers is an attractive target for well-organized criminal enterprises. They are interested in data management and collaborative services to help maintain customer confidence. It s not just perimeter defense it s prevention, it s detection, and it s remediation and communication, and you need to be on top of all of those areas and constantly innovating in those areas. (Member of the NRF CIO Council) The role of the CIO is going to be very important in pulling all of these things together and helping to create the cultural DNA that s necessary for the organization to adopt [the idea of] security not as an IT problem but as a business problem. (Member of the NRF CIO Council) Technology governance. Fully focused on securing the existing portfolio from security threats, retail CIOs are understandably concerned that their line-of-business colleagues may become impatient and invest independently in everything from location technologies and independently developed mobile apps to software-as-a-service business intelligence solutions. Given the potential implications of rogue technology investments that can result in portfolios of disconnected applications, retail CIOs are justifiably concerned about the business requirement for strong corporate-level technology governance. In 2015, effective governance was second only to data security, with 78% of retail CIOs reporting it as one of their top five concerns up from a mere 24% of CIOs in 2014 and even fewer (20%) in 2013.
4 The Retail CIO Agenda 2015: Secure And Innovate 3 Our focus on security has left pent-up demand for other priorities. For example, we define P2P [point-to-point] encryption as maintenance even though it does drive value to the extent that it mitigates quantifiable risk. It s just hard to explain to our peers who are looking for something shiny, exciting, and customer-facing. (Member of the NRF CIO Council) We need a consistent, systematic way to determine what we do and what we don t do. (Member of the NRF CIO Council) Figure 1 Survey Respondents Reporting Lines And Budget Expectations CEO COO To whom do you report in your organization? % 24% 30% 33% 35% 41% For fiscal year 2015, will your company s technology budget as a percentage of total company revenue increase, remain essentially flat, or decrease compared with fiscal year 2014? Increase more than 25% Increase more than 10% but less than 25% Increase less than 10% 3% 23% 34% CFO 21% 25% 44% Remain essentially flat Decrease less than 10% 3% 30% CAO 7% 7% 15% Decrease more than 10% 7% CIO 7% Source: NRF CIO Council Agenda Surveys, 2013 to 2015 Base: 84 retail CIOs/IT executives Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.
5 The Retail CIO Agenda 2015: Secure And Innovate 4 Figure 2 Retailers Still Prioritize Security, Now Seek Strong Corporate-Level Tech Governance, Too What are your top five internal considerations around deploying and managing IT in your retail organization? Managing data security 97% Lack of an effective IT governance process at the corporate level Too much budget is spent on maintenance rather than on creating new value for the company Turning massive amounts of data into usable business insights Integrating different selling channels (ecommerce, catalog, mobile, social, stores, customer service) Finding and keeping quality staff Consumers are demanding access to proprietary corporate data, such as product and inventory information Line-of-business executives make technology decisions without consulting IT Compliance with regulatory or contract requirements 6% 3% 24% 20% 4% 20% 38% 40% 54% 42% 33% 34% 20% 23% 30% 59% 48% 51% 60% 48% 51% 53% 44% 78% Our backlog continues to grow faster than our ability to service new requests 30% 47% 48% Budget pressures to reduce our cost structure Capital constraints prevent new investments in technology 8% 28% 44% 33% 24% 27%33% Competition is using their technology-enabled capabilities to differentiate Reviewing our compliance with regulatory or contract requirements Business process change management to match IT s ability to change supporting systems 11% 9% 18% 29% 18% 56% 75% Base: 84 retail CIOs/IT executives Source: NRF CIO Council Agenda Surveys, 2013 to Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.
6 The Retail CIO Agenda 2015: Secure And Innovate 5 Top-Line And Margin Responsibilities Fuel Innovation Priorities CIOs have loosened their reporting ties to chief financial officers (CFOs) and increasingly report to executives with overall top-line and margin responsibility. Compared with 2014 and 2013, fewer report to the CFO and more to the CEO (33%) or chief operations officer (30%). With more pressure to help their firms grow revenues, retail CIOs are stepping up to deliver: High-value innovation. Retail CIOs know that maintaining existing applications and services is consuming an increasing proportion of their budget. However, maintenance now is closely tied to both security and innovation and is no longer simply a matter of keeping the lights on for the existing technology portfolio. For example, executives noted that maintenance must include securing the existing application portfolio against cybercrime. In 2013, 40% of retail CIOs surveyed included the dwindling proportion of budget for value-generating innovation among their top five concerns; the percentage increased to 59% by However, retail CIOs also noted that leveraging further the very systems that they already have in place and actively maintain presents a key opportunity to create additional value for the business. It s about squeezing the juice. We have pretty sophisticated systems for example, demand forecasting. But we need to take the time to see if we can do better for example, [getting] an extra inventory turn. With buy-in and involvement from the exec team, we can do this. (Member of the NRF CIO Council) Responsiveness to revenue-focused lines of business. Retail CIOs rated the degree to which they have tackled a number of issues on a scale of 1 to 3, where 1 indicates fully accomplished, 2 indicates work in progress, and 3 indicates not yet or only just started to tackle. The CIOs surveyed claimed most success in working with their finance teams to manage within capital constraints, rating themselves a healthy average of 1.60 this year, compared with 2.45 in 2014 and just 2.59 in 2013 (see Figure 3). The CIOs surveyed also noted progress in tilting the balance of budget spend to focus more on creating new value for the company than on maintenance, steadily improving from 2.32 in 2013 to 1.97 in They also reported some improvement in developing better communication and business relationships with line-of-business colleagues, with the index improving from 1.84 in 2013 to 1.76 in These closer relationships with the business owners will be crucial for CIOs to make further progress in other areas. For example, CIOs understand the enterprisewide need for making more product and inventory data available to customers (barely moving from 2.45 in 2013 to 2.47 in 2015) and integrating different selling channels (just starting to gain momentum, improving to 2.25 in 2015 from 2.54 in 2013). It is imperative for the entire C-suite team to collaborate closely to achieve these goals, both of which certainly depend not only on technology but also on resolving fundamental issues spanning organizational structure, compensation, marketing, and more to make them a reality for the customer.
7 The Retail CIO Agenda 2015: Secure And Innovate 6 Actionable insight from big data. CIOs reported that the degree to which they have tackled turning massive amounts of data into usable insights actually deteriorated from 1.94 in 2013 to 2.37 in Why? Retail CIOs understand the opportunity that the proliferation of new data sources offers to drive customer engagement. They can visualize where they want to be, but they also know it will require tight coordination and co-creation with business peers to decide which data they want to use and which combinations of variables can guide smart, timely decisions as well as contextualized and personalized customer experiences. The key to big data in the abstract is anonymization and aggregation that s great for trends and lots of [other] things, but for personalization, it needs to be an intimate relationship with your customer, and it needs to be on an opt-in basis. (Member of the NRF CIO Council)
8 The Retail CIO Agenda 2015: Secure And Innovate 7 Figure 3 CIOs Made Most Apparent Progress With Value, Least With Line-Of-Business Relationships To what degree has your company tackled these considerations to successfully deploy and manage IT in your retail organization? (Results based on average rating on a scale of 1 [fully in place], 2 [somewhat tackled/work in progress], or 3 [not yet/just started to tackle actively]) Making more corporate data such as product and inventory information available to consumers to meet their needs Turning massive amounts of data into usable insights for our internal business partners Stepping up our technology-enabled capabilities to differentiate ourselves from competitors Integrating different selling channels (ecommerce, catalog, mobile, social, stores, customer service) Finding and keeping quality staff Finding ways to reduce our backlog so we can better service new requests Working with our internal business partners to better match IT s ability to change supporting systems in tandem with business process change management Tilting the balance of budget spend to focus more on creating new value for the company than on maintenance Managing data security Developing an effective IT governance process at the corporate level Managing our cost structure to relieve budget pressures Developing communication and business relationships with line-of-business executives to jointly make technology decisions Reviewing our compliance with regulatory or contract requirements Working with our finance team to manage to capital constraints to allow new investments in technology Source: NRF CIO Council Agenda Surveys, 2013 to 2015 Base: 84 retail CIOs/IT executives Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.
9 The Retail CIO Agenda 2015: Secure And Innovate 8 Omnichannel Priorities Focus On Execution Retail CIOs broadly agree on the importance and nature of omnichannel. They have a clear idea of what omnichannel capabilities they need to deliver. However, they, along with the rest of the business, still grapple with the how in particular, how to find best practices and resources to: Support customers expectations. CIOs know that customers shop brands, not channels that s why they expect to return online purchases in stores, for example. Our survey responses showed increased urgency around integrating selling channels. Second only to data security management, more than three-quarters (76%) of CIOs surveyed included integrating the selling channels to enable an omnichannel face to the customer in their top three 2015 priorities, up from 64% in 2013 (see Figure 4). Channel integration/omnichannel is still relevant, but isn t it really about letting the customer shop on her terms, not our terms? (Member of the NRF CIO Council) As you move down that omnichannel road map, it exposes your store processes whether it s in the fulfillment, the return, and so on [so we re] trying to understand what the most efficient process is and how we get there. (Member of the NRF CIO Council) Manage conflicting priorities. Retail CIOs believe that the omnichannel vision is clear but that other more urgent initiatives are frustrating its full implementation. In particular, most retailers must resolve organizational and accountability issues. The vision of how omnichannel will come together has crystalized. It s now about figuring out what are we going to do? We are working on figuring out how it will get done. With the focus on data security it is urgent, but omnichannel is [also] important. Right now, we are giving priority to the urgent requirement. (Member of the NRF CIO Council) We know that more IT spend is headed toward marketing, so how do we bring some of the structure and process that IT has to the agility and flexibility that marketing has [in order] to build those relationships and collaboration that output [these] kinds of projects? (Member of the NRF CIO Council) Modernize merchandising systems to optimize assortment, pricing, and inventory. Retailers merchandising applications must manage an extended range of merchandise to woo customers who are spoiled by a vast array of choices from online specialist retailers. 2 They must manage more vendors and more merchandise with shorter life cycles than previously. They also need to support more frequent price changes to compete with the automated pricing of Internet specialists like Amazon.com. Legacy back-office applications won t be able to keep up as-is, which explains why 63% of CIOs surveyed ranked overhauling merchandise systems in their top three priorities over the next 12 to 18 months, on par with 62% in 2013.
10 The Retail CIO Agenda 2015: Secure And Innovate 9 As the volume [of store-fulfilled orders] grows, we re finding that we lack clarity in the demand signals. So, what is that store location s primary assortment, [and] what should it be? It s becoming much more complicated to delineate between what the appropriate assortment should be on the upfront buy as opposed to what is being influenced by the digital channels. (Member of the NRF CIO Council) Amass and enrich high-quality customer data. Given the urgent need for consistency across touchpoints, it wasn t surprising that our respondents chose customer data as one of their toppriority technology projects for 2015, followed by selecting a next-generation point-of-sale solution and delivering a digital shopping experience (see Figure 5). The right customer data in context is a critical ingredient of applications that deliver differentiating experiences. 3 We would like to pre-identify the customer coming to the store [and] also review their prestore visit research in order to offer appointments with store associates equipped to deliver excellent personal service. (Member of the NRF CIO Council) Data governance is going to be really important having a real and honest conversation about what your internal data governance policy is and about how the data is used and what happens to you if the data is misappropriated. (Member of the NRF CIO Council) Upgrade point-of-sale (POS) systems. Retail CIOs also ranked POS upgrades among their highest-priority technology projects in 2015 in pursuit of their omnichannel objectives. Almost all the CIOs surveyed are engaged in Europay, MasterCard, and Visa (EMV) compliance projects, and most are confident of meeting the October 2015 deadline, with 66% expecting to be in pilot or partial rollout by then (see Figure 6). CIOs expressed concern that US banks weren t going far enough by just implementing chip and signature and expected retailers to take their own measures to better secure data and safeguard against fraud. One-third of CIOs explained that they were executing three in-store projects simultaneously EMV, P2P encryption, and mobile payments or near field communication (NFC) in order to drive differentiated guest experiences. Our objective is to provide a compelling guest experience. POS is merely a placeholder name for a guest experience project. When you hear POS, you think of the box itself rather than what connects our guests to our associates in the most effective way. (Member of the NRF CIO Council)
11 The Retail CIO Agenda 2015: Secure And Innovate 10 Figure 4 CIOs Prioritize The Growing Urgency Of Assorted Omnichannel Challenges From the following list, please choose your company s top three business priorities for IT in the next 12 to 18 months. (Please choose a maximum of three.) Strengthen our monitoring and security capabilities to protect customer credit card and personal data Integrate the selling channels to enable an omnichannel face to the customer Modernize merchandising systems to optimize assortment, pricing, inventory, and fulfillment processes for an omnichannel selling model Implement next-generation BI and analytics Bring mobile to the stores for employee enablement Enable customer mobile capabilities Align supply chain to new/optimized merchandising processes Implement cloud-based technologies to replace legacy systems Implement workforce management capabilities to shift our labor spend more toward customer service, less on nondifferentiating function Digitization of the store experience electronic shelf labels, beacons, etc. 14% 22% 23% 3% 14% 11% 5% 10% 9% 15% 8% 39% 41% 33% 25% 33% 41% 20% 23% 41% 77% 76% 61% 64% 63% 61% 62% Enable more global sourcing capabilities Build an aggregation layer for clickstream, POS, and external data 8% 6% 10% 7% Route online orders to store associates to stage and confirm for customer pickup or dispatch/ship from store Deliver real-time retail initiatives such as near-real-time out-of-stock alerts 7% 6% Address back-office (finance, HR) processes for international growth Implement cloud-based technologies to enable new capabilities 4% 4% 8% 4% 4% 5% Base: 84 retail CIOs/IT executives Source: NRF CIO Council Agenda Surveys, 2013 to Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.
12 The Retail CIO Agenda 2015: Secure And Innovate 11 Figure 5 Customer Data Tops The 2015 List, But POS Upgrades Remain A Priority Please describe the three to five highest-priority technology projects for your company in 2015 (for example, implementing responsive design or upgrading POS with provider Y, etc.) (Please be as descriptive as possible.) Customer data Select next-generation POS Digital shopping experience Integrated planning of omnichannel capabilities Improve cybersecurity/payment security Develop new three-year IT road map Implement POS that supports omnichannel transactions Upgrade POS Deploy and enhance new ecommerce and content management platform Mobile/touch-enabled application for omnichannel Integrate selling channels Price management Deploying new POS platform Migrating to new data center New ERP, ecommerce, and WM systems Implement, enhance, and upgrade customerfacing technologies Omnichannel capabilities Base: 84 retail CIOs/IT executives Source: NRF CIO Council Agenda Surveys, 2013 to 2015 Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.
13 The Retail CIO Agenda 2015: Secure And Innovate 12 Figure 6 US Retail CIOs Are Confident About Meeting The EMV Deadline Regarding the rollout of EMV (chip and PIN) capabilities, what are your plans to meet the October 2015 mandate for liability shift? (Please choose one.) What are your firm s plans for implementing P2P encryption and/or tokenization in the payment process? (Please choose one.) We re already ready 3% Already implemented 19% We ve started this project and will be in pilot or partial rollout by October % In progress now for implementation in % We haven t yet started this project but will be ready by October 2015 We will deploy in our next POS refresh cycle 20% Not yet started but plan to implement in 18 to 24 months 17% 6% No plans at this time 7% Base: 84 retail CIOs/IT executives Note: Responses from firms whose EMV plans are not established yet have been omitted. Source: NRF CIO Council Agenda Survey, Source: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited. WHAT IT MEANS Retail CIOs Pursue A Shared Agenda Retail CIOs understand that they must rise above their traditional focus on project- and servicelevel delivery to help their brands adapt to a new world of customer empowerment will be a defining year for them as they work side by side with their business peers especially CMOs to: Create a shared business technology innovation agenda. The requirement of maintenance is real, but so is the need to innovate. CIOs will link arms with CMOs and other business peers to create a comprehensive business technology innovation agenda that focuses on solutions that help win, serve, and retain customers. The agenda will support lineof-business, marketing, and in-store innovation, as well as innovation in the data center. Expect fast proofs of concept within a governance umbrella driven by the brand s objectives and more outside perspectives to spark ideas. One CIO noted using an advisory board of noncompetitive retailers and digital consultants to help drive the innovation agenda, while another even tried a temporary CIO swap to bring fresh perspective to the business. Design systems of engagement that deliver a compelling customer experience. Future marketing innovations and streams of data likely to yield insight are so unpredictable that CIOs cannot afford to think in simple terms about applications like POS, ecommerce, or
14 The Retail CIO Agenda 2015: Secure And Innovate 13 order management. Instead, they will develop an aggregation layer from which to drive insight into systems of engagement that deliver highly personalized customer experiences. CIOs and their teams will need input from CMOs, customer insights professionals, and other line-of-business peers who understand what their customers expect throughout their overall journey and life cycle with the brand. Re-assess partner and technology portfolios. To release funding and time for innovation, CIOs will review the match between their core competencies and all the claims on their resources. Expect mundane IT activities such as infrastructure management or sunsetting applications to be outsourced. Meanwhile, they will look for new design and development skills to bring in-house, offering new resources for line-of-business peers to partner with. That doesn t mean CIOs will ignore legacy apps. New, innovative systems of engagement will fall flat if they can t work with legacy applications that manage vendors and merchandise. Supplemental Material Methodology The National Retail Federation (NRF) and Forrester Research annually survey retail CIOs regarding their key areas of focus. The NRF CIO Council Agenda Survey, 2015 was fielded in December 2014 and included questions about reporting lines, budgets, and respondents project priorities for The NRF/Forrester survey resulted in 84 complete and partial responses. Respondents included executives in apparel and accessories, books and media, department stores, footwear, health and beauty, home furnishings and decor, sporting goods, and specialty store retail categories. Forrester also reviewed and discussed the results with the NRF CIO Council at a private session and conducted a public panel discussion at the NRF BIG Show in January Endnotes 1 Addresses And Passwords, Credit Card Numbers, Social Security Numbers, Account Log-In Credentials, And Other Personal Information Are All Data That Cybercriminals Can Use To Commit A Wide Range Of Crimes, From Identity Theft To Fraud To Reselling In The Underground Market Economy. Cybercriminals Can Also Use Compromised User Machines As A Launching Pad For The Distribution Of Malware Or As A Conduit For Other Malicious Cyberactivity. See The August 6, 2014, The Cybercriminal s Prize: Your Customer Data And Competitive Advantage Report. 2 Digital disruption means that current homegrown and spreadsheet approaches will fail to cope with contracting product life cycles and vastly increased ranges of merchandise. See the September 5, 2013, Retool Your Retail Applications To Thrive On Digital Disruption report.
15 The Retail CIO Agenda 2015: Secure And Innovate 14 3 High-quality customer data is required to support every point in the customer journey. The right customer information in context allows companies to deliver positive customer experiences, which can increase customer loyalty and revenue. Yet data management capabilities in customer relationship management (CRM) applications are not sufficient to manage data quality, especially when companies use multiple systems of record, have complex account hierarchies, or require sophisticated customer intelligence and customer views for engagement and processes. See the November 25, 2014, Better Customer Relationships Require Trusted Data report.
16 About Forrester A global research and advisory firm, Forrester inspires leaders, informs better decisions, and helps the world s top companies turn the complexity of change into business advantage. Our researchbased insight and objective advice enable IT professionals to lead more successfully within IT and extend their impact beyond the traditional IT organization. Tailored to your individual role, our resources allow you to focus on important business issues margin, speed, growth first, technology second. for more information To find out how Forrester Research can help you be successful every day, please contact the office nearest you, or visit us at For a complete list of worldwide locations, visit Client support For information on hard-copy or electronic reprints, please contact Client Support at , , or We offer quantity discounts and special pricing for academic and nonprofit institutions. Forrester Focuses On CIOs As a leader, you are responsible for managing today s competing demands on IT while setting strategy with business peers and transforming your organizations to drive business innovation. Forrester s subject-matter expertise and deep understanding of your role will help you create forward-thinking strategies; weigh opportunity against risk; justify decisions; and optimize your individual, team, and corporate performance. «Carol Ito, client persona representing CIOs Forrester Research (Nasdaq: FORR) is a global research and advisory firm serving professionals in 13 key roles across three distinct client segments. Our clients face progressively complex business and technology decisions every day. To help them understand, strategize, and act upon opportunities brought by change, Forrester provides proprietary research, consumer and business data, custom consulting, events and online communities, and peer-to-peer executive programs. We guide leaders in business technology, marketing and strategy, and the technology industry through independent fact-based insight, ensuring their business success today and tomorrow
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